The Inequity of Hybrid Work and how it Impact Employee Engagement in Hotels By: Hassan Balhareth Dr: Gordon HTM50600 April 28,2025 Intro In This presentation we will explores how hybrid work models have created inequities between hotel corporate and frontline employees. Highlighting the effects on morale, burnout, and career advancement, and offers solutions to promote fairness and engagement. Understanding the Theoretical Framework Equity Theory (Adams, 1963) Job Demands-Resources Model Bakker and Demerouti (2007) Employees compare their inputs (effort, experience) against outcomes (wages, working conditions). When frontline staff perceive unfairness compared to corporate employees who work remotely with flexible hours, it leads to dissatisfaction and decreased motivation. This model examines how job demands (workload, emotional labor) and resources (autonomy, support) affect employee wellbeing. Frontline hospitality workers face high demands with limited resources, while corporate staff enjoy better conditions. The Two-Tier Workforce Reality Corporate Staff Benefits Enjoy flexible work hours, remote Frontline Staff Challenges options, better work-life balance, Must be physically present and enhanced autonomy. Have regardless of conditions, greater access to professional experience higher workloads and development and networking emotional labor, and have limited opportunities. schedule flexibility. Face restricted access to training and career advancement opportunities. Resulting Disparities Create perceived unfairness, leading to resentment, decreased motivation, and higher turnover rates among frontline staff. Ultimately impacts service quality and organizational performance. Burnout and Workload Inequalities High Job Demands Frontline staff face intense workloads, long hours, and emotional labor Limited Resources Lack flexible schedules, autonomy, and development opportunities Resulting Burnout Experience twice the burnout rate of corporate employees Scenario Hassan works as a housekeeping supervisor at a big hotel. Since hybrid work started, many office employees can work from home or have flexible hours. Hassan, however, still has to come in every day, work long shifts, and sometimes cover for missing staff. He notices that corporate employees get more training and promotions, but frontline workers like him are often left out. Hassan is stuck in his position with no clear path to grow. What kind of feeling Hassan's might have? Major Issues in Hybrid Hotel Work Workplace Inequity Creates resentment, low morale, and diminished job satisfaction Limited Career Growth Frontline roles offer fewer advancement opportunities High Burnout Physical demands and inflexible schedules lead to stress and exhaustion Increased Turnover Dissatisfaction drives frontline staff to seek opportunities elsewhere Strategies to Mitigate Inequity Leadership Engagement Transparent communication and active involvement Career Development Digital training and clear advancement paths Performance Incentives Recognition and rewards for frontline excellence Flexible Scheduling Compressed workweeks and schedule control Implementing Flexible Solutions Decentralize Scheduling Allow frontline employees to participate in shift planning and implement compressed workweeks to provide longer breaks between shifts. Leverage Technology Implement digital check-ins, virtual concierge services, and remote administrative reporting to introduce flexibility to frontline roles. Cross-Training Opportunities Develop rotations that permit administrative cross-training to expand skills and reduce monotony for frontline staff. Establish Feedback Channels Create anonymous polls, suggestion boxes, and regular meetings to ensure frontline voices are heard and acted upon. Conclusion on Creating an Equitable Future Balanced Work Policies Integrated Training Systems Recognition Culture the unique needs of both corporate Create accessible professional systems that acknowledge the and frontline roles while ensuring development programs that essential contributions of frontline equitable treatment. Implement accommodate frontline schedules. staff. Implement monthly awards, schedule flexibility, meaningful Offer online courses, on-the-job public acknowledgment, and engagement opportunities, and training, and mentorship meaningful incentives that boost clear promotion pathways for all opportunities that can be accessed morale and create a positive work employees. anytime and anywhere to enable environment for all employees. Develop policies that acknowledge skill development while working. Establish structured recognition Discussion Question Do you think equity means treating everyone the same or giving people what they need to succeed? Why? Thank You References Adams, J. S. (1963). Toward an understanding of inequity. Journal of Abnormal and Social Psychology, 67(5), 422–436. Bakker, A. B., & Demerouti, E. (2007). The Job Demands-Resources model: State of the art. Journal of Managerial Psychology, 22(3), 309–328. Baum, T., Mooney, S., Robinson, R. N., & Solnet, D. (2021). COVID-19’s impact on tourism and hospitality workers. International Journal of Contemporary Hospitality Management, 33(4), 1280–1303. Bloom, N., Han, R., & Liang, J. (2021). How hybrid working from