A Hidden Threat to Employee Mental Health

Emotional labor, required in customer-facing roles such as hotel employees, can significantly impact mental health over time, leading to anxiety, depression, and emotional exhaustion.

Hospitality employees, particularly those in luxury hotels and spas, have always been expected to deliver excellent, personalized, and remarkable service to guests. This service often involves emotional labor, defined as managing personal emotions to meet workplace expectations. However, a study published in Tourism Management suggests this emotional labor might have hidden costs, potentially leading to anxiety, depression, and emotional exhaustion among employees.

The study monitored 534 hotel interns, observing their mental health changes over eight months. It was uncovered that within the first three months of employment, occurrences of anxiety and depression increased. “Surface acting,” or the act of suppressing or faking emotions, was identified as a significant contributor to these negative mental health outcomes. This type of emotional labor led to higher levels of anxiety and depression, possibly due to the continuous effort and internal conflict required to suppress genuine emotions.

“Deep acting,” on the other hand, where employees attempt to feel the emotions they are expected to display genuinely, had a more nuanced impact. It initially reduced anxiety and depression but eventually led to emotional exhaustion, causing long-term increases in anxiety and depression. The study’s authors suggested that emotional exhaustion, resulting from the sustained effort to modify emotions, was a significant factor in the adverse effects of deep acting.

These findings highlight the importance of hotel management taking employee mental health seriously. Emotional labor is crucial to customer-facing roles, but its negative effects can be mitigated with considerate workplace policies and support systems.

Managers should ensure reasonable workloads and provide adequate time for breaks to reduce overall strain. Implementing open-door policies encourages open communication, allowing management to be informed of issues before they become severe. Regular manager-employee check-ins can identify early signs of emotional exhaustion, enabling preemptive intervention.

Providing access to mental health resources, such as counseling services or employee assistance programs, can help staff manage stress before it escalates to burnout. Comprehensive training and onboarding programs can alleviate confusion and overwhelm, potentially reducing stress. These programs can also teach stress management skills and help employees develop emotional resilience.

The hospitality industry relies heavily on positive guest experiences, which depend on a well-supported and engaged workforce. It is crucial to recognize that employees in guest-facing roles may require different forms of support than other departments. By setting realistic job expectations and creating an environment where employees feel comfortable discussing mental health challenges, hotel management can significantly mitigate the hidden costs of emotional labor.

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