Impacts of sexual harassment in the workplace on job burnout and labour turnover, moderated by psychological empowerment: Evidence from the hospitality industry of Vietnam

Impacts of sexual harassment in the workplace on job burnout and labour turnover, moderated by psychological empowerment: Evidence from the hospitality industry of VietnamImpacts of sexual harassment in the workplace on job burnout and labour turnover, moderated by psychological empowerment: Evidence from the hospitality industry of VietnamImpacts of sexual harassment in the workplace on job burnout and labour turnover, moderated by psychological empowerment: Evidence from the hospitality industry of VietnamImpacts of sexual harassment in the workplace on job burnout and labour turnover, moderated by psychological empowerment: Evidence from the hospitality industry of VietnamImpacts of sexual harassment in the workplace on job burnout and labour turnover, moderated by psychological empowerment: Evidence from the hospitality industry of VietnamImpacts of sexual harassment in the workplace on job burnout and labour turnover, moderated by psychological empowerment: Evidence from the hospitality industry of VietnamImpacts of sexual harassment in the workplace on job burnout and labour turnover, moderated by psychological empowerment: Evidence from the hospitality industry of VietnamImpacts of sexual harassment in the workplace on job burnout and labour turnover, moderated by psychological empowerment: Evidence from the hospitality industry of VietnamImpacts of sexual harassment in the workplace on job burnout and labour turnover, moderated by psychological empowerment: Evidence from the hospitality industry of VietnamImpacts of sexual harassment in the workplace on job burnout and labour turnover, moderated by psychological empowerment: Evidence from the hospitality industry of VietnamImpacts of sexual harassment in the workplace on job burnout and labour turnover, moderated by psychological empowerment: Evidence from the hospitality industry of VietnamImpacts of sexual harassment in the workplace on job burnout and labour turnover, moderated by psychological empowerment: Evidence from the hospitality industry of VietnamImpacts of sexual harassment in the workplace on job burnout and labour turnover, moderated by psychological empowerment: Evidence from the hospitality industry of VietnamImpacts of sexual harassment in the workplace on job burnout and labour turnover, moderated by psychological empowerment: Evidence from the hospitality industry of VietnamImpacts of sexual harassment in the workplace on job burnout and labour turnover, moderated by psychological empowerment: Evidence from the hospitality industry of VietnamImpacts of sexual harassment in the workplace on job burnout and labour turnover, moderated by psychological empowerment: Evidence from the hospitality industry of VietnamImpacts of sexual harassment in the workplace on job burnout and labour turnover, moderated by psychological empowerment: Evidence from the hospitality industry of VietnamImpacts of sexual harassment in the workplace on job burnout and labour turnover, moderated by psychological empowerment: Evidence from the hospitality industry of VietnamImpacts of sexual harassment in the workplace on job burnout and labour turnover, moderated by psychological empowerment: Evidence from the hospitality industry of VietnamImpacts of sexual harassment in the workplace on job burnout and labour turnover, moderated by psychological empowerment: Evidence from the hospitality industry of VietnamImpacts of sexual harassment in the workplace on job burnout and labour turnover, moderated by psychological empowerment: Evidence from the hospitality industry of VietnamImpacts of sexual harassment in the workplace on job burnout and labour turnover, moderated by psychological empowerment: Evidence from the hospitality industry of VietnamImpacts of sexual harassment in the workplace on job burnout and labour turnover, moderated by psychological empowerment: Evidence from the hospitality industry of VietnamImpacts of sexual harassment in the workplace on job burnout and labour turnover, moderated by psychological empowerment: Evidence from the hospitality industry of VietnamImpacts of sexual harassment in the workplace on job burnout and labour turnover, moderated by psychological empowerment: Evidence from the hospitality industry of VietnamImpacts of sexual harassment in the workplace on job burnout and labour turnover, moderated by psychological empowerment: Evidence from the hospitality industry of VietnamImpacts of sexual harassment in the workplace on job burnout and labour turnover, moderated by psychological empowerment: Evidence from the hospitality industry of Vietnam

MINISTRY OF EDUCATION AND TRAININGUNIVERSITY OF ECONOMICS HO CHI MINH CITY

PHAM XUAN QUYET

IMPACTSOF SEXUAL HARASSMENT IN THEWORKPLACE ON JOB BURNOUT AND LABOUR

MINISTRY OF EDUCATION AND TRAININGUNIVERSITY OF ECONOMICS HO CHI MINH CITY

PHAM XUAN QUYET

IMPACTSOF SEXUAL HARASSMENT IN THEWORKPLACE ON JOB BURNOUT AND LABOUR

Supervisor: Associate Professor DoctorHO VIET TIEN

THESIS OF DOCTOR OF PHILOSOPHYIN MANAGEMENT

Ho Chi Minh City – 2024

DECLARATION OF AUTHENTICITY

I, the undersigned, hereby declare that the dissertation entitled "Impacts of Sexual Harassment in theWorkplaceon Job Burnout and Labour Turnover, Moderated by Psychological Empowerment: Evidence from the Hospitality Industry of Vietnam" is the authenticandoriginalworkofPhamXuanQuyet,aPhDstudentatUEHUniversity,under the supervision of Associate Professor Doctor HoVietTien.

Throughouttheresearchprocess,everyefforthasbeenmadetoensuretheintegrity and originality of thestudy.The topic was carefully selected based on my genuineinterest and passion, and the research methodology, including data collection, analysis, and interpretation, was conducted following the highest academic standards and ethical principles.

The dissertation represents the culmination of extensive research, critical thinking, and scholarly inquiry The findings and conclusions presented in this work result from the original contributions and insights of Pham Xuan Quyet, supported by the guidance, mentorship, and academic expertise of Associate Professor Doctor HoVietTienand other international and Vietnamese researchers.

Furthermore, all sources of information and references utilized in this dissertation have been duly acknowledged and cited following the established academic conventions and ethical guidelines I affirm that this dissertation is a product of academic rigour, intellectual honesty, and scholarly dedication, and it contributes to the existing body of knowledge within the field of organizational behaviour and human resource management, particularly in the context of the hospitality industry of Vietnam.

Pham Xuan Quyet

PhD Candidate

UEH University, HCMC, Vietnam

At the culmination of this arduous academic journey, it is with profound gratitude that I extend my sincerest appreciation to the individuals and institutions who have contributed to the successful completion of my doctoral dissertation on the topic "Impacts of Sexual Harassment in the Workplace on Job Burnout and Labour Turnover, Moderated by Psychological empowerment: Evidence from the Hospitality Industry of Vietnam."

First and foremost, I express my most profound appreciation to the leadership,faculty,a n d s t a f f o f t h e U n i v e r s i t y o f E c o n o m i c s H o C h i M i n h C i t y ( U E H ) a n d t h e Postgraduate School of UEH University for providing an intellectually stimulating andnurturing academic environment The unwavering support, resources, and opportunitiesextended to me have been instrumental in shaping my academic and research endeavours.I am incredibly grateful to Associate Professor Doctor HoVietTien, Dean of thePostgraduate School at UEH University, whose guidance, encouragement, and scholarlyinsights have been invaluable throughout my doctoral studies His mentorship hasb e e n a source of inspiration, and his unwavering support has played a pivotal

research endeavours.