home works out—National Bureau of Economic Research. Chen, Y., & Ross, J. (2021). The role of technology in hybrid work models: A hospitality industry perspective. Tourism and Hospitality Research, 21(4), 512–529. Gajendran, R. S., & Harrison, D. A. (2007). The good, the bad, and the unknown about telecommuting: Meta-analysis of psychological mediators and individual consequences. Journal of Applied Psychology, 92(6), 1524–1541. Gursoy, D., & Chi, C. G. (2020). Effects of COVID-19 on hospitality industry: Review of the current trends and future implications. International Journal of Hospitality Management, 91, 102661. References Kaushik, M., & Guleria, N. (2020). The impact of work from home on work-life balance. International Journal of Engineering Research & Technology, 9(6), 866–872. Kim, J., & Qu, H. (2023). The impact of hybrid work models on employee well-being in the hospitality sector. Journal of Hospitality and Tourism Research, 47(2), 198–219. Lee, S., & Madera, J. M. (2019). Diversity and inclusion in the hospitality industry: The impact of workplace policies on employee attitudes. Journal of Hospitality & Tourism Management, 41, 19–29. Tang, Y., & Wang, J. (2021). Hybrid work arrangements and career development: The role of remote work in professional growth. Human Resource Management Journal, 31(3), 456–472. U.S. Bureau of Labor Statistics. (2022). Job openings and labor turnover survey. Wang, M., & Wong, Y. (2022). Employee resilience and adaptation to hybrid work environments. Journal of Organizational Behavior, 43(7), 1253–1272. 1 How hybrid work is changing employee engagement in the hospitality industry Hassan Balhareth Advised by Dr. Gordon HTM 50600 April 4, 2025 2 Abstract Working model’s hybrid organizational design constitutes the dominant form of work practice in modern organizations, increases flexibility, and improves performance without compromising work-life balance. The work model implemented for the hospitality sector inevitably results in unfair treatment of employees. While corporate hotel employees can work remotely, frontline receptionists, housekeepers, and food service workers must be physically present (Choi & Choi, 2021). An imbalance in the employee work terms fosters perceived Fairness, leading to socially undesirable trends in staff turnover, commitment, motivation, and satisfaction. Following equity theory and the JD-R model, this paper looks at hotel hybrid work systems that create dual employee structures and affect commitment levels. Frontline staff experience differences in the level of flexibility, which, in turn, results in fewer promotions and higher turnovers (Wong & Laschinger, 2015). They argue for equity mitigation strategies based on evidence from existing literature, industry analysis, and theoretical frameworks. Some of the possible solutions include producing a flexible working schedule, introducing incentive and promotional strategies, and improving communication between employees and employers. These inequalities need the following actions in the hospitality industry to improve staff engagement, morale, and retention. 3 Introduction Since introducing hybrid work strategies, the hospitality sector has experienced notable operational improvements, including enhanced employee flexibility, better work-life balance, and increased productivity. These hybrid models have become increasingly popular across industries, and hospitality institutions have also begun to adopt them to remain competitive in the modern workforce. However, implementing hybrid work strategies in hospitality has revealed a distinct divide between corporate and frontline employees (Kandampully et al., 2016). While staff in departments such as marketing, finance, and human resources often benefit from remote work flexibility, operational employees—such as receptionists, housekeeping staff, and food service workers—must remain onsite to perform their duties. This imbalance creates an unequal working environment, negatively affecting employee morale and engagement (Giousmpasoglou, 2024). Frontline workers may feel overburdened, undervalued, and limited in their professional growth opportunities compared to their corporate counterparts. Unable access to flexible work options also contributes to job dissatisfaction and higher turnover rates among these essential employees (Kim & Qu, 2023). Addressing these disparities is crucial for hospitality organizations to foster a more inclusive, motivated, and productive workforce while ensuring that all employees, regardless of role, feel equally supported and valued within the hybrid work model. This paper aims to examine how the hybrid work arrangements of the hotel industry led to the formation of a two-tier workforce through Equity Theory (Adams, 1963) and the Job Demands-Resources (JD-R) Model by Bakker and Demerouti (2007). It highlights how employees in the corporate office get the benefits of remote working, while frontline employees 4 get more work pressure and feel burnt out and unmotivated. The evaluation shows that work condition equalization can be achieved through enterprising, flexible schedules with appealing rewards and promotions and active commitment from executives (Kaushik & Guleria, 2020). Research Questions 1. What are the adverse impacts of hybrid work on employee engagement that lead to inequality between operations staff and corporate staff?" 