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Impact of Remote Work on Hospitality Employee Engagement By Native Assignment Help!
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The study is made to discuss the COVID-19 pandemic which has resulted in a significant shift towards remote work, which has brought numerous changes to the traditional workplace. The hospitality industry has been particularly impacted by the pandemic, with many employees being forced to work remotely (Aboobaker, 2022). While distant employment offers some benefits, such as suppleness and cost investments, it also poses several challenges, such as decreased social interaction, difficulty in maintaining work-life balance, and increased feelings of isolation. This research proposal aims to examine the impact of remote work on worker appointment and well-being in the hospitality industry (Yang, et. al. 2022). Remote work has gained immense popularity since the onset of the COVID-19 pandemic. The study is made to highlight how hospitality industry embraced this new way of working, but its impact on employee engagement and well-being remains unclear. This literature review aims to investigate the impact of distant work on employee commitment and well-being in the hospitality industry.
The research objectives for a study on the effect of remote work on employee engagement and well-being in the hospitality industry could include:
Employee engagement refers to the level of commitment and motivation an employee has towards their work and organization. It is an important factor in predicting employee performance, retention, and job satisfaction. Employee well-being refers to the physical, mental, and emotional health of employees.
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The hospitality industry, which includes businesses such as hotels, restaurants, and event planning, has been greatly affected by the COVID-19 pandemic (Pass and Ridgway, 2022). Many businesses in this industry have had to become accustomed to remote work and novel ways of serving customers. Therefore, understanding the impact of remote work on worker engagement and well-being in the hospitality business is important for the future of this industry.
The study would examine factor such as work-life stability, job satisfaction, and employee motivation (Guzzo, et. al. 2022). It could also explore the challenges and benefits of remote work in this industry and identify strategies for improving employee engagement and well-being in remote work settings.
Remote work can have a considerable impact on employee commitment in the hospitality industry. Some of the ways in which remote work can impact employee engagement include employees to have more control over their work schedules, which can lead to increased engagement. When employees have more control over their work schedules, they can better balance their personal and professional lives, leading to improved job satisfaction and engagement. Remote work eliminates the need for employees to commute to work, which can guide to reduced stress and enhanced well-being. Employees who are less stressed are more likely to be engaged and productive at work (Straus, et. al. 2022). Remote work requires effective communication between managers and employees, which can lead to improved engagement. Managers need to communicate effectively with their remote teams to ensure that they are engaged and motivated.
However, remote work can also have some negative impacts on employee engagement, such as it can lead to social isolation, which can negatively impact employee engagement. Employees may feel disconnected from their team members and may not have the opportunity to collaborate and share ideas. Remote work can lead to a lack of support from managers and colleagues, which can negatively impact employee engagement (Gillet, et. al. 2021). Employees may feel that they are not receiving the support they need to be successful in their roles. Overall, the impact of remote work on employee engagement in the hospitality industry is complex and depends on several factors, including the nature of the job, the individual employee's preferences, and the company's culture and policies. Employers need to recognize the potential benefits and drawbacks of remote work and take steps to ensure that their remote workforce is engaged and connected.
Some of the ways in which remote work can impact employee well-being by improving work-life equilibrium by allowing workers to better balance their personal and professional responsibilities. This can lead to condensed stress and improved comfort. Remote work eliminates the need for employees to commute to work, which can lead to reduced constant worry and enhanced well-being. Employees who are less stressed are more likely to have better mental health and well-being (Adisa, et. al. 2021). Remote work allows employees to work from the comfort of their own homes, which can lead to improved well-being. Employees may feel more in control of their work environment, leading to reduced stress and increased satisfaction.
