Organizational identity change: impacts on hotel leadership and employee wellbeing

Sandra Sun-Ah Ponting

The Service Industries Journal, 2020, vol. 40, issue 1-2, 6-26

Abstract: Hospitality employee wellbeing is crucial for organizational success. This study explores the conceptualization and operationalization of hotel employee wellbeing, as perceived by leadership, through a case study on a multinational hotel corporation establishing a people-centric organizational identity. Semi-structured in-depth interviews, direct observation, and internal communication materials are used for data analysis. The case study reveals insights into the tensions created in and amongst property leaders due to: 1) the autonomy given by corporate leadership; 2) employees engaging in new employee wellbeing behaviors; and 3) disapproval of other property leaders’ wellbeing initiatives. These tensions are taxing on property leaders’ wellbeing, raising questions about the relationship between front-line and leadership employee wellbeing. Furthermore, employee wellbeing practices unique to hotel work are identified: 1) physical change in the work environment; 2) flexible work arrangements; and 3) departure from a formal dress code. Implications for practitioners and future research directions are made.

Date: 2020
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DOI: 10.1080/02642069.2019.1579799

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The Service Industries Journal is currently edited by Eileen Bridges, Professor Domingo Ribeiro, Ronald Goldsmith, Barry Howcroft and Youjae Yi

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