Furthermore, I express my sincere appreciation toDr.Hoang Cuu Long from the School of International Business and Marketing at UEH University.Dr.Long's scholarly

methodological and theoretical underpinnings of my research His mentorship and scholarly contributions have significantly enriched my academic pursuits and have been pivotal in the successful completion of my doctoraldissertation.

I am indebted to the esteemed PhD lecturers at UEHUniversity,whose expertise, guidance, and constructive feedback have significantly enriched my academic journey Their scholarly mentorship, intellectual exchanges, and dedication to academicexcellence have been pivotal in shaping my research acumen and literary pursuits Furthermore, I extend my gratitude to the faculty members and research staff at UEH University, whose dedication to academic excellence and scholarly contributions have been a source of inspiration and intellectualstimulation.

I extend my sincere gratitude to Dato Professor Elizabeth Lee, the CEO of Sunway EducationGroup,forherunwaveringsupportandencouragementthroughoutmyacademicjourney.ProfessorL ee'svisionaryleadershipandcommitmenttoacademicexcellencehave been a source of inspiration Her guidance and support have been instrumental in shaping my scholarly pursuits and have provided me with invaluable opportunities for academic growth and professionaldevelopment.

I am deeply thankful to Associate Professor Dr Daniel Chong Ka Leong and LecturerVijayaMalar Arumugam at the School of Hospitality and Service Management, Sunway University in Malaysia Their academic support, scholarly insights, and collaborative spirit have been invaluable in shaping the theoretical and empirical foundations of my research Their mentorship and guidance have contributedsignificantly to the intellectual rigour and depth of thisstudy.I am incredibly grateful for their collaboration in co-authoring a scientific journal on this researcharea.

It is fortunate to receive love from my family, whose unwavering support and encouragement have been the cornerstone of my academic journey My heartfelt thanksto my mother,TranThiThuy,whose love, sacrifices, and belief in my aspirations havebeen

aconstantsourceofstrength.Herresilienceandunwaveringsupporthavebeentheguiding light that has propelled me forward in pursuit of my academic goals I am also grateful to my sister and my nephews

inmyendeavours.Theirloveandsupporthavebeenasourceofinspirationthroughoutmy academic pursuits I am also deeply thankful to my friends, whose camaraderie, encouragement, and moral support have

challengingphasesofmydoctoraljourney.Theirsupporthasbeenatestamenttothepower of friendship and has provided me with the strength and resilience to overcome obstacles and pursue academicexcellence.

I extend my sincere appreciation to all the hotels that graciously supported and facilitated the completion of my dissertation Their willingness to provide access to valuableresources,expertise,andinsightshasbeeninstrumentalinenrichingtheempirical foundation of my research The collaboration and support from these esteemed establishments have not only enhanced the scholarly depth of my study but have also contributed to the advancement of knowledge within the hospitality industry I am profoundly grateful for their generosity, cooperation, and commitment to advancing academic inquiry within the field of hospitality Their support has been invaluable, and I extend my heartfelt thanks for theircontributions.

Lastly,I am deeply thankful to all the individuals who, directly or indirectly, have contributed to my academic and intellectual growth.Yoursupport, guidance, and encouragement have played an indispensable role in shaping the trajectory of my research and scholarlypursuits.

Pham Xuan Quyet

LIST OF PUBLICATIONS

1 Pham, X.Q & Ho,V.T.(2024).Genders and sexual harassment: the perception

of Vietnamese employees via Sexual Experience Questionnaire.International

Journal of Economics and Business Research, 27(2).https://doi.org/ 10.1504/IJEBR.2023.10042867(ScopusQ3)

2 Quyet,P.X., Tien, H.V.,& Arumugam,V.M.V.(2023).Sexual harassment at work

and labour turnover via job positions: a qualitative study of service industryemployees in Vietnam.International Journal of Asia-Pacific Studies, 19(1) 145–

1.2.1.Myths about sexual harassment intheworkplace 3

1.2.2.#Metoo movement, sexual harassment and its related issuesinreality 4

1.3 Gaps frompreviousstudies 5

1.3.1.The situation of sexual harassment intheworkplace 5

1.3.2.Job burnout:fromphysical tomentalburdens 15

1.3.3.Theglobal issue oflabourturnover:aproblemofthehospitalityindustry.181.3.4.The dilemma of psychological empowermentatwork 20

1.7 The novelty oftheresearch 26

1.8 The importance oftheresearch 28

2.2.1.Sexual harassment in the modern world:fromdaily lifetoworkplaces 33

2.2.2.Burnout and itsadverseoutcomes 37

2.2.3.Labour turnover via sexual harassment:fromintentiontodecision 41

2.2.4.Psychological empowerment in the perception of sexual harassment, jobburnout and labour turnoveratwork 43

2.2.5.Sexual harassment, job burnout and labour turnover in thehospitalityindustry452.2.6.Perception of sexual harassment in the workplaceinVietnam 48

2.3 Theoreticalframework 50

2.3.1.Overview oftheoreticalbackground 50

2.3.2.Conservation of ResourcesTheory(COR) 52

2.3.3.Social cognitivetheory(SCT) 56

2.3.4.Cultural dimensionstheory(CDT) 58

2.4 Hypothesis development andconceptualframework 62

2.4.1.The relationship between sexual harassment andlabourturnover 62

2.4.2.The relationship between sexual harassment andjobburnout 67

2.4.3.The relationship between job burnout andlabourturnover 70

2.4.4.The moderating effects ofpsychologicalempowerment 72

3.4.3.Cronbach’salpha test results for Pilotquantitativeresearch 102

3.4.4.EFATestresults for Pilotquantitativeresearch 102

4.2.3.Evaluation of the scales byCronbach’salpha results 113

4.2.4.Evaluation of measurement modelbyPLS-SEM 115

4.2.5. Evaluation of the structural model andresearchhypothesis 121

4.3 Discussion ofresearch results 127

4.3.1.Gender harassment and its impacts on job burnout andlabourturnover 127

4.3.2.Unwanted sexual attention and its impacts on job burnout and labourturnover 130

4.3.3.Sexual coercion: different perception towards job burnout and labourturnover 131

4.3.4.Job burnout and labour turnover in thehotelindustry 134

4.3.5.The moderating effect ofpsychologicalempowerment 136

4.4 Summary ofChapter4 141

CHAPTER 5 - CONCLUSIONS, IMPLICATIONS,

Concepts and relationships of variables inthe research 206

The moderating effect of psychological empowerment intheworkplace 215

Ideas of experts in objectives, concepts, variables andproposedmodel 219

APPENDIX 4: SUMMARY OF PILOT QUALITATIVE RESEARCH (INTERVIEW) 223

Evaluation of measurement scalesandtranslations 235

APPENDIX 5: LETTERS FOR PERMISSION:QUANTITATIVERESEARCH(BOTH PILOT TEST ANDOFFICIALRESEARCH) 245

APPENDIX 10:SUMMARYOF EXAMININGMODERATINGEFFECTS 269

APPENDIX11:LIST OF HOTELS IN VIETNAM FORDATACOLLECTION 270

APPENDIX 12:FINALRESULTS 271

LIST OF ABBREVIATIONS

10 MBI-HSS The Maslach burnout inventory for the human services survey

18 SQRTAVE Square Root of Average Variance Extracted

21 LGBTQ+ Lesbian, gay, bisexual, transgender and queer(or"questioning")

LIST OF TABLES

Table 3.1 Stages in doing Pilot and Official tests 83 Table 3.2 Demographic information in the Pilot test 101 Table 3.3 Cronbach’s Alpha results for Pilot Quantitative research 102 Table 3.4 EFA results for Pilot quantitative research 103

