Our 1st Industry Report
EXECUTIVE SUMMARY
Given the HoteliersGuild LeadingHôtelières chapter purpose (increase female leadership in the hospitality sector) and changes in the world of work and employees’ expectations, we sought to understand the contributing factors and outcomes of flexibility in the hospitality industry (i.e., hotels). Key takeaways from the study are:
A large majority of hotels have labor flexibility and there is substantial room for improvement regarding work flexibility (employee freedom to organize themselves).
A family-friendly corporate culture and supervisor behavior lead to greater work flexibility.
Work flexibility benefits both employees and hotels (increases innovative capabilities, company resilience, employee wellbeing) while labor flexibility benefits primarily the hotels.
There is a discrepancy across different internal stakeholders on the availability and use of work flexibility and this discrepancy negatively affects organizational resilience and job satisfaction.
There is no effect of gender on the association between the contributing factors and flexibility and flexibility and outcomes and this might indicate that flexibility is not gender-specific, in line with the growing trend due to the changes in the world of work.
The research results described in the following pages propose best practice suggestions to build greater flexibility that will benefit individuals and organizations.
