From crisis to care: Redesigning work and jobs for employee well-being in hospitality and tourism

Abstract

Embedded in Job Characteristics Theory, this study explores the impact of crisis-specific HR practices, particularly job and work redesign, on employee well-being and retention in the Hospitality and Tourism (H&T) sector. Through qualitative interviews with 31 HR managers from hotels, restaurants, travel agencies, and other service organizations, the study reveals key HR practices that led to positive outcomes for both employees and organizations during crises. The findings emphasize the critical distinction between job redesign and work redesign interventions. Organizations that implemented a strategic blend of top-down job redesign and bottom-up work redesign—actively involving both management and employees—achieved better results in fostering employee well-being and retention. This research extends Job Characteristics Theory by highlighting the importance of tailoring HR practices to the unique challenges faced by the H&T sector during crises. Moreover, it underscores the value of aligning job and work design strategies to create holistic solutions that address both structural and individual needs. The study offers actionable insights for H&T practitioners, such as adopting flexible work arrangements, providing skill development opportunities, and leveraging virtual or gamified work engagement techniques. These approaches ensure long-term benefits for employees and organizations by promoting adaptability, engagement, and resilience during challenging times.