2. How can the hospitality industry address fairness concerns arising from hybrid work arrangements? Theoretical Frameworks Accordingly, the following two well-established theories are drawn from the existing literature to ground this study. Equity Theory (Adams, 1963) and the Job Demands-Resources (JD-R) Model by Bakker and Demerouti (2007) can be combined to develop a theoretical framework to examine intersectional work inequity in hospitality and how the disparities influence staff motivation, engagement, and job satisfaction in the workplace. Equity Theory (Adams, 1963) According to Equity Theory, which was pioneered by Adams (1963), it posits that individuals compare the outcomes they get against the inputs they contribute, such as effort, experience, and responsibility, and what is provided to them, like wages, appreciation, and accommodating working conditions, among others. When the ratio of the reward gained is perceived as unfair by the employees, particularly about other employees, it contributes to feelings of injustice and employee dissatisfaction (Zhang et al., 2022). In hospitality, this theory can apply to service providers and frontline employees who must be physically present as 5 housekeepers, receptionists, or restaurant employees (Adams, 1963). These employees tend to benchmark themselves to corporate workers who work from home, have flexible hours, and don't commute as they do. However, they contribute differently within the organization. This perceived unfairness has implications for motivation, job satisfaction, and organizational commitment. Benkhali and Attia (2023) discovered in their studies that frontline employees with feelings of inequity are more likely to report emotional exhaustion, lower performance, and high turnover intentions. Similarly, the Karatepe and Uludag (2007) survey also noted that perceived workplace injustice indicates low customer service quality. As a result, it is crucial to pay attention to equity to ensure employee engagement and overall organizational effectiveness within the hospitality sector. Equity Theory: Fairness Perception in Hybrid Work Through the Equity Theory, employees evaluate the amount of input they provide to their jobs relative to what they receive concerning wages, perks, and benefits. Employees pick up on inconsistencies in workplace distributions, which causes demotivation due to discontent and lack of commitment (Chen & Ross, 2021). The hospitality industry experiences an intensified version of this workplace challenge because it guarantees unequal opportunities for engaging in hybrid employment types. Corporate employees get flexible work conditions, opportunities to work from a distance, and improved work-life balance (Dizaho et al., 2017). At the same time, frontline hospitality workers, including housekeeping and other service staff, including concierge staff and food service workers, must physically perform their duties at workplaces for multiple long shifts in challenging conditions (Kim & Qu, 2023). This perceived inequality can result in negative consequences such as agitation, high employee turnover rates, and declining productivity. 6 Reducing inequality of reward gaps, working schedules, and career progression can minimize employee turnover and make the hospitality industry fairer for all its workers. The Job Demands-Resources (JD-R) Model by Bakker and Demerouti (2007) Drawing on the theoretical framework of the Job Demands-Resources (JD-R) Model proposed by Bakker and Demerouti (2007), this article examines the impacts of job demands and resources on employees' well-being and performance. In this case, job demands consist of the psychosocial requirements of a position, including the amount of time spent in a work setting, the necessity to display many emotions both at work and when addressing customers, and the need to cope with negative feedback. By contrast, job resources assist employees in meeting these demands and achieving performance—decision-making authority, feedback, social support, and a flexible work schedule. The most at-risk workers in the hospitality industry include housekeepers, servers, and front desk employees, who are often exposed to high levels of job demands. These roles are physical, entail repetitive work, involve responding to the emotional needs of guests, and require delivery of services under pressure (Xiang et al., 2022). Nonetheless, they are given limited job autonomy, little control over their work schedule, and few promotion prospects (Karatepe, 2013). On the other hand, corporate workers, such as those from the finance section, human resources resources, or the marketing department, are likely to enjoy better working conditions. According to Xanthopoulou, 2009, these include options for hybrid or remote work, higher autonomy and control in their schedules, opportunities to develop their skills, and fewer potentially distressing interactions, which benefits their health and performance. The data also reveals that the distribution of job resources is unfair to corporate and frontline employees, leading to stress and dissatisfaction with frontline workers. A study by 