Table 4.3 The final Cronbach’s Alpha results of all questionnaires 114

Table 4.5 The result of Composite Reliability (CR) 117 Table 4.6 The result of Average Variance Extracted (AVE) 118

Table 4.10 The result of R2and R2adjusted index 122

Table 4.12 The result of direct relationships and hypothesis 123 Table 4.13 The results of moderation effects of psychological empowerment on different variables. 125

LIST OF FIGURES

Figure 4.1 The results of hypothesis testing of H1 (a,b,c), H2 (a,b,c), and H3 124 Figure 4.2 The results of moderation effects from H4a to H4c 126 Figure 4.3 The results of moderation effects from H4d to H4g 127

Sexual harassment and its prevalence in the workplace make it difficult for employees to contribute to and commit to companies Labour turnover caused by sexual harassment is hazardous to the long-term development of any service organisation since when good employeesleave,itincreasesneedlessexpendituresforbusinesses.Thehospitalityindustry has high labour turnover and high risks of sexual harassment, which influence the entire industry'ssustainability.Sexualharassment,however,remainsanissuemaskedbycultural viewpoints because it varies from one country to another based on cultural and cognitive perspectives Even though the workplace inVietnamis relatively secure, Vietnamese employees struggle to find how to respond

andtheperceptionofpsychologicalempowerment.Thethesis,withfivechapters,indicates the significant impact of sexual harassment on job burnout and labour turnover with the moderatingeffectofpsychologicalempowerment.Thetheories,includingConservationof

ResourcesTheory,Social CognitiveTheory,and Cultural DimensionsTheory,are simultaneously utilised to help fill the gaps of the previous studies and enhance the reliabilityoftheresearchframework.Althoughsexualharassmentischallengingtoexpose and examine, the method used in this thesis is the quantitative method Through different stagesinbothqualitativeandquantitativemethods,datawerecollectedinluxuryhotelsinVietnamand analysed in Partial Least Squares Structural Equation Modeling (PLS-SEM) bySMARTPLS 4 With the results from empirical research, the author proved thatsexual coercionisthemainprobleminsexualharassment,impactingbothjobburnoutandlabour turnover, and psychological empowerment also influences the relationships among the three variables The thesis also gives recommendations for hotels inVietnamto construct safe and friendly working environments to develop sustainably in terms of managing people.

Keywords: Sexual harassment, Job burnout, Labour turnover,

psychologicalempowerment, hotels, Vietnam

CHAPTER 1 – INTRODUCTION TO THE RESEARCH

Theintricaciesofworkplacedynamicshavebeenafocalpointofnumerousstudies, with a particular emphasis on phenomena that impede the optimal functioning of an organisation This research investigates three interconnected parameters significantly affecting workplace cohesion and productivity: sexual harassment in the workplace, job burnout, and labourturnover.

Diez-Canseco et al (2022), Acquadro Maran et al (2022), and Heymann et al (2023) indicate that sexual harassment is a pervasive issue that plagues various industries across the globe It represents an egregious violation of an individual’s rights and dignity, with profound negative implications on the victim’s psychological health and job performance Despite numerous legal provisions and organisational policies to curb this vice, sexual harassment remains a daunting challenge and creates job dissatisfaction (Acquadro Maran et al., 2022; Julios, 2022) Job burnout, one of the results of sexual harassment in the workplace, has evolved from being a mere byproduct of high-stress working environments to being recognised

well-beingandjobperformance.Itischaracterisedbyemotionalexhaustion,depersonalisation, and reduced personal accomplishment, often resulting from prolonged occupational stress (Halbesleben, 2006; Kim et al., 2020; Lu &Gursoy,2013) The severe consequences of burnout, reduced efficiency, and health problems make it an essential subject of inquiry(Edú-Valsaniaet al.,2022).

Moreover,theinterplaybetweensexualharassmentandjobburnoutwarrantsanin-depthe x p l o r a t i o n , a s t h e f o r m e r m a y b e a p o t e n t i a l s t r e s s o r c o n t r i b u t i n g t o t h e l a t t e r

(Alrawadieh et al., 2022).Withthe negative impact of job burnout, employees may voluntarilyleavetheirorganisations,orso-called“labourturnover”.Labourturnoverrefers to the rate at which employees leave an organisation and are replaced by recruits (Bolt et al., 2022) Ghani et al (2022) state that

performanceduetotheassociatedcostsofrecruitment,training,andlossoforganisationalmemory,and it can disrupt the social and communication structures within the team, leading to decreased morale and productivity (Michael & Fotiadis,2022).

Therefore, identifying the links between sexual harassment, job burnout, and employee turnover provides insights into the complex dynamics within the workplace.Notably,a hostile work environment characterised by sexual harassment may fuel job burnout (Maslach & Leiter, 2022), which, in turn, could lead to higher turnover rates (Baquero,2023).Conversely,highturnoverratesmightcultivateaworkenvironmentmore susceptible to harassment and burnout due to the lack of stability and continuity in staff relationships These potential associations underscore the need to understand these variables and their interplaycomprehensively.

The thesis aims to contribute to the existing body of knowledge by analysing the intricate relationships between these parameters This investigation’s findings will offer a theoreticalunderstandingofthesephenomenaandprovideevidence-basedsuggestionsfor

policydevelopmentandinterventionstrategiestopromoteahealthierandmoreproductive workingenvironment.

1.2.1 Myths about sexual harassment in theworkplace

Fitzgerald (2017) shows that the most noticeable idea of sexual harassment in the workplaceiscommonlyreferredtoasmyths,atermthatmainlyoriginatedinanthropology

andsociology,which is described as conceptions used to explain the world and that are generally accepted while being demonstrably incorrect In other words, myths explain thingsthatwouldotherwisebeunknown,unacceptable,orunexplained.Sexualharassment in the workplace contains fourmyths.

The first and foremost myth about sexual harassment is that it only happens to women (Goh et al., 2022; Loukaitou-Sideris & Ceccato, 2022) Nonetheless, sexual

harassment can happen to anyone, regardless of their gender (Murphy-Oikonen & Egan, 2022; Nazareno et al., 2022) While women are more commonly targeted, men and individualsofLGBTQ+communitiescanalsoexperiencesexualharassment.Itisessential to recognise that both men and women can be victims and perpetrators of sexual harassment (Cortina & Areguin,2021).

The second myth about sexual harassment is that it is always overt and explicit Sexual harassment can manifest in various ways (Galdi & Guizzo, 2021) While some involve direct physical or verbal advances (Ford et al., 2021), others may involve subtle forms of harassment, such as inappropriate comments, gestures (Jones & Wade, 2020), or unwelcome advances (Tews et al., 2019) It is essential to understand that the impact of sexual harassment depends on the perception of the victim, and even seemingly minor incidents can have a profound effect.

Nonetheless,theresponsibilityforsexualharassmentliesentirelywiththeperpetrator,not the victim (Fitzgerald & Cortina, 2018) No one should be blamed or held responsible for the inappropriate actions or behaviours of others.Victimsare not at fault for experiencing harassment,regardlessoftheirclothing,behaviour,orotherfactors(Maswandietal.,2022;Woodet al., 2022) The focus should be on addressing and preventing harassment rather than questioning the actions or choices ofvictims.

