Experiences and impacts of burnout on self-perceived well-being in the micro- hospitality industry in Brighton

Abstract

Burnout and mental health challenges are increasingly recognised as critical issues within the hospitality industry, where emotionally demanding, customer-facing roles intersect with long hours, low pay, and job insecurity. In the UK, these pressures are compounded by insecure contracts, the cost-of-living crisis, and the lingering impacts of Brexit and the COVID-19 pandemic. Despite growing interest in occupational wellbeing, little attention has been given to micro-hospitality businesses; enterprises with fewer than ten staff and limited financial or human resources, and existing studies are predominantly quantitative, leaving a gap in understanding of this underexplored context.

This qualitative study addresses that gap by examining the lived experiences of burnout among employees in micro-hospitality businesses in Brighton, a diverse, tourism-driven city characterised by seasonality and fluctuating demand. Adopting a critical realist framework, the research conceptualises burnout as both a subjective experience and a phenomenon shaped by social, structural, and organisational mechanisms. Data were collected through in-depth, semi-structured interviews with individuals who had previously encountered burnout in their workplace.

Guided by the Job Demands-Resources (JD-R) Model, Conservation of Resources (COR) Theory, and Job Demands-Control (JDC) Model, the study recontextualises these frameworks to reflect the operational realities of micro-businesses, where formal HR systems and employee support structures are often absent. Findings reveal that burnout in micro-hospitality is driven by long hours, staff shortages, emotional dissonance, blurred work-life boundaries, and inconsistent schedules. Employees frequently undertake multiple roles with limited recognition or support, resulting in cumulative emotional and psychological strain. Those working in microbusinesses face heightened pressures due to constrained personal and organisational resources. However, strong interpersonal bonds and empathetic, flexible management can act as protective factors against burnout.

Methodologically, the study contributes by employing one-on-one, semi-structured interviews, a rarely used approach in hospitality well-being research, to generate rich, in-depth insights into workers’ lived experiences. Theoretically, it advances understanding of how burnout manifests within micro-business contexts, where high demands and low resources amplify emotional strain. Practically, the research offers low-cost, context-sensitive strategies for micro-business owners, such as flexible scheduling, co-created rotas, informal peer support, and basic mental health awareness training tailored to small teams with limited resources.

Overall, this study challenges one-size-fits-all models of burnout and calls for greater inclusion of micro-hospitality workers’ experiences in academic, industry, and policy discussions on occupational health and well-being.

Date of Award	May 2026
Original language	English
Supervisor	Ioannis S. Pantelidis (Supervisor)