7 Karatepe and Olugbade (2009) discovered that frontline hotel employees with low access to job resources suffered burnout and low job performance. For example, Schaufeli et al. (2009) have pointed out that job resources can be utilized to moderate the adverse effects of job demands on employee motivation. Addressing these disparities is critical for increasing employee retention, staff motivation, and service quality within the hospitality industry. Significance of the Study Frontline employees in the hotel and accommodation sectors have historically been subject to high levels of dismissal. This high turnover rate also elucidates the need to reassess the current work model, which affects employee retention, engagement, and job satisfaction (Wen et al., 2020). This paper provides valuable information regarding the implementation of FWAs across departments in the hospitality sector, which can contribute to job dissatisfaction, burnout, and reduced organizational commitment. It delineates major driving forces that lead to discontent and presents practical strategies that can help address equality in working conditions (Chen & Ross, 2021). The following recommendations are designed to address current issues that may cause discontent among employees and help improve service delivery and organizational performance. Literature Review Hybrid Work and Employee Engagement Research by Bloom et al. (2021) indicates that hybrid work environments are linked to enhanced levels of job satisfaction and productivity or lack of stress among employees. Selfemployment and workplace involvement: Current evidence also indicates that employees with flexible working hours have a better work-life balance, enhanced autonomy, and a higher level of workplace engagement (Kaushik & Guleria, 2020). This means that the hospitality industry does 8 not equitably share these work-related gains between corporate managers on the one hand and the frontline employees on the other, thus leading to the formation of a gap between the two. The hybrid or fully remote work options offered to corporate employees in administrative, accounting, marketing, and HR departments help them avoid the daily commute and manage time better while attaining a better work-life balance (Kim & Qu, 2023). Frontline employees and all other employees must be physically present despite the conditions. They also develop frustration and hostility coupled with decreased motivation because they think that corporate employees are treated better than them (Karlsson & Skålén, 2015). The long-term results in higher employee turnover rates and lower job commitment levels, creating low service quality and organizational performance. According to Jager (2025), employee wellness is strongly correlated with engagement favorability across different wellness levels. The data indicates that employees with higher levels of physical, financial, and emotional wellness show significantly better engagement compared to those with lower wellness levels. As wellness increases from very low to very high, engagement favorability rises consistently, particularly in emotional and financial wellness. Figure 1: Relationship between employee wellness and engagement 9 Source: https://www.selectsoftwarereviews.com/blog/employee-engagement-statistics (Jager, 2025) The catabolism of stress, burnout, and employee engagement stems from the mismatch between the demands of specific jobs and the resources an employee possesses, as posited in the JD-R model (Bakker & Demerouti, 2007). The frontline staff in the hospitality industry faces many job pressures, including high workloads, long working hours, customer emotional stress, and strict service delivery conditions. Frontline employees do not have adequate resources, including but not limited to flexible and autonomous work schedules, professional development, and remote work, to counterbalance their overloaded work demands sufficiently (Zhao et al., 2016). Hotel corporate employees get higher control over working hours and contractual flexibility, including hybrid work arrangements. They are provided with official development programs, which enhance their job satisfaction and work engagement (Kim & Qu, 2023). It is argued that frontline employees experience higher stress levels because job demands substantially exceed available resources and are accompanied by higher burnout symptoms, 10 absence, and employee turnover rates. Working under high pressure without proper support from the management leads other employees to check out mentally. It causes the company to suffer from poor customer service until they quit. Hotels should design workload management policies in collaboration with mental health options and explore different shifts for frontline employees and staff. Figure 2: Workload and Burnout Levels Among Employees in various industries including Hospitality Source: https://www.award.co/blog/employee-turnover-rates? (Work Life, 2025) Self-employed people sometimes work for long hours, adversely affecting their health, with burnout rates at frontline hotels being double those of corporate employees, as noted by Baum et al. (2021). This work environment imbalance contributes to worker alienation and an extremely high staff turnover rate. 11 Several