The fourth myth is that reporting sexual harassment always leads to immediateresolution Hart (2019) indicates that reporting sexual harassment can be challenging, and resolution may not always be prompt or satisfactory Victims may face various obstacles, including fear of retaliation, disbelief, lack of support, or inadequate organisational responses It is crucial to improve support systems, encourage reporting, and ensure appropriatemeasures are in place to address complaintseffectively.

1.2.2 #Metoomovement, sexual harassment and its related issues inreality

The#MeToomovement is a global social movement that emerged in October2017

tor a i s e a w a r e n e s s a b o u t t h e w i d e s p r e a d p r e v a l e n c e o f s e x u a l h a r a s s m e n t a n d a s s a u l t ,

particularlyintheworkplace(Gibsonetal.,2019).Themovementencouragessurvivorsto share their experiences and aims to combat the culture of silence and stigma surrounding theseissues.

The campaign was initially created by activistTaranaBurke, who began using the phrase“MeToo”in2006tosupportandempowersurvivorsofsexualviolence,particularly women of colour (Daigle, 2021) However, the movement gained significant momentum and visibility in October 2017 when actress Alyssa Milano tweeted, “If you’ve been sexually harassed or assaulted, write ‘me too’ as a reply to this tweet.” This tweet went viral, with millions using the hashtag#MeTooto share their experiences or express solidarity with survivors (Kaufman et al., 2021) The#MeToomovement quickly spread across various social media platforms, with survivors from different countries, industries, and backgrounds sharing their stories (Irshad & Samad, 2021; Tranchese, 2023).Themovement exposed theissue’smagnitude and created a sense of solidarity among survivors,showingthatsexualharassmentandassaultarepervasiveandsystemicproblems affecting individuals from all walks of life (Bongiorno et al., 2020; Rivara et al., 2019) Theseallegationsandsubsequentlegalactionsagainstinfluentialindividualsfueledpublic discussions and demands for change The#MeToomovement has profoundly impacted public discourse (Peleg-Koriat & Klar-Chalamish, 2020), increasing awareness (Castle et al., 2020), accountability (Zhang et al., 2020), and conversations about consent (Clarke-Vivier& Stearns, 2019), power dynamics (Kovach, 2020), and gender equality (Reyes- Menendez et al., 2020) It has created a platform for survivors to be heard, challenged societal norms, and prompted policies, laws, and workplace culture changes to address sexual harassment and assault more effectively (O’Mochain,2020).

1.3.Gapsfrom previousstudies

1.3.1 Thesituation of sexual harassment in theworkplace1.3.1.1.The victims and perpetrators of sexualharassment

individualsacrossvariousindustries,professions,anddemographics (Brunner&Dever,

2014) While it is essential to underscore that anyone can become a victim of sexual harassment, certain groups have been identified as more vulnerable due to various socio-cultural and structural factors.Womenare disproportionately affected, with research suggesting that they are more likely to experience sexual harassment than their male counterparts (Camargo et al., 2017; Quick & McFadyen, 2017) This gender disparity can be attributed to entrenched patriarchal norms that objectify women and devalue their contributions,leadingtoanenvironmentconducivetoharassment(Bongiornoetal.,2020) Moreover, Ram (2018) shows that individuals in lower-ranking positions or those in jobs historicallydominatedbytheoppositesexareatgreaterrisk.Herein,powerdynamicsplay a crucial role, with those in positions of power often exploiting their status at the expense of those who are subordinate or in theminority.

According to Shields et al (2021), young workers, mainly those new to the workforce, are another group frequently victimized They may lack the experience or confidence to navigate workplace dynamics effectively, making them easy targets for harassers.Similarly,individualsfrommarginalisedgroups,includingethnicminoritiesand LGBTQ+ individuals, are more prone to sexual harassment due to societal prejudice and discrimination (Klein & Martin, 2021; Roscigno, 2019; A Schuyler et al., 2020; Sears et al., 2021) These individuals often confront a double burden, as they must contend with sexual harassment and discrimination based on their identity Furthermore, temporary workers (Jacobs et al., 2015; Shaw et al., 2018), contractors(Valantineet al., 2022), or thoseinprecariousemploymentconditions(Reuteretal.,2020)arevulnerableastheymay fear losing their jobs or suffer retaliation if they report incidents of harassment This fear isamplifiedinindustriesthatlackrobustworkerprotectionsorwherethereisasignificant power imbalance between employers andemployees.

In the context of why individuals become victims of sexual harassment, the issueis deeplyrootedinpowerdynamics(Quick&McFadyen,2017),culturalnorms(McDonald, 2012;Wamoyiet al., 2022), and structural inequities (Minnotte & Legerski, 2019) Those in power often use harassment to assert dominance and control over others, particularly in hierarchicalorganisations.Culturalnormsandsocietalattitudesthatnormaliseortrivialise

sexual harassment also contribute to its prevalence For instance, workplaces that tolerate sexist jokes, objectification, or gender stereotyping create an environment where sexual harassmentcanthrive.Similarly,structuralinequities,suchasgenderandracialdisparities in leadership positions, can perpetuate a culture of harassment by reinforcing power imbalances.

The complex interplay of personal, organisational, and societal factors makes specific individuals more susceptible to sexual harassment (Schuyler et al., 2020; Sears et al., 2021; Zurbrugg & Miner, 2016) However, it is essential to note that theresponsibility for sexual harassment lies solely with the harassers and the systems that enable them As such, addressing this issue requires a multi-faceted approach that empowers not only potential victims and encourages reporting (Cheng &Hsiaw,2022; Jacobson & Eaton, 2018) but also promotes cultural and structural changes within organisations (Hennekam & Bennett, 2017) to prevent harassment in the first place It includes cultivating a culture of respect and equality (Johnson et al., 2018), implementing effective anti-harassment policies (Quick & McFadyen, 2017), and holding perpetrators accountable regardless of their position or status within the organisation (Sadler et al., 2018).Wecan only createsafer,more inclusive workplaces for all by tackling the problem at itsroots.

Perpetrators of sexual harassment in the workplace are individuals who engage in unwelcome sexual advances, requests for sexual favours, or other verbal or physical conduct of a sexual nature that creates a hostile or intimidating work environment (Pinaet al., 2009) These individuals may include employees (Davis et al., 2023; Mathews et al., 2019b), managers (Basile et al., 2020; Minnotte & Legerski, 2019), or customers(Kundro et al.,2022).

Moreover, sexual harassment is a form of gender-based violence (Jatmiko et al., 2020; Latcheva, 2017) that can have severe and long-lasting effects on the victims andthe overallworkenvironment(Bondestam&Lundqvist,2020;Høghetal.,2021).Thomasand

Kopel(2023)indicatethatperpetratorsofsexualharassmentoftenexertpowerandcontrol over their victims, utilising their authority or influence to exploit and demean others One common characteristic of perpetrators of sexual harassment is a sense of entitlement anda

belief in their right to objectify or harass others (Loxton & Groves, 2022) They may hold sexist attitudes, reinforce gender stereotypes, and view their targets as objects of sexual gratification rather than as colleagues or professionals (Serrano-Bernal, 2023) Moore and Mennicke(2020)provethatperpetratorsoftendisplayalackofempathyanddisregardfor the feelings and well-being of others, focusing solely on their desires and self-interest In some cases, perpetrators may perceive their behaviour as harmless or even as a form of flirting, failing to recognise the impact of their actions on the victims (Pina et al.,2009).

