Work-Life Balance and the hospitality industry.
“There is no such thing as work-life balance. Everything worth fighting for unbalances your life.” Alain de Botton, Philosopher.
Work Life balance (WLB) is a phenomena that has gained much prominence over the past several decades as a disruptive element towards family life, personal health, social life and general happiness among other aspects. WLB is defined as efficiently managing the burdens of paid work, and outside the employment environment activities including personal growth, social activities and other non-work related commitments, according to Dizaho, Salleh & Abdullah, (2017), referring to Dundas (2008). Dave, J., & Purohit, H. (2016). The act of balancing Work and Life has for many centuries been proven to be a daunting task. Work and income had become crucial components for human beings, creating generations of challenges in balancing work, family and out of work commitments.
The hospitality industry has been particularly identified as a perpetrator due to its demanding hours, involvement of emotional labour and stressful working environments. Furthermore, due to the fact that frequently, five generations are working together in the hospitality sector there is often room for friction and additional stress for the employees and employers alike. These multigenerational differences in views and perspectives can create fertile ground for conflict and create conflict and barriers with an “us vs. them” mentality, resulting in high employee turnover and decreased productivity (Yang and Guy, 2006; Hu et al., 2004; Herzberg, 2003; Kupperschmidt, 2000). (Chi, Maier & Gursoy, 2013, p.42).
As the largest employer in the world, the hospitality industry becomes a significant recipient of any positive or negative shift that occurs within the spheres of WLB.
The hospitality industry employs the highest number of people globally, and according to previously conducted research work, the author's interviews and surveys it is one of the most significant contributors to WLB issues. It is a paradox therefore that people employed in the hospitality industry, while often undergoing WLB issues have different sentiments about the industry. Findings confirm that majority of employees acknowledge that there is progress
The invention of mobile information technology devices (MITDs) significantly disrupted the manner both in the way work is conducted and the structure of peoples off-work/ or non-work lives. In this day and age, work can be performed at any time, anywhere due to MITD’s. (Glucksmann and Nolan, 2007; Adisa, Gbadamosi & Osabutey, 2017). In contrast to the intentions and the expectations that such technology and devises will bring consolations to the already existing phenomena, such developments have caused significant personal disruptions due to the constant connectivity and ability to work anywhere.
The time spent at work has augmented even though in the past, experts predicted that due to the development of technology, employees would spend less time at work thereby being able to concentrate also on non-work activities besides work mitigating WLB woes.
“Both emotional labor and work-life conflicts are found to decrease employees’ well- being (Major and Morganson, 2011) and increase psychological stress (e.g., Shankar and Bhatnagar, 2010). Hofmann, V., & Stokburger-Sauer, N. (2017, p.47)”. It is renowned that WLB in the hospitality industry is one of the most arduous challenges not only due to the stressful working environment but also due to the emotional labour involved. The hospitality industry expects the staff to be friendly and courteous to the customers, regardless of what problems or emotions the staff might be undergoing.
Needs such as physiological, safety and security when realised, create the favourable emotional status of the individual. (Lester, 2013). WLB as such has been gaining prominence in every society and sector, and the hospitality industry is a sector where it casts a shadow.
Author: Michael Thomas