research studies have shown that the workplace environment negatively impacts career advancement. This flexibility allows the corporate staff to have more opportunities for personal and professional development, in addition to networking and career progression (Tang & Wang, 2021). The organization administers remote Training and coaching in addition to virtual conferences, which empower marketing, finance, and administrative personnel to upskill and access opportunities for promotion. The fluidity of hybrid work enhances work-life balance, thereby enabling the incorporation of corporate employees in higher education courses, qualifications, or leadership development programs. This is mainly because frontline hotel staff, despite having significant professional development needs, must be onsite most of the time. Employees who work in housekeeping services and concierge and food services must be physically present in their workplaces, thus limiting their career mobility. Employees state that it is difficult for them to participate in both training and networking sessions since these are conducted during working hours. This has led to professional stagnation and job dissatisfaction due to the limited career advancement opportunities available to these workers in frontline jobs. This behavior results in high turnover rates whereby the staff cannot be promoted to higher positions and opt to seek other opportunities elsewhere (Ohunakin et al., 2018). Staff should consider instituting integrated Training within work areas, leadership development schemes, and web-based education systems within hotel institutions. Employers who develop clear career paths also retain personnel for a long time, producing higher employee motivation and commitment. 12 Hybrid Working in Hotels: Major Issues 1. Workplace Inequity and Resentment Blended work policies in the hospitality industry have led to a divided labor force. On the one hand, corporate employees are given remote working opportunities and flexible working hours. On self-organization, on the other hand, frontline workers, including housekeepers, receptionists, or restaurant workers, are required to be physically present. Such structures lead to perceptions of inequity, causing resentment, low morale, and diminished job satisfaction among the frontline staff (Kim & Qu, 2023). The rigidity of the frontline roles increases stress and reduces work-life balance as employees cannot alter their working hours, resulting in burnout and disengagement. Failure to address perceived injustice in work conditions brings productivity, low organizational commitment, and work inefficiency manifested through high absenteeism, turnover, and perceived injustice among organizational members, especially across the teams (Hasyim & Bakri, 2025). When hospitality workers find their working conditions inadequate when benchmarking themselves against their corporate counterparts or employees in other fields, many are bound to seek other job opportunities elsewhere, deepening staffing shortages in the sector. To tackle these issues, hospitality organizations must redesign human resource management models. Schedule flexibility or work-life balance, job content that provides meaningful engagement, and promotion opportunities can address workplace unfairness (Bansal et al., 2025). Increases in pay and the acknowledgment of distinct requirements of service positions can create a more egalitarian workplace, cut turnover, and improve employee loyalty. 13 2. High Burnout and Turnover Hotel employees at the frontline must carry out physically strenuous tasks and long working hours alongside intensive emotional work, leading to job stress and turnover, according to Baum et al. (2021). Hotel housekeepers, front desk clerks, and food services are expected to work physically throughout their shifts because that model has no flexibility compared to what corporate employees enjoy through work-from-home schedules. Employees in housekeeping and the food service industry experience stress due to an inflexible schedule. They find it hard to accommodate their time working, caring for their families, and undertaking other activities essential for their well-being. The demands placed on customers and their expected high expectations for clean rooms, fast work, and possibly physically taxing work lead housekeepers to burn out mentally quickly, which results in more absent days, decreased efficiency, and higher turnover rates. 3. Limited Career Development for Frontline Employees The hospitality industry struggles to tackle work models based on hybrid work because frontline workers receive limited opportunities for career mobility. Most leadership development, coupled with training programs and mentoring initiatives, is designed for company employees, not frontline staff (Kandampully et al., 2016). Since frontline roles require constant physical presence, employees struggle to participate in virtual Training, networking events, or leadership seminars, which are more accessible to corporate employees working remotely. It hampers their career progression, resulting in employee demotivation due to lack of fulfillment in their jobs, hence high attrition rates. The hotel industry's employment ladder is poorly developed, making frontline workers struggle to move to managerial or corporate positions (Wang & Wong, 2022). 