Bell et al (2018) demonstrate that perpetrators of sexual harassment in the workplace may also use intimidation and coercion tactics to maintain control over their victims They may use threats of retaliation, such as demotion, termination, or denial of promotions, to silence the victims and prevent them from reporting the harassment Additionally, perpetrators may create a hostile work environment by spreading rumours, derogatorycomments,orengaginginverbalorpsychologicalabuse(Espelageetal.,2016) It can contribute to a climate of fear and silence, making it difficult for victims to come forward and seek support (Bendixen & Kennair, 2017; Stubbs-Richardson et al.,2018).

1.3.1.2.Reasons for sexual harassment in theworkplace

Quick and McFadyen (2017) indicate that sexual harassment in the workplace is a pervasive issue that has severe implications for both individuals and organisations based ondifferentreasons.Oneoftheprimaryargumentsisthatitoccursduetopowerdynamics It is a multi-faceted dimension that includes both official and perceivedpower.Official powerreferstothehierarchicalstructurewithinanorganisationwhereindividualsinhigher positions have more control than those in lower positions (Bakker & deVries,2021; Hessels et al., 2017; Pinion et al., 2017) On the other hand, perceived power refers to an individual who has influence over others, which can derive from factors such as charisma or personal connections (LePine et al., 2016; Sun et al., 2016) Tinkler and Zhao (2020) prove that power can be misused to exploit or dominate others, leading to sexual harassment An individual in a position of power may feel

anddis re ga rd fo ro th er sca nma ni fe st as s e x u a l ha ras sme nt, as t h e a g g r e s s o r u s e s th e ir

power to coerce, intimidate or otherwise exploit their victim It is not to say that all individuals in positions of power will engage in sexual harassment, but rather that the power dynamics within an organisation can create conditions in which sexual harassment is more likely to occur.

The second main reason for sexual harassment in the workplace is the perpetuation ofdiscriminatoryandsexistattitudes(Tayloretal.,2018).ShiandZheng(2020)arguethat despite advancements in gender equality, a persistent cultural undercurrent still views women as objects or inferior to men This cultural narrative, which often goes unnoticed or unchallenged, can infiltrate the

Darke(1990),SundaramandJackson(2018),andHenryandFlynn(2019)statethatsexual harassment often manifests these attitudes, serving to degrade, humiliate, and objectify women It can occur in several ways, from blatant acts such as unwanted sexual advances to subtler forms of discrimination like belittling comments or inappropriate jokes (Marín et al., 2021; Mills & Scudder, 2023) Furthermore, these attitudes can also contribute to a culture of silence around sexual harassment, where victims feel unable or unwilling to report incidents for fear of not being believed, being blamed, or facing retaliation (Ford et al., 2021; Spiliopoulou & Witcomb, 2023) This culture of silence can further perpetuate the problem, as it allows perpetrators to act with impunity and discourages victims from seeking help orredress.

The third reason for sexual harassment in the workplace, as stated by Ram (2018), is the lack of effective policies and enforcement mechanisms Organisations may have formal procedures to prevent and address sexual harassment Still, if these policies arenot enforced,oremployeesarenotawareofthem,theywilldolittletodeterpotentialharassers Furthermore, policies focusing merely on compliance without addressing the underlying issues of power dynamics and discriminatory attitudes are unlikely to result in significant change (Carstensen, 2016) Sadler et al (2018) said that effective sexual harassment prevention requires transparent and enforceable policies and a commitment from leadership to create a respectful and inclusive culture It includes regular training on what constitutessexualharassmentandhowtorespondtoit,establishingclearproceduresfor

reportingandinvestigatingcomplaints,andensuringthatperpetratorsareheldaccountable fortheiractions.Withoutthiscommitment,policiesandpracticeswilllikelybeineffective andmayevencontributetoacultureofcomplacencyandsilencearoundsexualharassment.

1.3.1.3.Cultural viewpoints on sexual harassment in theworkplace

Workplacesexual harassment is a universal concern, yet cultural contexts can significantly influence perceptions and interpretations Cultural norms and values shape understanding of what constitutes appropriate behaviour, and therefore, the threshold for what is considered sexual harassment can vary across cultures (Pina et al., 2009) According to Mishra and Stair (2019), in patriarchal cultures, traditional gender roles can normalise power imbalances, leading to a higher tolerance for sexual harassment In such societies,unwelcomesexualadvancesmaybedismissedas“normal”behaviour,makingit less likely to be reported and more difficult for victims to seek redress (Merkin & Shah, 2014) On the contrary, in cultures emphasising gender equality, sexual harassment is typically more easily identifiable and less tolerated (Choi, 2021) However, cultural dichotomies can also exist within a society due to ethnicity, religion, or socioeconomic status, leading to varied perceptions of sexual harassment (Berdahl & Moore, 2006) Moreover, the cultural stigma associated with being a harassment victim can deter individuals from reporting incidents, contributing to underreporting and the perpetuation of harassment Thus, a culturally sensitive approach is critical in addressing sexual harassment and fostering a safe and inclusive work environment (Marcus et al., 2020;Welsh,1999).

Overtime,sexualharassmentintheworkplacehascomeunderworldwidescrutiny,as it presents a significant barrier to gender equity and respect for human rights.However, theviewsandresponsestothisissuevarysignificantlyacrossculturalcontexts,influenced by diverse sociopolitical systems, religious beliefs, and historical backgrounds (Boyer, 2022; Fitzgerald & Cortina, 2018; Minnotte & Legerski, 2019) According to Cassinoand Besen‐Cassino (2019), in the United States, cultural viewpoints concerning sexual harassment in the workplace have evolved significantly over the past few decades, primarilyduetoshiftsinsocietalattitudesandchangesinlegislation.TheU.S.wasoneof

t i n g p e r s o n a l r i g h t s a n d f r e e d o m s , c a n sometimes isolate victims, making it challenging forthem to seek support (Clarke,2020;Jones&Wade,2020;Stockdaleetal.,2020).Additionally,thepowerdynamicsin manyAmericanw o r k p l a c e s , w h e r e h i e r a r c h i c a l s t r u c t u r e s d o m i n a t e , c a n d e t e r v i c t i m s f r o m reportingincidents,mainlywhentheharasserisinapositionofpower(Clarkeetal.,2016).I n contrast, the United Kingdom has developed a robust legal frameworkandsolidsocietal attitudes against workplace sexual harassment (Collier &Raney,2018).T h e EqualityAct2010providescomprehensiveprotectionagainstsuchbehaviour,andtheU.K governmenthasbeenactiveinimplementingpoliciesthatencouragesafeandrespectfulwo rkplaces(Fell&Dyban,2017;Wintemute,2016).However,culturalviewpointspresentparticularchallenges.T heBritishculture’straditionalemphasisonpolitenessandthedesireto avoid “making a fuss” (Culpeper et al., 2019; Mills & Kádár, 2011) cani n h i b i t victimsfrom reporting incidents Furthermore, Krook

Meanwhile, in Thailand, a Southeast Asiancountry,the cultural perspectives on sexual harassment in modernisation are influenced by traditional norms and rapid modernization (Newman et al., 2021; Suriyasarn, 2016) Despite thecountry’sprogress inwomen’srights, traditional gender roles and societal expectations often create barriers to recognising and addressing sexual harassment Thai culture’s emphasis on harmony and non-confrontation can deter victims from reporting incidents for fear of creating conflict

or disrupting workplace relationships (Noonin, 2017; Samthong, 2022) Furthermore, “kreng jai” - a social norm that encourages deference to seniors and authorities (Areemit et al., 2021; Hilderbrand, 2020)- can make it difficult for victims to speak out against harassers in positions ofpower.According to Puchakanit and Rhein (2022), Thailand has lawsagainstsexualharassment.Still,enforcementisoftenweak,andsocietalattitudescan doubt the credibility of victims, particularly when they challenge potentfigures.

