The Reflection of Employee Well-Being on Quality in Tourism: Approaches to Combat Mobbing

Abstract
The tourism sector plays a critical role in global economic growth. However, the well-being of employees in this sector holds significant importance not only for individual health but also for organizational success. Mobbing, one of the factors threatening employee well-being, negatively affects employees’ psychological and physical health, reducing their productivity and impairing service quality and customer satisfaction. This article examines the impact of mobbing on employee well-being in the tourism sector and aims to develop actionable strategies to combat mobbing. Additionally, it discusses how improving employee well-being can positively influence service quality, performance management, and customer satisfaction.

Keywords: Tourism sector, Mobbing, Employee well-being, Service quality, Performance management, Psychological harassment, Customer satisfaction, Workplace psychology, Employee motivation, Communication and participation, Fair performance evaluation, Psychological support, Preventive management policies, Burnout syndrome, Competitive work environment.

Introduction
The tourism sector significantly contributes not only to economic growth but also serves as a vital source of global employment. However, the dynamic structure of this sector—including rigid work schedules, intense workloads, and high-performance expectations—can impose severe psychological and physical pressures on employees (Baum, 2015). These pressures can trigger forms of psychological harassment, such as mobbing, which systematically and persistently involve negative behaviors that adversely affect individuals’ psychological and physical health (Einarsen et al., 2003). Mobbing not only reduces employee productivity but also negatively impacts customer satisfaction and overall service quality.

Employee well-being, particularly in customer-focused fields like tourism, is a direct indicator of service quality. Motivated employees enhance customer experiences and contribute to the sustainability of businesses (Giorgi et al., 2015). In this context, preventing mobbing is crucial not only for employees but also for the competitive strength of organizations.

Mobbing and Employee Well-Being in the Tourism Sector
Mobbing is generally defined as a form of psychological harassment in the workplace, characterized by persistent behaviors that demean, isolate, and undervalue employees (Leymann, 1996). The tourism sector, due to factors such as intense workloads, long hours, and high customer expectations, is particularly prone to mobbing (Chung & Goh, 2015). Mobbing not only threatens employees’ psychological and physical health but also disrupts the overall workplace atmosphere, leading to significant losses at both individual and organizational levels.

The impact of mobbing on employee well-being extends beyond individual health concerns to organizational challenges. Victims of mobbing often experience depression, anxiety, and burnout syndrome (Einarsen et al., 2003). This reduces their organizational commitment and job motivation, leading to declines in service quality and, consequently, customer satisfaction.

The Impact of Mobbing on Performance and Quality
Mobbing is a critical factor directly influencing individual job performance. Employees subjected to psychological pressures lose interest in their work and exhibit decreased performance (Hoel et al., 2010). Reduced motivation results in job dissatisfaction and psychological exhaustion, which significantly undermines employee productivity (Einarsen et al., 2003).

The effects of mobbing on service quality are equally significant. Mobbing disrupts team cohesion, leading to disruptions in service processes and declines in quality (Giorgi et al., 2015). Workplace conflicts arising from mobbing negatively impact customer service and overall workflow, weakening the competitive strength of businesses. As stress levels increase among mobbing victims, the quality of customer interactions declines, thereby adversely affecting customer satisfaction (Baum, 2015).

Strategic Approaches to Combat Mobbing
Combatting mobbing is essential not only to protect individual health but also to improve overall organizational performance and service quality. The following strategies can be implemented to prevent mobbing:

Preventive Management Policies: Organizations should establish clear and strict rules to prevent mobbing. Regular mobbing awareness training for employees can help in early detection and prevention (Hoel et al., 2010).

Psychological Support and Counseling Services: Anonymous reporting mechanisms and the appointment of organizational psychologists can provide a safe environment for victims to voice their concerns (Chung & Goh, 2015).

Fair Performance Evaluation Systems: Transparent evaluation mechanisms promoting equality among employees should be established. Performance-based reward systems can positively shape workplace competition (Einarsen et al., 2003).

Enhancing Communication and Participation: Increasing employee participation in management decisions facilitates the resolution of issues more swiftly. Regular employee satisfaction surveys can effectively detect mobbing risks at an early stage (Hoel et al., 2010).

Conclusion and Recommendations
The tourism sector demonstrates a strong correlation between employee well-being and service quality. Mobbing undermines employees’ psychological health, reducing productivity and leading to organizational failure. Therefore, addressing mobbing is a critical step not only for employees but also for the overall success of businesses.

Organizations should adopt proactive approaches to minimize the negative effects of mobbing and prioritize employee well-being. Effective management strategies can increase employee satisfaction and ensure sustainable service quality. In an environment where employees are highly motivated, customer satisfaction will also rise, providing a competitive advantage for businesses.

References

Baum, T. (2015). Human resource management in tourism: A strategic approach. Tourism Management, 46, 215-225.

Chung, H., & Goh, C. (2015). Mobbing in the tourism sector: The impact on employee well-being. International Journal of Hospitality Management, 47, 92-98.

Einarsen, S., Hoel, H., & Notelaers, G. (2003). The impact of bullying at work. Journal of Managerial Psychology, 18(3), 193-213.

Giorgi, G., Mancuso, S., & Cupelli, V. (2015). Workplace bullying in the hospitality industry: Causes and consequences. Journal of Hospitality & Tourism Research, 39(4), 456-470.

Hoel, H., Cooper, C., & Faragher, B. (2010). Bullying and emotional exhaustion in NHS staff. Journal of Occupational Health Psychology, 15(4), 404-417.

Leymann, H. (1996). The content and development of mobbing at work. European Journal of Work and Organizational Psychology, 5(2), 165-184.

Tolga AKAGÜN