Wellbeing: Migrant workers within the hotel industry and some simple suggestions to help their wellbeing

In Aotearoa, within the hospitality industry, the high level of employee turnover is a challenge. Turnover currently sits at 46 per cent (compared with the national average turnover rate of 18.8 per cent) with even higher turnover in unskilled and semi-skilled workers.1 On top of this, migrant workers are an essential resource for the hospitality industry in New Zealand because they can fill the vacancies.2 Fatima Junaid and James Yu from Massey University shed light on the ongoing relationship between migrant workers and the hospitality sector.

The relationship between migrant workers and the hospitality sector exists because a mobile international workforce offers a solution to labour shortages where the industry is unable to source sufficient labour internally. Put simply: migrant workers represent a cheaper option. Many migrant workers in the hospitality industry are considered vulnerable due to their having less awareness of their rights, limited English language skills, and lack of independent financial means of support.3 Migrants, particularly in the hospitality industry, are more likely to complain about miserable conditions than those working in other sectors.4

In our research, we focused on asking migrant workers what can make working in the hospitality sector and their wellbeing better. We already know of several concerns regarding migrants working in the hospitality sector5 such as being paid at the minimum wage (even if they are highly skilled) and longer work hours (most of which are outside regular business hours). Working conditions in hotels are often challenging due to the strenuous nature of the work. Promotion and career progression opportunities for migrant workers are frequently limited and inaccessible. There is gender, ethnic and nationality-based discrimination and a lack of work–life balance.

We conducted interviews with migrant workers working in the hotel industry for over one year. The participants had been working in housekeeping, front office, food and beverage, kitchen and conference. The nationality of these migrant workers varied from Fiji, India, China, South Africa, Indonesia, Ski Lanka and Thailand. Their roles involved hotel receptionist, housekeeper, chef, conference and events co-ordinator and restaurant waitress. We identified four critical areas for improvement.

1 Lawson, 2018

2 New Zealand Immigration, 2018a

3 Manda, 2019

4 MBIE, 2015

5 Bi, 2006

1. Training in diversity and inclusion

Responses show that racial discrimination is a big concern for migrant workers in the hospitality industry. Locals often pre-judged applicants based on the nationality and stereotype of migrants. People show a severe disrespect to migrant workers with English as their second language and have a lack of local knowledge. People perceive migrant workers as less educated and a group of unskilled people who can only do entry-level jobs. Migrants’ ideas are often ignored and not worth being mentioned. This has possibly raised concern for their mental wellbeing. The workers suggested that open-mindedness and training might be helpful for employers to become more inclusive.

“An accommodation owner told me that she would only employ people from European countries. Due to my surname, my job applications were often declined.”

“I want my superior to be openminded and become more flexible with us.” “It takes a long time to learn a new culture and fit into the environment. I had to raise my cultural awareness within the organisation. Team building would help migrants to get to know each [other] and learn about different cultures. By doing this, the communication will get better and lead to a positive and friendly work environment.”

2. Language and communication

Language and communication are the two significant barriers to interaction with management. Due to the language barrier, it is tough for migrant workers to talk to the manager or supervisor and share their ideas and opinions. New Zealand slang becomes more challenging for them to understand the true meaning of what people are saying.

“Slang is confusing and can cause quite the embarrassment. It takes time to have a level of understanding of what people mean.”

3. Training and development for workers

Migrant workers suggested training and fair chances of development as crucial sources of better wellbeing. Promotion would also lead to a certain amount of pay rise, which will directly impact on their disposable income and improve the quality of life for their family. Promotion also offers a sense of achievement and helps build confidence.

“I would like my company to offer me some training programmes. This allows me to keep improving and developing myself.”

4. Rewards

Migrants workers felt that the job demands were high, with long hours and little chance of a pay rise. With the mandatory increase in the minimum wage in New Zealand, the management often cuts staff numbers to compensate for the increase of wages, which causes much pressure for other staff. They have to work for extra hours and manage a higher workload daily. Application of the policy without cutting corners would be useful. Simple things, such as staff uniforms are what respondents cared about, for instance, a kitchen jacket and safety boots should be replaced yearly. And presentable jackets should be offered to front office staff. In a hotel environment, it will be beneficial to provide a free laundry service.

“I need to have my uniform replaced, including chef’s jacket, shoes. It would be ideal also to provide laundry service for the kitchen staff.”

It may be the simple things that make the biggest difference in this arena. All these actions are doable and workable for most organisations and could bring an increase in staff motivation and, most importantly, a reduction in staff turnover.

We need to continue to look after our people so that they feel good about coming to work.

James Yu, has been engaged in New Zealand’s tourism and hospitality industry for the past 18 years, specialising in the inbound and international wholesale business. James is actively involved in regional tourism development. He successfully presented New Zealand’s hotels and destination as an ambassador on behalf of the regional economic development and strengthening tourism and hospitality business through diplomatic relationships between New Zealand and China. He was a nominee of New Zealand’s Tourism Export Council Excellence Awards 2015.

Dr Fatima Junaid is a lecturer in the School of Management at Massey University’s Business School. Fatima’s primary focus is on employee wellbeing and organisational support. She has been teaching management and organisational behaviour for over a decade. She is currently engaged in the HR–organisational behaviour sphere of New Zealand. Fatima has provided management consulting to large corporate groups in Pakistan and delivered training for public sector employees under the United States Agency for International Development. She delivers online talks on women’s stress and mental health that are widely viewed by groups of working women in Pakistan.