In India, cultural attitudes towards sexual harassment in the workplace are deeply influenced by thecountry’spatriarchal social structure (Sambaraju, 2020) Despite legal protections offered by the Sexual Harassment ofWomenatWorkplace(Prevention, Prohibition, and Redressal) Act, 2013, many cases go unreported Factors contributing to this include social stigma, fear of retaliation, and the cultural expectation that women shouldprioritisefamilyhonouroverpersonalwell-being.Thedeeplyentrenchednotionof ‘izzat’ or honour often dissuades victims from reporting incidents, as it could be seen as bringing shame to the family (Sonkar et al.) Furthermore, in many parts of India, women are expected to conform to traditional norms of modesty, and violations of these expectations can lead to victim-blaming

natureofIndiansociety,emphasisingdeferencetoauthority,furthercomplicatestheissue, as it can discourage victims from voicing out (Gupta & Garg,2020).

Vietnam, a Southeast Asian nation, represents a complex interplay of cultural, social, and institutional factors that contribute to the perception and response to sexual harassment in the workplace (Binh, 2017) According to Truong et al (2017),Vietnamese society is rooted in Confucian values, emphasising family honour, socialharmony,and respect for authority These entrenched values can create a cultural barrier to acknowledging and addressing personal issues (Luu et al., 2009) The notion of “saving face,” prevalent in Vietnamese culture (Nguyen, 2015), can deter victims from reporting harassment due to fear of embarrassment, stigma, or damaging their family’s reputation Additionally, hierarchical power dynamics, another critical aspect of

discouragesubordinatesfromchallengingorquestioningtheirsuperiors,makingitdifficult

forvictimstospeakoutagainstharassershigherupintheorganisationalstructure(Truong et al.,2017) Moreover, traditional gender norms and stereotypes further exacerbate the problem Nguyenetal.(2020)statethatgenderrolesinVietnamoftenrelegatewomentosubordinate positions in the workplace, making them more susceptible to sexual harassment.Womenare frequently expected to endure such behavioursilently,as speaking up might be seenas challenging the status quo and disrupting the workplace (Imron et al., 2017;Yountet al., 2016) The societal expectation that women should be modest and not draw attention to themselves can also lead to victim-blaming, where the victims of harassment are held responsible for the incident, questioning their conduct, attire, or behaviour (Huong &Ly,2021; Phan,2023).

Furthermore, Uyen (2021) indicates that the lack of clear legal definitions and regulationsconcerningsexualharassmentinVietnameselabourlawsmakestheissuemore challenging The ambiguity and lack of clarity in legal provisions can lead to underreporting,asvictimsmaybeunsureabouttheirrightsortheproceduresforreporting harassment Also, the lack of institutional support systems, such as confidential reporting mechanismsorpracticalanti-harassmenttraininginmanyVietnameseworkplaces,addsto

theproblem(Phan,2023).Employersoftenlacktheawarenessorresourcestodevelopand implement effective policies to prevent and respond to sexualharassment.

In Vietnam, where traditional gender roles and norms are still prevalent, sexual harassment in the workplace is a particularly pressing issue, and female workers have experienced some form of sexual harassment in the workplace (Phan, 2023) Nguyen and Rydstrom (2022) suggest that sexual harassment in the workplace is a significant problem inVietnamand that it can harm employees' job performance because the worse the performance is, the higher the level of job stress will be AlthoughVietnamhas made significant strides in promoting gender equality, cultural barriers rooted in traditional values,gendernorms,andinadequatelegalandinstitutionalframeworkscontinuetohinder the recognition and redressal of sexual harassment int h e w o r k p l a c e A d d r e s s i n g t h e s e

issues requires a comprehensive approach that includes cultural change, legal reform, and institutional capacity building.

1.3.1.4.Examining methods of sexual harassment in theworkplace

One of the critical issues is the reliance on self-reporting mechanisms to ascertain the prevalence of sexual harassment According to Boot (2016), many individuals experiencing harassment never report the incidents to their superiors, primarily due tofear of retaliation, stigma, or disbelief in the Equal Employment Opportunity Commission of the US (2016) Consequently, self-reporting data may significantly underestimate the actual prevalence of sexual harassment, thereby influencing policy and intervention strategies that are based on suchdata.

Another issue is the ambiguity in the definition of sexual harassment While it is generally accepted to include unwelcome sexual advances, requests for sexual favours, or other verbal or physical conduct of a sexual nature, contextual interpretation varies significantly across different cultures, legal frameworks, and individual perceptions (McDonald,2012).Thisambiguitycanleadtoinconsistenciesinidentifyingandreporting incidents, compromising evaluation methods’ reliability andvalidity.

The use of anonymous surveys is a standard method for assessing sexual harassment However, these surveys also present issues They depend heavily on the respondents’ honesty and willingness to disclose sensitive information, which could be dismiss the allegations Moreover, organisational culture can play a significant role in influencing the outcomes of such investigations In a culture that does not emphasise respect and equality, victims might not be believed, and perpetrators may not face practical consequences (Berdahl et al.,2018).

Furthermore, victim interviews, a crucial part of any investigation, have their challenges The emotional toll on victims, the potential for re-traumatisation, and the difficulty in recalling events can all affect the reliability of these interviews Additionally, it is critical to ensure that investigators receive proper training to conduct sensitive interviews in a manner that is both supportive and effective.

The methods for examining and evaluating sexual harassment in the workplace are plagued by underreporting, definition ambiguity, survey limitations, investigative impartiality,andthechallengesassociatedwithvictiminterviews.Theseproblemscallfor a more comprehensive and nuanced approach to studying and addressing sexual harassment beyond the prevalent methods Designing and implementing strategies that encourage reporting, standardising definitions, improving survey methodologies,ensuring objective investigations, and providing better support for victims during interviews are crucial Such improvements can lead to a more accurate understanding and moreeffective prevention of sexual harassment in theworkplace.

1.3.2 Jobburnout: from physical to mentalburdens

1.3.2.1.Introduction, elements, and consequences of jobburnout

The American psychologist Freudenberger (1970) first used the phrase "job burnout" to describe a state of ongoing physical and emotional tiredness that is frequently accompanied by emotions of depersonalisation, alienation, and a sense of ineffectiveness at work Job burnout can seriously affect personal and professional lives and is not just a passingfeelingofexhaustionorapathy(Maslach&Leiter,2022).Itisachronic,crippling condition According to Maslach and Jackson (1984), burnout is characterized by three main dimensions: emotional exhaustion, depersonalisation, and reduced personal accomplishment Emotional exhaustion refers to feeling emotionally overextended and depleted of one's emotional resources.

responsetowardsone'sservice,care,treatment,orinstructionrecipients.Reducedpersonal accomplishment refers to a decline in one's feelings of competence andachievement.