However, remote work can also have some negative impacts on employee well-being, such as it can lead to social isolation, which can negatively impact employee well-being. Employees who work remotely may experience detached from their colleagues and company culture, leading to approach of being alone and isolation. Remote work can blur the limitations flank by work and personal life, which can negatively impact employee well-being. Employees may feel like they are always "on" and may have difficulty disconnecting from work, leading to burnout and reduced well-being (Saleem, et. al. 2021). Remote work requires employees to use technology to stay connected and productive, which can lead to technology-related stress. Employees may feel overwhelmed by the constant use of technology and may experience physical symptoms such as headaches and eye strain. Overall, the impact of remote work on worker well-being in the hospitality industry is complex and depends on several factors, including the individual employee's preferences, the company's culture and policies, and the nature of the job. Employers need to recognize the potential benefits and drawbacks of remote work and take steps to ensure that their remote workforce is supported and healthy. This can include providing resources to support mental health, setting clear boundaries between work and personal life, and encouraging regular breaks and exercise.
Different types of remote work arrangements can have different impacts on employee engagement and well-being in the hospitality industry.
This type of arrangement involves a mix of remote and in-person work. This can allow employees to have the best of both worlds, such as the ability to work from home part-time and come into the office for meetings or team-building activities (Srivastava and Singh, 2020). Additionally, hybrid remote work can reduce the feelings of social isolation that can come with fully remote work.
This type of arrangement involves working from home or a remote location full-time. This can have both negative and positive impacts on employee engagement and well-being. On the positive side, fully remote work can allow workforce to have more power over their work environment and work-life balance, which can lead to improved well-being (Asghar, et. al. 2021). However, fully remote work can also lead to approach of isolation and detachment from the corporation culture and team.
This type of arrangement allows employees to have more control over their work schedules, such as working earlier or later in the day or taking longer breaks. This can lead to improved engagement as employees are able to work in a way that suits their personal preferences and work styles. However, flexible schedules can also lead to difficulty in setting boundaries between work and personal life, which can negatively impact well-being.
This study will use a mixed-methods approach; comprises both quantitative and qualitative data collection and analysis. Data will be collected through online surveys and semi-structured interviews with hospitality industry employees who have been working remotely. The survey will include questions on employee engagement and well-being, job satisfaction, and remote work arrangements. The interview will permit for more in-depth examination of the impact of remote work on worker engagement and well-being. The data will be analyzed using both descriptive statistics and thematic analysis (Tuzovic and Kabadayi, 2021). A comprehensive literature look for was conducted using online databases such as PubMed, Google Scholar, and ScienceDirect. The search conditions used were "remote work," "employee engagement," "well-being," and "hospitality industry." Relevant articles published between 2016 and 2022 were selected for inclusion in this review.
In this research report the Case studies have been used to examine the impact of remote work on employee engagement and comfort in specific hospitality manufacturing companies (Juchnowicz and Kinowska, 2021). This approach involves collecting data through a variety of methods, such as surveys, interviews, and observations, to develop a detailed understanding of the company's remote work policies and practices and how they impact employee engagement and well-being. Quantitative analysis used to analyze large datasets, such as employee engagement and well-being surveys. This approach involves using statistical methods to identify patterns and trends in the data.
Surveys are not used in this research report to collect data as it is time consuming influencing worker engagement and comfort in the hospitality industry. Interviews are also not used in the research as survey can be conducted with both remote and in-person employees to gain insight into their experiences and perspectives on remote work.
The study is expected to provide insights into the contact of remote work on employee engagement and well-being in the hospitality business. The findings will be useful for hospitality industry managers and policymakers in developing strategies to address the challenges posed by remote work and to support employee well-being and engagement. Additionally, the study will contribute to the broader research on remote work and its impact on employees. Remote work has been found to have a important impact on worker obligation and well-being in the hospitality industry (Aboobaker, 2022). One of the main benefits of remote work is increased flexibility, which has been exposed to lead to superior levels of employee engagement. Remote work also reduces the commute time and allows employees to have more control over their work schedules, which has been linked to increased job satisfaction and better mental health. However, remote work can also lead to social segregation and reduced communication, which can negatively impact employee engagement and well-being.
