Employee burnout is a significant issue in the hospitality sector. Some employees experience burnout or easily get bored with their work, while others remain enthusiastic about their work for a long time. The issue of employee burnout and job stress remains a puzzle to managers, a lot of research and theoretical frameworks have been developed to explain the issue. Job demand-resource model classifies occupational risk factors into two: job demands and job resources. This literature review is an analysis of how the job demand-resource model can be applied to the hospitality sector, its implications and challenges.
Job Demand-Resource model is a relatively new management framework, yet it has gained popularity. Job Demand-Resources model was developed in 2006 by Arnold Bakker and Evangelia Demerouti while researching the subject of employee wellbeing. Employee wellbeing is a key determinant for organizational success, and only organizations that make a conscious effort to address employee wellbeing issues succeed. According to Bakker & Demerouti (2007) Job Demands-Resources (JD-R) model can be used to envision employee burnout, engagement, and organizational performance.
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JD-R model is based on the assumption that every occupation has factors that affect employee wellbeing; the factors being job demands and job resources. Job demands are the physical and mental processes that deplete employee energy. Job demands are generally termed as stressors, they include: deadlines, heavy workload, stressful work environments, poor relationship, role ambiguity among other factors. On the other hand, job resources refer to the physical, organizational and social factors that reduce stress. The resources include good work relationships, training and mentoring, and career development opportunities.
The JD-R model mandates organizations to balance the job demands with resources. Otherwise, when job demands are high and the resources are low, stress and employee burnout will creep in. When there are ample resources to offset the impacts of extreme job demands, employees will remain motivated and productive (Bakker & Demerouti, 2007).
Literature Review
The hospitality sector is a broad industry comprising of accommodation facilities, event planning, transportation and other extensions of the tourism industry. Hospitality is a product of tourism, and it focuses on the relationship between the service provider, the service itself, and the guest (O’Neill & Davis, 2011). Hospitality encompasses a wide range of services meant to fulfill the physiological and psychological needs. The hospitality industry does not always offer tangible products; organizations create value through impeccable customer service to create memorable experiences for their clients.
O’Neill & Davis (2011), state that employee stress is a prominent problem in the hospitality sector. Employee stress is costly to both the employers and employees alike. The nature of work in the hospitality sector can be very demanding, and when combined with situational challenges, employee burnout becomes inevitable. O’Neill & Davis (2011) conducted a primary research to identify common stressors among 164 hotel managers and hourly workers employed at 65 different hotels. The participants were interviewed for eight consecutive days, and the most common stressors they cited were interpersonal tensions at work and overloads (O’Neill & Davis, 2011). The research further explored the types and frequency of work stressors based on the different job types. Hotel managers reported significantly higher levels of stressors than subordinate employees; hotel managers cited poor relationships and job demands. O’Neill & Davis (2011) also investigated the effects of stressors on employee health and work outcomes. The researchers found out that the employee and coworker stress in the hotel industry were linked to negative physical health symptoms. The stressors also led to lower job satisfaction and increased turnover intention among employees.
Borralha et al. (2016) supports the assertions of O’Neill & Davis (2011). Borralha et al. (2016) states that job satisfaction, stress and burnout are the most studied variables in the hospitality sector, particularly among hotel employees. Hospitality sector employees have to meet customer demands because they interact directly with customers. Hospitality sector employees are often suffering from emotional exhaustion regardless of the job position.
Lederer et al. (2016) states that at least one in seven employees in the hospitality sector experience serious burn out. Front line employees in the hospitality sector are often exposed to demanding customers, and when coupled with long working hours of up to 12 hours a day, employees become extremely stressed and exhausted. Lederer et al. (2016) differentiates employee stress from burnout, burnout is prolonged stress and frustration that have effects on employee commitment, attendance, performance and turnover intentions. Burnout is responsible for many vacant positions in the hospitality industry, such that organizations have no choice but to fill those positions with inexperienced employees who will crack under pressure. Employee burnout is taking toll on the hospitality industry, and organizations are spending a lot of resources, searching, hiring and training new employees.
Various studies have focused on burnout in the hospitality sector because it is responsible for the increasing turnover, currently between 54%- 60% in the US (Lederer et al., 2016). Lederer et al. (2016), attempt to explain why certain employees experience burnout while others do not experience. Employees that experience burnout experience a lot of job-related stressors; they are idealistic and they seek unattainable goals.
Managers cannot deny the existence of serious employee burnout in the hospitality sector. Burnout should be identified and understood before any preventative measures can be implemented. Unfortunately, senior managers in the hospitality sector are also battling with burnout, such that they feel that there is nothing they can do to address burnout among their employees. Organizations in the hospitality sector must take positive steps to address burnout by engaging staff members. JD-R model offers a solution to the burnout issue by identifying the demands and resources that can be used to reduce stress, increase employee engagement and productivity.