Job burnout has a complex aetiology, with several factors influencing its start and development Choy andWong(2017) indicate that chronic occupational stress that has not

been effectively managed is one of the leading causes These include an excessive workload, a lack of control over work circumstances, insufficient incentives for effort, a lackofworkplacecommunity,alackoffairness,andopposingvalues.Personalityqualities and mental processes like pessimism and perfectionism can make someone more prone to burnout (Bianchi & Schonfeld, 2016; Thakre & Sebastian, 2021) Frustration and, eventually, burnout can result from a mismatch between an employee's efforts andtherewards they receive, whether monetary, in the form of advancement possibilities or recognition(Colletal.,2019;Gongetal.,2021).Additionally,alackofsocialsupportcan makepeoplefeelmorealoneandstressed,leadingtoburnoutatworkandintheirpersonal lives (Winnubst,2017).

Jobburnoutisaseriousproblemthatcansignificantlyimpactindividualemployees and organisations In recent years, there has been growing interest in the level of job burnout in different countries worldwide A study by Luceño-Moreno et al (2022) shows higher levels of job burnout in Asian countries such as Japan, China, and India because of long working hours, high levels of stress,

canpressureemployeestoworklonghoursandnottaketimeoffforrelaxation.Incontrast, Alexandrova-Karamanovaetal.(2016)showthatEuropeancountrieshavelowerlevelsof

jobburnout,forinstance,intheNetherlands,Denmark,orSweden,sincetheyhaveshorter working hours, more generous vacation policies, and a stronger emphasis on work-life balance.Highlevelsofjobburnoutleadtonegativeconsequencesforbothindividualsand organisations For individuals, job burnout can lead to physical health problems, such as fatigue, headaches, and sleep problems (Madigan et al., 2023) or mental health problems, such as depression and anxiety(Yue t a l , 2 0 2 1 ) F o r o r g a n i s a t i o n s , a c c o r d i n g t o S p i e l b e r g e r andReheiser(2020),jobburnoutcanleadtodecreasedproductivity,increased

absenteeism, and higher turnoverrates.

1.3.2.2.Job burnout - an obvious problem in the hospitalityindustry

Job burnout is a severe problem in the hospitality industry (Kim et al., 2007) Severalfactorscontributetojobburnoutinthehospitalityindustry.Hospitalityworkersare often required to work long hours (BiyanWenet al., 2020;Wonget al., 2021b), dealw i t h

demanding customers (Moyeenudin & Anandan, 2020), and meet demanding deadlines (Codling et al., 2022) These factors create feelings of exhaustion,anxiety,and depression (Grobelna, 2021) Another factor contributing to job burnout in the hospitality industry is the lack of control hospitality workers have over their work (Chela-Alvarez et al., 2021;Wong&Chan,2020).Besides,Wongetal.(2021a)statethathospitalityworkersareoften required to follow strict rules and procedures, which can lead to frustration and helplessness Grobelna (2021) also proves that the lack of support from management can alsocontributetojobburnoutinthehospitalityindustry.Hospitalityworkersoftenfeellike they are not appreciated or valued by their managers, leading to isolation andloneliness.

Job burnout can have numerous negative consequences for hospitality workers, according to Salama et al (2022), such as decreased job satisfaction, increased absenteeism, and lower productivity Besides, Melamed et al (2006) state that itimproves health problems like heart disease,

negativelyimpactsthehospitalityindustry.Burnoutincreasestheturnoverrate(BiyanWenet al., 2020), which can be costly and damage the reputation of hospitality businesses(Wanget al.,2020a).

Although burnout at work has been researched in different aspects, and itsnegative results are anticipated, the main reasons contributing to the formation of job burnout are unclear Besides, the existing research on job burnout in the hospitality industry has primarilybeenconductedinWesterncontexts.Thereisaneedformorestudiesthatexplore this issue in different cultural and regional settings, for instance, in Asian countries, as managementpracticesandwork-lifebalancenormscanvary.Furthermore,theintersection of gender, race, and other social categories can significantly influence experiences of job burnout However, there is a lack of research examining how these intersecting identities influence burnout in the hospitalityindustry.For example, women and racial or ethnic minoritiesoftenfaceadditionalstressorsintheworkplace,whichcouldexacerbateburnout Understanding these dynamics could help develop more inclusive and effective management strategies to solve related issues and retain valuedemployees.

1.3.3 Theglobal issue of labour turnover: a problem of the hospitalityindustry

Labourturnover,therateatwhichemployeesleaveanorganisationandarereplaced (Allen, 2012; Colvin, 2019), is a critical concern for businesses worldwide due to its potentialimpactonorganisationalperformanceandproductivity.Severalcausescontribute to this phenomenon, often divided into voluntary and involuntary turnover (An, 2019; Shepherd et al.,2020).

AccordingtoZhangetal.(2019),employeesquitvoluntarilywhendissatisfiedwith their jobs, lack workplace engagement, have poor work-life balance, have limited professional growth prospects, or have inadequate remuneration and benefits Job dissatisfaction can stem from a myriad of sources, including poor management practices (Hight et al., 2019), lack of recognition (Thant & Chang, 2021), or a negative workplace culture(Tran,2021).AroraandWagh(2017)statethatwork-lifebalanceissuesoftenarise when employees struggle to manage their professional responsibilities alongside personal commitments, leading to burnout and eventual departure Limited career advancement opportunities can cause employees to seek growth elsewhere, while inadequate compensation and benefits can make other job offers moreattractive.

According to Shaw et al (1998) and Rubenstein et al (2019), involuntary turnover is when the organisation decides to terminate the employment relationship, typically due to poor performance, misconduct, or organisational restructuring Poor performance can result from a lack of skills or motivation, while misconduct can involve violations of companypoliciesorethicalstandards(Goodhewetal.,2008).Organisationalrestructuring, according to Barrick et al (1994),Wangand Sun (2020), and Lin and Huang (2021), including downsizing or outsourcing, can also lead to involuntary turnover as roles are eliminated or changed Moreover, external factors such as economic conditions, labour market trends, and industry-specific factors can influence turnover rates (Al-Suraihi et al., 2021;Ayodeleet al., 2020) For instance, during periods of economic growth, employees may feel more confident about seeking new opportunities, leading to increased voluntaryturnover.

Conversely, involuntary turnover may rise during economic downturns due tocost- cutting measures Labour market trends, such as a shortage of skilled workers in specific industries, can also contribute to turnover as employees are lured away by more attractive offers (Ramlawati et al., 2021) Labour turnover is a complex issue influenced by various internal and external factors Understanding these factors is crucial for organisations to develop effective retention strategies and maintain a stable, productiveworkforce.

The hospitality industry is a labour-intensive industry (Chang et al., 2020;Wanget al., 2022), and employee turnover is a significant challenge for businesses in this sector (Basnyat & Clarence Lao, 2020b; Dwesini, 2019; Nickson, 2007) In the United States, according to Frye et al (2020), the annual turnover rate for restaurant workers is 73%, morethandoubletheaverageturnoverrateforallindustries(30%).Thishighturnoverrate can have numerous negative consequences for hospitality businesses, including increased costs, decreased productivity, and lower customer satisfaction (Choi, 2006; Iverson &Deery,1997; Khan et al., 2021) Several factors contribute to the high turnover rate in the hospitality industry, such as low wages (Jolly et al.,

etal.,2022),inconvenientshiftsonweekendsandholidays(Yuetal.,2022),orpoorwork-lifebalance(Andradeetal.,2021).AccordingtoAbo-MuradandAbdullah(2019),thehigh turnover rate in the hospitality industry increases costs, including hiring and training new employees and overtime costs It also decreases productivity because new employees are often less productive than experienced employees, and it can take time to learn the ropes (Al-Suraihi et al., 2021; Dalgic & Akgunduz, 2022) Kurdi et al (2020) and Mohsin et al (2023) point out that high turnover can also lead to lower customer satisfaction since experienced and knowledgeable employees serve them when experienced and knowledgeable employees servethem.

