Article Written by: Hassan Saeed (Resort Manager @ Dhigali Maldives)
As a hotelier, I have witnessed firsthand the increasing challenge of customer incivility and its profound impact on the mental well-being of our teams. Recent statistics paint a concerning picture: according to industry research, 76% of frontline workers experienced customer incivility on a monthly basis in 2022, a significant increase from 62% in 2016. These numbers, reported in service industry studies, reflect a troubling trend that we cannot ignore. A few weeks ago, I updated my LinkedIn status with similar thoughts, and someone commented that there is no evidence for this. What I talk about is my own experience and my experience may very well be anecdotal, but there is enough evidence for this within contemporary literature and reporting. I have included a sample of that at the end of this article.
The unique setting of Maldivian resorts presents both opportunities and challenges in addressing this issue. Our properties are renowned for their exceptional service and luxurious offerings, with teams dedicated to exceeding guest expectations. However, this commitment to service excellence sometimes creates an environment where our employees feel pressured to tolerate rudeness and irrational behavior from guests. The isolated nature of island resorts can amplify these challenges, as our teams often live and work in the same environment, making it difficult to maintain healthy work-life boundaries.
What is the psychosocial impact of incivility at the hospitality workplace? Let’s break it down.
The term “psychosocial” combines two key elements: psychological (mental and emotional processes) and social (relationships, community, and cultural context). When we talk about psychosocial impact, we are examining how these elements interact and influence each other.
In the workplace context, psychosocial impacts manifest through various channels. For instance, when a hotel worker experiences rudeness from a guest (social factor), this might trigger anxiety or stress (psychological factor), which in turn could affect how they interact with other guests or colleagues (social factor again). This creates a continuous feedback loop between the psychological and social dimensions.
Research shows that psychosocial impacts can materialize in several ways. They might appear as changes in behavior (withdrawal from social interactions), emotional responses (increased irritability), cognitive effects (difficulty concentrating), or physical symptoms (headaches, sleep disturbances). These effects don’t occur in isolation but are deeply interconnected with the person’s social environment, support systems, and cultural context.
Consider a specific example in the hospitality industry: A resort staff member who experiences repeated incivility might develop low self-esteem (psychological impact), which could lead to reduced social interaction with colleagues (social impact), potentially resulting in decreased team cohesion (organizational impact), which might further affect their mental well-being. This demonstrates how psychosocial impacts create ripple effects throughout both individual and organizational systems.
Understanding psychosocial impact is crucial for workplace management because it acknowledges that human well-being is not just about individual psychology or social environment alone, but rather about how these factors constantly interact and influence each other in complex ways. This understanding helps in developing more comprehensive and effective interventions that address both the psychological needs of employees and the social dynamics of the workplace.
In my years of experience managing resort operations, I have observed how cultural differences can significantly influence perceptions of incivility. Our diverse workforce, serving an international clientele, must navigate complex cultural nuances daily. What might be considered acceptable behavior in one culture could be deeply disrespectful in another. This cultural dynamic adds another layer of complexity to managing service interactions and supporting the mental health of the service teams.
The impact of chronic exposure to incivility on the well-being of our teams cannot be understated. Research has linked workplace incivility to various negative mental health outcomes, including stress, anxiety, depression, and burnout. These effects manifest in both physical and psychological symptoms, from headaches and high blood pressure to cognitive dissonance and excessive worry. As a manager, I have seen how these issues can lead to decreased job performance, increased turnover rates, and a general decline in service quality if left unaddressed.
In response to these challenges, some resorts have implemented comprehensive wellness programs. The approach that many resorts adopt includes providing teams with training in conflict resolution, cultural sensitivity, and stress management techniques. Where I work, we constantly remind the team that they are empowered to deal with incivility, but this is always easier said than done especially when teams are trained to become polite and nice.
Many other factors contribute to stress and a poor sense of psychological safety. Understanding these stressors has helped many to develop more targeted support systems for our teams. Where I work, we have in the past partnered with mental health professionals providing training to team leaders and introduced regular wellness activities that help our team members build resilience and maintain their mental well-being.
As we look to the future, it’s clear that addressing workplace incivility requires a sustained, multi-faceted approach. By fostering a culture of respect, providing comprehensive support systems, and maintaining open dialogue with our teams, we can create a more positive work environment that benefits both our employees and our guests. The challenge of customer incivility may be growing, but so too is our commitment to protecting and supporting the dedicated professionals who make the hospitality industry truly exceptional.
About the author
I am a Resort Manager at Dhigali Maldives, a luxury resort in the Raa Atoll, where I oversee the daily operations and ensure the highest standards of service and guest satisfaction. I have over 28 years of experience in the Maldives tourism industry, and I hold an MBA from OUM Malaysia and a BA in Hospitality and Tourism Management from University College Birmingham.
Leave a Reply