Conclusion and recommendations
Remote work has the potential to positively impact employee commitment and well-being in the hospitality industry. Employers need to take steps to ensure that their remote workforce is engaged and connected, such as by setting up virtual team-building activities, regular check-ins with employees, and providing resources to support mental health. Employers should also recognize that remote work may not be suitable for all employees and consider offering a hybrid model that allows for some in-person work. Further research is needed to fully recognize the impact of distant work on employee engagement and well-being in the hospitality industry. The impact of different types of remote work arrangements on employee engagement and well-being in the hospitality business depends on several factors, including the individual employee's preferences, the nature of the job, and the company's culture and policies. Employers need to consider these factors when designing remote work policies and arrangements to ensure that their employees are engaged and healthy.
References
Aboobaker, N., 2022. Workplace spirituality and employee wellbeing in the hospitality sector: Examining the influence of fear of COVID-19. Psychological Studies, 67(3), pp.362-371.
Aboobaker, N., 2022. Workplace spirituality and employee wellbeing in the hospitality sector: Examining the influence of fear of COVID-19. Psychological Studies, 67(3), pp.362-371.
Adisa, T.A., Ogbonnaya, C. and Adekoya, O.D., 2021. Remote working and employee engagement: a qualitative study of British workers during the pandemic. Information Technology & People, (ahead-of-print).
Adisa, T.A., Ogbonnaya, C. and Adekoya, O.D., 2021. Remote working and employee engagement: a qualitative study of British workers during the pandemic. Information Technology & People, (ahead-of-print).
Asghar, M., Tayyab, M., Gull, N., Zhijie, S., Shi, R. and Tao, X., 2021. Polychronicity, work engagement, and turnover intention: The moderating role of perceived organizational support in the hotel industry. Journal of Hospitality and Tourism Management, 49, pp.129-139.
Gillet, N., Huyghebaert-Zouaghi, T., Austin, S., Fernet, C. and Morin, A.J., 2021. Remote working: a double-edged sword for workers' personal and professional well-being. Journal of Management & Organization, 27(6), pp.1060-1082.
Guzzo, R.F., Abbott, J. and Lee, M., 2022. How CSR and well-being affect work-related outcomes: a hospitality industry perspective. International Journal of Contemporary Hospitality Management.
Juchnowicz, M. and Kinowska, H., 2021. Employee well-being and digital work during the COVID-19 pandemic. Information, 12(8), p.293.
Pass, S. and Ridgway, M., 2022. An informed discussion on the impact of COVID-19 and ‘enforced’remote working on employee engagement. Human Resource Development International, 25(2), pp.254-270.
Rubeena, S. and Naz, R., 2021. Impact of COVID-19 on employee engagement in 2020. Journal Of Management Research and Analysis, 7(4), pp.137-141.
Saleem, S., Rasheed, M.I., Malik, M. and Okumus, F., 2021. Employee-fit and turnover intentions: The role of job engagement and psychological contract violation in the hospitality industry. Journal of Hospitality and Tourism Management, 49, pp.385-395.
Srivastava, S. and Singh, S., 2020. Linking personal growth initiative and organizational identification to employee engagement: Testing the mediating-moderating effects in Indian hotel industry. Journal of Hospitality and Tourism Management, 45, pp.79-89.
Straus, E., Uhlig, L., Kühnel, J. and Korunka, C., 2022. Remote workers’ well-being, perceived productivity, and engagement: which resources should HRM improve during COVID-19? A longitudinal diary study. The International Journal of Human Resource Management, pp.1-31.
Tuzovic, S. and Kabadayi, S., 2021. The influence of social distancing on employee well-being: a conceptual framework and research agenda. Journal of Service Management, 32(2), pp.145-160.
Yang, L., Murad, M., Mirza, F., Chaudhary, N.I. and Saeed, M., 2022. Shadow of cyber ostracism over remote environment: Implication on remote work challenges, virtual work environment and employee mental well-being during a Covid-19 pandemic. Acta Psychologica, 225, p.103552.
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