Schaufeli et al. (2009) describes JD-R model as a balanced approach towards understanding different aspects of employee wellbeing, particularly burnout and work engagement. JD-R model is a heuristic framework that seeks to explain that job strain and betterment are produced by two different sets of working conditions. The model differentiates between the job demands and resources in a way that it can be easily applied to any situation. Job demands do not necessarily refer to the negative organizational factors, but they are a source of strain because they demand physical and psychological effort from employees. Job demands can easily turn to stressors in the hospitality sector due to work overload and time pressure. For instance, a front office representative in a hotel is supposed to welcome guests, but when the guests are too many, the demands/responsibility becomes stressors.
JD-R model is the best framework to address employee burnout in the hospitality sector because it is not limited to the quantitative factors that cause employee burnout. JD-R model also considers emotional demands and inter-role conflicts that strongly affect performance in the hospitality sector (Schaufeli et al., 2009). When addressing stressors in a work environment, one has to realize that employees operate on a compensatory regulatory-control mode. Such that employees under stress will face a dilemma between protecting their performance goals (benefits) and their mental effort that needs to be invested to achieve the goals (costs). With increasing demands, employees have to put in a lot of compensatory effort to deal with the demand. The hospitality industry is known to be a seasonal industry; there are peak and off peak periods. At peak season, the demand increases and employees will incur increased physiological and psychological costs. The increased compensatory effort is accompanied by increased sympathetic activity, fatigue, irritability and stress. Continuous mobilization of compensatory energy will lead to burnout.
The second aspect of JD-R model is job resources. Once the managers have understood the different demands, they can use available resources to motivate employees. The hospitality sector has a wide array of job resources ranging from work teams, autonomy, and growth and learning opportunities. These resources must be utilized to address the challenges caused by increased demands. For instance, during peak hours (season) hotel managers can classify employees into dynamic groups that will help them deal with the challenges. Employees that get along well should be paired together so that they can help each other out.
According to Schaufeli et al. (2009), job resources play a motivational role, as explained in the effort-recovery approach. Organizations that offer abundant job resources encourage employees to dedicate their effort and abilities to fulfilling job demands. In such environments, employees are more likely to put more effort and enjoy their work despite the pressures. Most positions in the hospitality sector are challenging, there is need to perform well within a certain framework due to the constant interaction with customers. When such employees have abundant job resources at their disposal, such as supportive colleagues, constant feedback, and friendly work environment, they are more likely to achieve their work goals despite the increasing demand. Job resources, build employee engagement by satisfying their psychological needs of autonomy, competence among other needs. When such needs are satisfied, employees are in a better position to achieve work goals.
Implications of JD-R model in the Hospitality Sector
According to Bakker & Demerouti (2007) employee engagement is the result of effective application of JD-R model in an organization. Work engagement is the antithesis of burnout; it refers to the state of vigor, dedication and absorption. Work engagement is the most notable implication of JD-R model. Work engagement is a prerequisite for success in the hospitality sector. Engaging employees will offer superior service, and they will go out of their way to satisfy customer needs because they enjoy their job. Such employees have focused attention, they are in control and they derive intrinsic joy from serving customers well.
Schaufeli & Taris (2014) conducted a study to determine the implications of JD-R model apart from improved employee engagement. The authors assert that implementation of JD-R model in an organization will lead to a balance between the positive and negative aspects of the job, such that employees will find it easy not to focus on the negatives only. Job demands can be viewed negatively when there is nothing positive. However, in an environment where employees are given the right support, autonomy and growth opportunities, they are less likely to focus on the negative aspects of the job. The positive aspects will outweigh the negative aspects.
The application of JD-R model will lead to improved performance in organizations in the hospitality sector. In a study among staff at a Greek fast food company, it was found out that fluctuations in job resources, particularly autonomy, supervisory coaching and team spirit affected the level of engagement and performance (Schaufeli & Taris, 2014). On the days where the resources were available, the managers did not engage more with employees and yet the employees experienced an increased sense of optimism and self-efficacy, hence they performed better. From the same study, employees sold more food when the resources were availed to them. They felt that more supportive bosses and coworkers fostered their in-role performance as they felt happy while doing their job (Schaufeli & Taris, 2014).
According to Lederer et al. (2016), intrinsic motivation is an important recipe for success in the hospitality sector. Most employees in the hospitality sector engage with customers on a daily basis, such that when they display low motivation in their work, the customers will experience poor service. Schaufeli & Taris (2014) note that the JD-R model does not focus on organizational resources only, it also focuses on personal resources that can help employees cope with work demands. Personal resources refer to individual resiliency, sense of control and other mental competencies that help employees manage burnout. Thus, application of JD-R model in the hospitality sector will create resilient employees who take advantage of organizational and personal resources to achieve work goals despite the challenges they face.
