Navigating Amid Uncertainty: Insights into Restaurant Managers' Job Satisfaction and Experiences during COVID-19
DOI:
https://doi.org/10.48017/dj.v10iSpecial_3.3599Keywords:
Employee well-being, Workplace Challenges, Crisis Management, COVID-19 PandemicAbstract
There have been many challenges during the COVID-19 pandemic, most especially to the tourism and hospitality industries. The predicament of displaced workers has been witnessed on a global scale. Dine-in services have been substituted by digital orders through food delivery apps; this has accelerated the changes in consumer behavior that have resulted in workforce reductions; the results may have significant ramifications of the job satisfaction and experiences of restaurant managers. This study utilizes asequential mixed-method approach that looks into the job satisfaction and experiences of restaurant managers during the first wave and lockdown (Early to mid-2020) to vaccine development and rollout (late 2020 –2021) stages of the COVID-19 pandemic. It was revealed that restaurant managers were moderately satisfied with their jobs during the stages and that the qualitative components revealed the following themes: (1) Overworked, (2) Unappealing working conditions, (3) Inclined toward depressive feelings,and (4) Lucky to have a job. Further studies may be considered using different parameters that can be applied to gain insight into the various challenges that restaurant managers face in today’s evolving market and to prepare businesses during a crisis like the COVID-19 pandemic. This research could provide valuable insights for developing intervention strategies for both businesses and local governments that may improve employee well-being even during times of calamity.R E S U M OHouve muitos desafios durante a pandemia da COVID-19, principalmente para os setores de turismo e hospitalidade. A situação difícil dos trabalhadores deslocados foi testemunhada em escala global. Os serviços de jantar foram substituídos por pedidos digitais por meio de aplicativos de entrega de comida; isso acelerou as mudanças no comportamento do consumidor que resultaram em reduções na força de trabalho; os resultados podem ter ramificações significativas na satisfação no trabalho e nas experiências dos gerentes de restaurantes. Este estudo usa uma abordagem sequencial de método misto que analisa a satisfação no trabalho e as experiências dos gerentes de restaurantes durante a primeira onda e o bloqueio (início a meados de 2020) até os estágios de desenvolvimento e implementação da vacina (final de 2020-2021) da pandemia da COVID-19. Foi revelado que os gerentes de restaurantes estavam moderadamente satisfeitos com seus empregos durante os estágios e que os componentes qualitativos revelaram os seguintes temas: (1) Sobrecarga de trabalho, (2) Condições de trabalho desagradáveis, (3) Inclinação a sentimentos depressivos e (4) Sorte de ter um emprego. Estudos futuros podem ser considerados, utilizando diferentes parâmetros que possam ser aplicados para obter insights sobre os diversos desafios que os gestores de restaurantes enfrentam no mercado em constante evolução atual e para preparar as empresas durante uma crise como a pandemia de COVID-19. Esta pesquisa pode fornecer insights valiosos para o desenvolvimento de estratégias de intervenção, tanto para empresas quanto para governos locais, que possam melhorar o bem-estar dos funcionários, mesmo em tempos de calamidade.Metrics
References
Alonso, A. D., Kok, S. K., Bressan, A., O’Shea, M., Sakellarios, N., Koresis, A., Solis, M. a. B., & Santoni, L. J. (2020). COVID-19, aftermath, impacts, and hospitality firms: An international perspective. International Journal of Hospitality Management, 91, 102654. https://doi.org/10.1016/j.ijhm.2020.102654
Anga, M. C., & Diaz, L. B. (n.d.). Research, Extension & Training | Bulacan State University. Bulacan State University. Retrieved January 15, 2024, from https://bulsu.edu.ph/research/university-research-office/research-publications/2/perception-resiliency-and-coping-strategies-of-filipinos-amidst-disasters
Ardi, Z., Mharchelya, M., & Ifdil, I. (2021). The employee’s job satisfaction during pandemic covid-19 and the counselor’s role. Journal of Counseling and Educational Technology, 4(1), 51. https://doi.org/10.32698/01251
Bufquin, D., Park, J., Back, R. M., De Souza Meira, J. V., & Hight, S. K. (2021). Employee work status, mental health, substance use, and career turnover intentions: An examination of restaurant employees during COVID-19. International Journal of Hospitality Management, 93, 102764. https://doi.org/10.1016/j.ijhm.2020.102764
Chen, C., & Chen, M. (2021). Hospitality Industry Employees’ Intention to Stay in Their Job after the COVID-19 Pandemic. Administrative Sciences, 11(4), 144. https://doi.org/10.3390/admsci11040144
Cheng, S., & Kao, Y. (2022). The impact of the COVID-19 pandemic on job satisfaction: A mediated moderation model using job stress and organizational resilience in the hotel industry of Taiwan. Heliyon, 8(3), e09134. https://doi.org/10.1016/j.heliyon.2022.e09134
