Managing Hazards Related to High and Low Job Demands
The tourism and hospitality industry thrives on delivering exceptional experiences to their guests through the peaks (high job demands) and valleys (low job demands) in demand that tourism seasons naturally bring. These fluctuations, both high and low, are considered psychosocial hazards as they have the potential to put extra strain on workers and impact their mental health and well-being.
While many industry employees thrive during busy rushes, they can start to take their toll over time however, once they’ve had a chance to catch their breath, it can be challenging to keep employees engaged in a meaningfully way during slow business times.
Below you will find your psychological health and safety starter kit with some industry examples of high and low job demands, as well as some actions leaders can take during any season to help find a healthy balance and mitigate the risks related to these hazards.
Disclaimer: Every workplace within the tourism and hospitality industry is unique, with different types of businesses, locations, jobs and challenges. Please remember that the hazards and risks are different at each and every workplace, and the ways of managing psychosocial health and safety will need to be specific to your workplace.
The Psychosocial Hazard: High and Low Job Demands
Psychosocial hazards are defined as anything in the design or management of work that increases the risk of work-related stress.
High and low job demands, as a psychosocial hazard, arise when the demands of a job are either too high, which can lead to excessive stress, or too low, leading to boredom and disengagement. It’s not just about the workload, it’s about how that workload impacts mental and emotional well-being.
Examples of High Job Demands
Example: A front desk agent is asked to handle complex booking system changes without proper training during peak tourist season.
Example: A restaurant hostess is required to seat guests strictly according to a fixed seating plan, without being able to adapt or reorganize seating based on real-time customer flow, preferences or special requests.
Example: A new hotel housekeeping supervisor is expected to master all job requirements and management procedures within the first week of their employment.
Example: A travel agent is consistently required to respond to client inquiries and resolve booking issues late into the night and on weekends, far beyond their scheduled working hours. This is due to a staffing shortage and the expectation that agents must be available to clients in different time zones. x
Example: An event manager has insufficient budget or staff to set up a large outdoor wedding, leading to long hours and stress.
Example: A ski instructor has to manage more groups than usual because some colleagues are on sick leave, increasing their workload significantly. a
Example: A front desk supervisor must decide how to accommodate a large group of walk-in guests who are stranded due to a storm, with few staff and a hotel that is almost sold out.
Examples of Low Job Demands
Example: A housekeeper at a hotel performs the same cleaning routine all day, every day, without variation which becomes monotonous over time.
Example: A cashier at a souvenir shop handles simple transactions all day with no opportunities to learn new skills or take on additional responsibilities.
Example: A skilled chef is assigned only to prepare salads and is not involved in menu planning or new dish development, leaving their talents underused.
Potential Actions to Control High Job Demands
Ensure adequate staffing levels during peak periods; redistribute tasks fairly.
Example: You may already be practicing dynamic scheduling to adjust staffing levels (shift start, end, breaks, etc.) based on real-time business volumes and demand. In addition to encouraging employees to take turns to cover shifts; consider adjusting tasks or responsibilities (e.g. closing duties) to help lighten the load on those who step up to take on the extra work.
Provide training on time management and task prioritization; streamline processes.
Example: Train housekeepers in efficient cleaning flow and techniques to reduce physical strain and time pressure.
Consider allowing flexibility in work methods where possible. It’s also beneficial to empower employees to make decisions and offer suggestions as they are often the ones who can identify efficiencies within their roles. Remember to implement these suggestions wherever possible.
Example: A barista suggests rearranging ingredients in relation to the espresso machine to save steps and time, which you implement after reviewing with the rest of the team. m Content
Potential Actions to Control Low Job Demands
Consider creating more variety and engagement by rotating employees between tasks, and thoughtfully expanding roles to match employee skills and interests. Ensure any added responsibilities are discussed with the employee in advance to gain buy-in, reflected in job descriptions, or recognized through proper support and compensation.
Example: Cross-train front desk agents to learn other positions such as reservations, or concierge
Provide opportunities for employees to take on new tasks that help them practice their interests, skills and abilities and provide a sense of accomplishment and contribution.
Example: Encourage restaurant servers to help create innovative marketing initiatives during slow periods or create a theme beverage
Provide opportunities for professional development and skill-building; encourage employees to learn new skills.
Example: Encourage junior sales staff to participate in a marketing familiarization (FAM) tour or offer language training to interested hotel staff to enhance their ability to interact with international guests.
Acknowledge and appreciate employees’ contributions to boost motivation and engagement.
Example: Implement a creative recognition program that enables employees, leaders and guests to recognize outstanding performance.
As industry leaders, committing to understanding and proactively managing hazards related to job demands will be one of the keys to a healthy, motivated, and resilient workforce. Remember, each workplace is unique—so tailor your strategies using a thoughtful risk management process to address specific hazards and worker needs.
If you’d like to learn more about how you can manage risk related to psychosocial hazards in your workplace, reach out to one of go2HR’s Psychological Health and Safety Consultants by email at: safety@go2hr.ca
Sources:
- WorkSafeBC’s Psychological Health and Safety Framework | WorkSafeBC
- Psychological Hazards Self-Assessment: What are Psychosocial Factors? | Province of BC
- High and/or low job demands | WorkSafe Queensland Government
- Evidence-based actions for workload management | Workplace Strategies for Mental Health