Lastly, JD-R model has the potential to change organizational culture for better in the hospitality sector. Most organizations in the hospitality sector are still characterized by traditional organizational cultures, whereby employees and managers are hardly on the same page. Such organizations are yet to achieve optimum success because they are not utilizing their resources well to meet the demands of the industry. Lederer et al. (2016), note that simple job resources can make a difference in the performance of employees in the hospitality sector. Engaging employees when making decisions is a simple thing, yet it goes a long way in boosting employee morale and engagement. Other activities such as creating flexible work schedules that give employees ample time to relax can also make a difference in the performance. JD-R model balances the demands and organizational resources to create a new organizational culture based on improved communication, motivation and employee engagement.
Steps for Implementing JD-R Model
According to Schaufeli & Taris (2014) JD-R framework will guide the implementation of the model. The framework is made up of key components and processes that make up the model as seen below:
The first step for implementing the JD-R model is by identifying the job demands in the hospitality sector. The job demands are varied; hence it is crucial to identify the job demands that apply to the individual organization. The job demands can be time pressure, high volumes of work, uncomfortable work environments, and poor working relationships, emotionally draining jobs, poor leadership, excessive bureaucracies and lack of career advancement opportunities. It is worth noting that the job demands for each position are different, such that the demands faced by a manager are different from the accountant, chef, receptionist or other employees. When identifying the demands, managers must talk to employees directly because they have a better grasp of the pressure they face. A comprehensive picture of the demands of each position is necessary for successful implementation of the JD-R model.
The second step involves addressing the demands. Job demands are not necessarily negative, and some of them can be easily solved once they are identified. For instance, uncomfortable work environments can be solved simple environmental, work processes and leadership changes. The organization has the responsibility to solve some of the pressures that can be solved, and to minimize the negative effects of the demands that cannot be solved using job resources.
The third step of implementation is identifying the resources (Schaufeli & Taris, 2014). Just like the demands, the job resources are plenty and they act as buffers between employees and the demands of their jobs. Most of the resources are free or inexpensive and yet they can make a big difference. Some of the resources include leadership support, teamwork, respect and autonomy, clear goals, regular feedback, and training. The demands of the hospitality sector are many, but employees will weather the demands when they are empowered and given the right support by the managers (organization).
The last step in the implementation is promotion of job resources (positives) (Schaufeli & Taris, 2014). Baker & Demerouti (2007) state that when the job positives are high, it offsets the negative effects of the job demands. Managers in the hospitality sector must find a way to promote the job resources through constant mentoring, use of constructive feedback and development of effective teams. Managers/ leaders must make a conscious effort to create a better working environment to promote the positives so that employees will not focus on the demands of their work.
The JD-R framework simplifies the process of implementing, but the actual implementation of the model in the hospitality sector is quite tasking. There are psychological processes that play a role in job-strain and motivation. Some of the psychological processes are hard to define because they are not specifically related to the employee’s role. The JD-R model is also hard to implement because it is not quantitative in nature. It will be hard to measure the effects of the model because some of the job demands and resources are not measurable. Lastly, another notable roadblock is the lack of leadership support. Hospitality sector leaders will determine whether the model will be successful or not. Without the support of the management, employees will be denied of job resources (positives) that could make a lot of difference.
Conclusion
The JD-R model is one of the most practical models for predicting employee engagement. Effective management of job demands and resources can help managers to predict employee engagement in the hospitality sector. Employee burnout is one of the biggest issues in the hospitality sector, and JD-R model can help organizations to manage employee stress and increase employee engagement. JD-R model requires a clear understanding of the job demands, job resources, and the support of leadership in order to bring positive changes to the hospitality sector. Simple job resources such as compassion, autonomy and managerial feedback can significantly reduce job strain.
References
Bakker, A. B., & Demerouti, E. (2014). Job demands–resources theory. Wellbeing .
Bakker, Arnold B., Evangelia Demerouti, and Willem Verbeke: "Using the job demands‐resources model to predict burnout and performance." Human resource Management 43, no. 1 (2014): 83-104.
Borralha, S., Jesus, S. N., Pinto, P., & Viseu, J. (2016). Hotel employees: A systematic literature review. Tourism & Management Studies , 12 (1), 120-126.
Lederer, J., Nierkerk, M., & Okumus, F. (2016). Burnout in the hospitality sector: case study of a restaurant manager. Research Gate.
O’Neill, J. W., & Davis, K. (2011). Work stress and well-being in the hotel industry. International journal of hospitality management , 30 (2), 385-390.
Schaufeli, W. B., & Taris, T. W. (2014). A critical review of the Job Demands-Resources Model: Implications for improving work and health. In Bridging occupational, organizational and public health (pp. 43-68). Springer Netherlands.
Schaufeli, Wilmar B., Arnold B. Bakker, and Willem Van Rhenen (2012). "How changes in job demands and resources predict burnout, work engagement, and sickness absenteeism." Journal of Organizational Behavior 30 , (7) 893-917.