14 Hotels should develop career-progressive policies with professional development training, online learning tools, networking, talent promotion, and quality promotion programs for frontline employees. Organizational staff development covering various workforce categories assists hotels in addressing staff turnover alongside increasing team dynamics to address workplace equity. Strategies to Mitigate Inequity in Hybrid Work 1. Flexible Scheduling for Frontline Employees Companies should decentralize operational flexibility because of flexibility gaps caused by hybrid work policies; hotels should adopt flexible working arrangements for their employees. Implementing compressed workweeks, for instance, the four ten-hour workdays benefit frontline employees through long breaks between shifts to balance work and personal life (Baum, 2021). For instance, rotations that occasionally permit administrative cross-training can expand skills and release monotony. Furthermore, emerging technologies allow only a few forms of hybrid work, even in operational positions. For instance, digital check-ins, virtual concierge services, and remote administrative reporting enable some service tasks to be delivered remotely, thus introducing flexibility to even frontline roles (Chung et al., 2022). Staffing these hybrid-compatible tasks can enhance participation and equity by assigning skilled human resources to such responsibilities. The physical dispersion of schedule control enables frontline employees to participate in shift scheduling planning, raises decentralization, and increases perceptions of procedural justice (Kim & Qu, 2023). These measures ultimately enhance job satisfaction and mitigate tension between the corporate and operating employees. 15 2. Performance-Based Incentives and Recognition To offset this rigidity, frontline roles of hospitality organizations should include specific incentive structures to reward performance. Rewarding incentives based on guest satisfaction, work output, or teamwork achievements can offset setbacks and boost Fairness and recognition for non-teleworking employees (Benkhali & Attia, 2023). Other extrinsic motivation practices include structured recognitions like monthly awards, public acknowledgment, or symbols, boosting morale (Karatepe & Olugbade, 2009). Offering paid vacation, organizational health benefits or professional development can assuage the dissatisfaction of non-remote employees. When properly deployed, such systems eliminate bias or irritation for colleagues who engage in hybrid working, leading to a more positive work culture. 3. Career Development and Digital Training Opportunities Proactively investing in career development for frontline employees benefits each party by reducing the equity disparity between them and their corporate counterparts (Bhaskaran et al., 2022). Online courses that provide knowledge and skills in hospitality management and customer service, foreign language training, or other relevant disciplines that can be accessed anytime and from any place enable employees to gain new knowledge while on the job (U.S. Bureau of Labor Statistics, 2022). These training-integrated systems also enhance employee capacity and address the creation of hybrid-compatible positions within operations. For instance, experienced workers can respond to guest inquiries, take bookings, or perform virtual concierge work from behind the scenes for a portion of their shifts (Xanthopoulou et al., 2009). 16 Training, promotion, staff mentoring, and leadership development programs also guarantee frontline staff equal opportunities for promotions. Implementing standard internal hiring criteria and promotion systems in support of minimal turnover rates is effective. 4. Increased Leadership Engagement and Transparent Communication To address the issue of hybrid work inequity, more leadership engagement and communication are necessary. However, senior leaders should conduct random workplace tours, engage in "walk-a-day" exercises, and follow up with frontline staff to comprehend their struggles (Chung et al., 2022). Listens: Offering feedback channels like anonymous polls, suggestion boxes, or recurring meetings lets employees. However, merely soliciting feedback is not enough; managers must act to foster trust and feelings of inclusion among their subordinates (Schaufeli et al., 2009). Such initiatives show that the organization is willing to treat everyone fairly regardless of their position within the company or whether they are employees or contractors. Hotels foster a culture that ensures all staff members are appreciated and encouraged. Conclusion In conclusion, although work shift flexibility has been noted to affect many workplaces favorably, the hospitality industry does not derive the same benefits from hybrid work systems. However, corporate hotel employees' flexible work and work-life balance are accompanied by staff subordination of human capital burnout, unsustainable working times, and low levels of purposeful work. This paper examines the various psychological outcomes of workplace inequity in light of Equity Theory and the JD-R Model. This means that policies like the adjustment of working hours for career progression and recognition of employee involvement at the corporate level should aim at minimizing differences between frontline and corporate hotel employees. 