Feltmann, K., Gustafsson, N., Elgán, T. H., Gripenberg, J., & Kvillemo, P. (2023). Effects of the COVID-19 pandemic on mental health, working, and life situation of employees in the Swedish hospitality industry. Frontiers in Public Health, 11. https://doi.org/10.3389/fpubh.2023.1178847
Gomes, C., Malheiros, C., Campos, F., & Santos, L. L. (2022). COVID-19’s impact on the restaurant industry. Sustainability, 14(18), 11544. https://doi.org/10.3390/su141811544
Islam, M., & Al-Shams, T. M. (2021). The impact of COVID – 19 on employee’s job security and job satisfaction of Bangladesh. ABC Research Alert, 9(3), 109–126. https://doi.org/10.18034/abcra.v9i3.584
Jung, H. S., Jung, Y. S., & Yoon, H. H. (2021). COVID-19: The effects of job insecurity on the job engagement and turnover intent of deluxe hotel employees and the moderating role of generational characteristics. International Journal of Hospitality Management, 92, 102703. https://doi.org/10.1016/j.ijhm.2020.102703
Karatepe, O. M., Saydam, M. B., & Okumuş, F. (2021). COVID-19, mental health problems, and their detrimental effects on hotel employees’ propensity to be late for work, absenteeism, and life satisfaction. Current Issues in Tourism, 24(7), 934–951. https://doi.org/10.1080/13683500.2021.1884665
Khan, K. I., Niazi, A., Nasir, A., Hussain, M., & Khan, M. I. (2021). The effect of COVID-19 on the hospitality industry: The implication for open innovation. Journal of Open Innovation: Technology, Market, and Complexity, 7(1), 30. https://doi.org/10.3390/joitmc7010030
Lam, R., Cheung, C., & Lugosi, P. (2022). The impacts of cultural intelligence and emotional labor on the job satisfaction of luxury hotel employees. International Journal of Hospitality Management, 100, 103084. https://doi.org/10.1016/j.ijhm.2021.103084
MacEwan, B. O. C. S. A. (2023, February 27). How COVID-19 affects the mental health of restaurant Employees (Full Chapter).Pressbooks. https://openbooks.macewan.ca/researchincommunication/chapter/how-covid-19-affects-the-mental-health-of-restaurant-employees/
Mahmoud, A. B., Reisel, W. D., Hack‐Polay, D., & Fuxman, L. (2021). No one is safe! But who’s more susceptible? Locus of control moderates pandemic perceptions’ effects on job insecurity and psychosocial factors amongst MENA hospitality frontliners: a PLS-SEM approach. BMC Public Health, 21(1). https://doi.org/10.1186/s12889-021-12071-2
Park, J., Hight, S. K., Bufquin, D., De Souza Meira, J. V., & Back, R. M. (2021). An examination of restaurant employees’ work-life outlook: The influence of support systems during COVID-19. International Journal of Hospitality Management, 97, 102992. https://doi.org/10.1016/j.ijhm.2021.102992
Puspitawati, N. M. D., & Atmaja, N. P. C. D. (2021). How job stress affect job satisfaction and employee performance in Four-Star Hotels. International Journal of Applied Business and International Management, 6(2), 25–32. https://doi.org/10.32535/ijabim.v6i2.1168
Stamolampros, P., & Dousios, D. (2023). Employee satisfaction during the pandemic in the tourism and hospitality industries. Current Issues in Tourism, 1 15. https://doi.org/10.1080/13683500.2023.2268798
Vo‐Thanh, T., Vu, T., Nguyen, N. P., Van Nguyen, D., Zaman, M., & Chi, H. (2020). How does hotel employees’ satisfaction with the organization’s COVID-19 responses affect job insecurity and job performance? Journal of Sustainable Tourism, 29(6), 907–925. https://doi.org/10.1080/09669582.2020.1850750
Yan, J., Kim, S., Zhang, S. X., Foo, M., Álvarez-Risco, A., Del-Aguila-Arcentales, S., & Yáñez, J. A. (2021). Hospitality workers’ COVID-19 risk perception and depression: A contingent model based on transactional theory of stress model. International Journal of Hospitality Management, 95, 102935. https://doi.org/10.1016/j.ijhm.2021.10293
Zanabazar, A., Jigjiddor, S., & Jambal, T. (2022). The Impact of Work-related Stress on Job Satisfaction and Organizational Trust during COVID-19 Pandemic. SHS Web of Conferences, 135, 01019. https://doi.org/10.1051/shsconf/202213501019
Downloads
Published
How to Cite
Issue
Section
License
Copyright (c) 2025 Leigh Anne M. Fernandez, Mariae Khrisna B. Arreza

This work is licensed under a Creative Commons Attribution 4.0 International License.
The Diversitas Journal expresses that the articles are the sole responsibility of the Authors, who are familiar with Brazilian and international legislation.
Articles are peer-reviewed and care should be taken to warn of the possible incidence of plagiarism. However, plagiarism is an indisputable action by the authors.
The violation of copyright is a crime, provided for in article 184 of the Brazilian Penal Code: “Art. 184 Violating copyright and related rights: Penalty - detention, from 3 (three) months to 1 (one) year, or fine. § 1 If the violation consists of total or partial reproduction, for the purpose of direct or indirect profit, by any means or process, of intellectual work, interpretation, performance or phonogram, without the express authorization of the author, the performer, the producer , as the case may be, or whoever represents them: Penalty - imprisonment, from 2 (two) to 4 (four) years, and a fine. ”











