Date of Conferral
2022
Degree
Doctor of Business Administration (D.B.A.)
School
Business Administration
Advisor
Christopher Beehner
Abstract
Employee turnover results in adverse business outcomes. Hospitality industry leaders who do not encourage an organizational culture supportive of work-life balance risk reduced profitability resulting from employee turnover. Grounded in path-goal theory, the purpose of this qualitative single case study was to explore strategies hospitality industry leaders use to create and sustain organizational cultures supportive of employee work-life balance. The participants were eight upper-level leaders of one lodging chain in Orlando, Florida, who successfully implemented strategies to create and sustain work-life balance for their employees. Data were collected from semistructured interviews and a review of organization personnel handbooks and training material. Through thematic analysis, six themes were identified: (a) knowing employees’ personal drivers, (b) clearly and consistently communicating corporate culture, (c) encouraging and enabling employees to use accrued personal time, (d) conducting an annual engagement survey, (e) setting clear expectations, and (f) overcoming barriers caused by the nature of the business. A key recommendation is for business leaders to invest in continuous improvement training for management to ensure that the desired culture is consistently communicated and fostered. The implications for positive social change include the potential to reduce stress levels associated with work-life balance improving overall health, which may result in reduced healthcare costs for employees and the community.
Recommended Citation
Balbickram, Elizabeth, "Strategies to Create and Sustain Work-Life Balance in the Hospitality Industry" (2022). Walden Dissertations and Doctoral Studies. 13187.
https://scholarworks.waldenu.edu/dissertations/13187
