The article explores the dual nature of work-from-home (WFH) arrangements during the COVID-19 pandemic and their effect on management-level employees in the hotel industry, with emphasis on work engagement, burnout, and turnover intentions. Qualitative methods were applied to collect data from in-depth interviews and thematic analysis of five critical sub-research areas: WFH's influence on vigor levels, the role of absorption in burnout, the impact of work-home interference on dedication, burnout's association with turnover intentions, and strategic implications for hotel management. Findings are that flexibility through WFH increases vigor but has the side effect of increased burnout due to high absorption. Work-home interference is disrupting commitment and burnout significantly driving turnover intentions. The research provides important insight into customized managerial practices like flexible scheduling and wellness programs, which need to offset the favourable and unfavourable effects of working from home. Such information will serve as actionable input for hotel managers and provide input into further understanding of dynamics involved in the hospitality sector concerning work from home. Limitations and future recommendations for studies are presented in the subsequent section.
This study examines the factors that determine tourist accommodation choices during the COVID-19 pandemic, focusing on Athenian residents and the added complexity of health uncertainty. Qualitative research will be used to explore five key areas: health and safety concerns, the price-quality nexus, risk perception, the relationship between quality and health safety, and decision-making under uncertainty. The study employs fsQCA and NCA and discovers how health protocols, risk perceptions, and a trade-off between price and quality shape the decision by tourists. Findings from the study suggest an importance attached to accommodation, stricter health measures, prioritizing quality over cost, and adaptive strategies in the process of decision-making by those in uncertain times. This study is helpful to the accommodation industry as it will guide on how to stay aligned with changing consumer priorities in health crises.
This research is conducted on the HRM practices that hotels put in place during the COVID-19 pandemic and the influence they have on employee wellbeing. It is done to find out the impact of employee-centric HRM practices, including flexible work arrangements, communication strategies, job security measures, and adaptability on employees' wellbeing during crisis periods. This study utilizes a qualitative approach, wherein organizational document analysis and in-depth interviews with hotel managers and employees are conducted. The findings show that HRM practices that emphasize employee welfare, especially in times of uncertainty, greatly boost the morale of employees, reduce stress, and enhance long-term wellbeing. However, the study also reveals challenges in maintaining these practices and their effects over time. The research points out the need for adaptive HRM strategies and effective communication in crisis management, providing valuable insights for future HRM frameworks. The limitations of the study include its focus on the hotel industry, thus suggesting further research in other sectors to develop a more comprehensive understanding of HRM practices in crisis scenarios.
This paper considers the contribution of hospitality staff to the reduction of food waste and especially the effects of messages against food waste on its prevention in a hospitality context. This study investigates how hospitality employees affect perceptions and practices concerning food waste, with five sub-research questions that guide the study: the reception of food waste messages, whether employees are active or passive in their message reception, the congruence of message understanding, the behavioural outcomes of reception, and the implications of message reception for communication strategies. Using a qualitative approach, semi-structured interviews were conducted with 23 UK hospitality industry actors including employees, managers and business owners. The results indicated that food waste messages were received either instantaneously or with delay, and employees took active or passive roles in message reception. There was congruent interpretation among some employees, but most showed incongruent understandings. Thus, there is a need for tailored communication. It was found that changes in behavior resulting from message reception are maintained only when employees internalize the messages, thus highlighting the need for continuous efforts in communication. The paper highlights the importance of participatory communication strategies that fit the perceptions and contexts of employees in order to effectively control food waste. The study provides both theoretical insights and practical implications for developing more effective food waste prevention programs in hospitality settings.
This paper explores the role of big data organizational culture in driving digitalization strategies in the hospitality industry. It identifies five key factors—customer orientation, supplier collaboration, employee IT proficiency, leadership commitment, and the interaction between big data culture and digitalization outcomes—whose influence on strategic digital transformation is investigated. A quantitative methodology is adopted to collect data from hospitality organizations between 2020 and 2023. Five hypotheses are tested by using regression techniques. The study shows that the customer orientation, supplier collaboration, and employee IT proficiency are strongly associated with digital strategy adoption. Leadership commitment moderates these effects. In addition, big data culture positively moderates the effect of digitalization on organizational outcomes, suggesting the need to nurture data-driven decision-making. Despite its contributions, the study acknowledges limitations, such as relying on short-term data and difficulties in generalizing results to smaller organizations. Future research should expand the scope to diverse contexts, address long-term trends, and incorporate additional moderating factors to deepen insights. These findings underscore the critical role of big data culture in shaping digital transformation strategies, offering practical implications for the hospitality industry's ongoing digital evolution.