Does hotel employees’ mental health matter? Assessment of its antecedents and coping behavior

Abstract

This study examines the multidimensional antecedents and outcomes of hotel employees’ mental health. Using data from 756 hotel employees in China, the findings indicate that three work stressors (job responsibility, job complexity, and teamwork) unexpectedly reduced mental health problems, while other work stressors (role ambiguity, role overload, job insecurity, superiors' behavior, and pressure to respond to messages) increased depression, nervousness, and loss of peace of mind. Mental health dimensions influence coping strategies, with depression and nervousness linked to emotion-focused coping, and loss of peace of mind associated with self-solving, emotion-focused, and avoidance coping. Differences emerged between junior/senior employees and front-of-house/back-of-house staff in stressor impacts and coping behaviors. Theoretical implications highlight the nuanced conceptualization of mental health as a multidimensional construct beyond generalized indicators, and the context-dependent nature of coping mechanisms contingent on distinct psychological experiences. Managerial implications provide insights into developing targeted interventions and supportive organizational policies.