17 References Adams, J. S. (1963). Toward an understanding of inequity. Journal of Abnormal and Social Psychology, 67(5), 422–436. Bhaskaran, S., Davis, A., Desbrière, C., & Wasserteil, S. (2022). Bridging the advancement gap: What frontline employees want‐and what employers think they want. McKinsey & Company. Bakker, A. B., & Demerouti, E. (2007). The Job Demands-Resources model: State of the art. Journal of Managerial Psychology, 22(3), 309–328. Bansal, A., Mukherjee, S., & Prayag, G. (2025). From crisis to care: Redesigning work and jobs for employee well-being in hospitality and tourism. Tourism and Hospitality Research, 14673584251321038. Baum, T., Mooney, S., Robinson, R. N., & Solnet, D. (2021). COVID-19’s impact on tourism and hospitality workers. International Journal of Contemporary Hospitality Management, 33(4), 1280–1303. Bloom, N., Han, R., & Liang, J. (2021). How hybrid working from home works out—National Bureau of Economic Research. Chen, Y., & Ross, J. (2021). The role of technology in hybrid work models: A hospitality industry perspective. Tourism and Hospitality Research, 21(4), 512–529. Choi, M., & Choi, Y. (2021). Employee perceptions of hotel CSR activities during the COVID-19 pandemic. International Journal of Contemporary Hospitality Management, 33(10), 33553378. Dizaho, E. K., Salleh, R., & Abdullah, A. (2017). Achieveing Work Life Balance Through Flexible Work Schedules and Arrangements. Global Business & Management Research, 9. 18 Gajendran, R. S., & Harrison, D. A. (2007). The good, the bad, and the unknown about telecommuting: Meta-analysis of psychological mediators and individual consequences. Journal of Applied Psychology, 92(6), 1524–1541. Giousmpasoglou, C. (2024). Working Conditions in the Hospitality Industry: The Case for a Fair and Decent Work Agenda. Sustainability, 16(19), 8428. Hasyim, H., & Bakri, M. (2025). Work-Life Imbalance: Its Impact on Employee Motivation and Well-Being. Economics and Digital Business Review, 6(1). Jager, F. (2025, April 26). 80+ employee engagement statistics HR should know in 2025. SelectSoftware Reviews - Reviews of The Best HR and Recruiting Software. https://www.selectsoftwarereviews.com/blog/employee-engagement-statistics Kandampully, J., Bilgihan, A., & Zhang, T. C. (2016). Developing a people-technology hybrids model to unleash innovation and creativity: The new hospitality frontier. Journal of Hospitality and Tourism Management, 29, 154-164. Karlsson, J., & Skålén, P. (2015). Exploring front-line employee contributions to service innovation. European Journal of Marketing, 49(9/10), 1346-1365. Kaushik, M., & Guleria, N. (2020). The impact of work from home on work-life balance. International Journal of Engineering Research & Technology, 9(6), 866–872. Kim, J., & Qu, H. (2023). The impact of hybrid work models on employee well-being in the hospitality sector. Journal of Hospitality and Tourism Research, 47(2), 198–219. Lee, S., & Madera, J. M. (2019). Diversity and inclusion in the hospitality industry: The impact of workplace policies on employee attitudes. Journal of Hospitality & Tourism Management, 41, 19–29. 19 Ohunakin, F., Adeniji, A., & Oludayo, O. (2018). Perception of frontline employees towards career growth opportunities: Implications on turnover intention. Business: Theory and Practice, 19, 278-287. Tang, Y., & Wang, J. (2021). Hybrid work arrangements and career development: The role of remote work in professional growth. Human Resource Management Journal, 31(3), 456– 472. U.S. Bureau of Labor Statistics. (2022). Job openings and labor turnover survey. Wang, M., & Wong, Y. (2022). Employee resilience and adaptation to hybrid work environments. Journal of Organizational Behavior, 43(7), 1253–1272. Wen, B., Zhou, X., Hu, Y., & Zhang, X. (2020). Role stress and turnover intention of front-line hotel employees: the roles of burnout and service climate. Frontiers in psychology, 11, 36. Wong, C. A., & Laschinger, H. K. S. (2015). The influence of frontline manager job strain on burnout, commitment and turnover intention: A cross-sectional study. International journal of nursing studies, 52(12), 1824-1833. Work Life. (2025, April 7). Industry employee turnover rates: Where they stand and what you can do. Global Recognition & Rewards Platform | Awardco. https://www.award.co/blog/employee-turnover-rates? Xiang, K., Gao, F., Qiao, G., & Chen, Q. (2022). Hotel employees’ occupational stigma narratives: perceived attributes, formation paths and destigmatization mechanisms. International Journal of Contemporary Hospitality Management, 34(12), 4389-4414. Zhang, A., Boltz, A., Wang, C. W., & Lee, M. K. (2022, April). Algorithmic management reimagined for workers and by workers: Centering worker well-being in gig work. 20 In Proceedings of the 2022 CHI conference on human factors in computing systems (pp. 120). Zhao, X. R., Ghiselli, R., Law, R., & Ma, J. (2016). Motivating frontline employees: Role of job characteristics in work and life satisfaction. Journal of Hospitality and Tourism Management, 27, 27-38. 
Purchase answer to see full attachment