Organizational identity change: impacts on hotel leadership and employee wellbeing

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.