Despite the extensive research on labour turnover in the hospitality industry, there are still significant gaps in understanding the nuanced relationship between management practices, workplace harassment, and employee attrition Much of the existing literature has focused on general factors contributing to turnover, such as job satisfaction, compensation,a n d w o r k -l i f e b a -l a n c e , w i t h -l e s s e m p h a s i s o n t h e r o -l e o f m a n a g e m e n t

practices and workplace harassment While some studies have explored these areas, they often lack a comprehensive approach, failing to consider the interplay between management behaviour, harassment, and the subsequent impact on employee turnover.

Furthermore, most of these studies are cross-sectional, providing a snapshot of the situation at a particular time but not capturing these relationships' dynamic and evolving nature over time Another significant research gap lies in the lack of studies that explore the differential impact of management practices and workplace harassment on various demographic characteristics of the hospitality industry A diverse workforce characterizes the sector, and it is plausible that the experiences and responses to management practices and harassment vary across different groups For instance, the experiences of part-time workers, who constitute a significant portion of the hospitality workforce, may differ significantly from those of full-time employees Similarly, employees' experiences from different cultural backgrounds, age groups, or genders may also vary Yet, the current research often treats the hospitality workforce as a homogenous group, potentially overlooking essential nuances.

This gap is particularly concerning given the increasing recognition of the importance of diversity and inclusion in the workplace Therefore, future research should addressthesegaps,providingamorenuancedandcomprehensiveunderstandingoflabour turnover in the hospitalityindustry.

1.3.4 Thedilemma of psychological empowerment atwork

hasgarneredsignificantattentionwithinorganisationalresearch.Itencapsulatesasenseof self-efficacy, autonomy, meaningfulness, and impact (Spreitzer, 1995) Despite its recognised importance for

Bartol,2010),theoperationalisationofpsychologicalempowermentanditseffectsonwork outcomes continue to present a dilemma for both researchers and practitioners One area of contention is the degree to which psychological empowerment is a state or a trait characteristic Joo et al (2019) also conceptualised empowerment as a cognitive state characterised by the four dimensions above.

However,subsequentresearchhassuggestedthatdispositionalfactorsmayalsoplay a crucial role, implying that psychological empowerment could also be considered a trait (Seibert et al., 2011) This distinction has significant implications for the development of interventions aimed at increasing empowerment If empowerment is state-like, situational changes may be effective, but if it is trait-like, interventions might need to focus more on selection and training processes Another dilemma concerns the mediating mechanisms through which psychological empowerment influences work outcomes (Spreitzer, 1995) proposed that empowered employees experience increased intrinsic motivation, leadingto higher performance.Yet,other scholars have identified organisational support, job characteristics, and leadership styles as potential mediators (Maynard et al., 2014) The relative contributions of these mediators are not fully understood, and this complicatesthe design of organisational interventions aimed at fostering employeeempowerment.

Further complicating the issue is the cultural context in which psychological empowermentisstudied.ResearchhasprimarilybeenconductedwithinWesterncontexts, with findings potentially reflectingWesternvalues of individualism and autonomy (Liden et al., 2000) The extent to which these findings are generalisable to collectivist cultures, where group harmony and conformity may be more highly valued, remains an open question Researchers must consider cultural nuances when examining psychological empowerment in non-Western settings(Aydogmuset al., 2018).Lastly,the measurement of psychological empowerment has raised methodological concerns While Spreitzer's Empowerment Scale (1995) is widely used, the dilemma lies in whether self-reports can accurately capture the construct The subjective nature of empowerment could lead to biases in self-report measures, potentially inflating relationships with other constructs (Schermuly et al., 2013) It has led to calls for the use of multi-rater or objective performance measures to validate self-reported empowermentlevels.

According to Huertas-Valdivia et al (2019), psychological empowerment in the hotel industry is a critical factor that shapes employees' experiences and reactions to variousworkplacedynamics,includingtheperceptionandtoleranceofsexualharassment Psychological empowerment can be understood as the process through whichh o t e l

employees gain a sense of control over their work environment, fostering a belief in their competence, autonomy, and ability to make a significant impact on their work (Llorente-Alonso et al., 2023; Spreitzer, 2007) In this context, the four dimensions ofpsychological empowerment —meaning, competence, autonomy, and impact—can serve as buffers against the harmful effects of sexual harassment by altering employees' perceptions and responses to such incidents When hotel employees feel a high level of psychological empowerment, they may be more likely to recognise and label inappropriate behaviour as sexualharassmentduetoastrongersenseofself-worthandawarenessoftheirrights(Ozer & Schotland, 2011) Empowered employees, feeling competent and self-determined, are more likely to take proactive steps against harassment, such as reporting the behaviour or confronting the perpetrator (Fitzgerald et al., 1997) Conversely, a lack of psychological empowermentmaycontributetoamorepermissiveenvironmentwheresexualharassment

mightbeperceivedasanormativeaspectoftheworkculture,particularlyinindustrieslike hospitality, where gendered customer service expectations can blur the lines of acceptable behaviour(Stander&Rothmann,2010).Employeeswhodonotfeelempoweredmaylack the confidence to speak up against harassment or may fear retaliation, leading to underreporting and perpetuation of the issue (Fitzgerald et al.,1997).

Moreover,therelationshipbetweenemployeesandmanagementplaysacrucialrole in psychological empowerment and its influence on perceptions of sexual harassment Supportive management practices that foster employee empowerment—such as providingautonomy,resources, and opportunities for skill development—can create an environment where sexual harassment is less tolerated, and victims feel more supported in reporting incidents (Kang et al.,2020).

In conclusion, psychological empowerment at work encompasses a broad range of implications for employee well-being and organisational effectiveness However, the dilemmas surrounding its conceptualisation as a state or trait, mediating mechanisms, cultural universality, and measurement issues pose challenges to the advancement of empiricalresearchandthepracticalapplicationsofempowermenttheoryintheworkplace.

Futureresearchmustaddressthesedilemmasthroughmethodologicallyrobuststudiesthat

extend across diverse cultural contexts and consider both individual and situational factors influencing psychological empowerment.

1.4.1 Generalobjective

The thesis examines and evaluates the relationships among sexual harassment, job burnout, and labour turnover in hospitality in Vietnam The study also assesses the moderating effects of psychological empowerment in awareness, perceptions, and reactionstowardssexualharassmentanditsoutcomesinthehotelindustry.Theresultwill suggest relevant theoretical implications from the collected and analysed data for future research It also has a managerial impact on hotels to sustain and develop a robust human resource foundation, increase employees’ motivations and commitment, promote future financial development, and, more importantly, preserve a clean and healthy working environment for hotels inVietnam.

1.4.2 Objectives indetails

There are three main detailed objectives for the thesis including:

Objective1:Examiningandevaluatingtherelationshipsamongsexualharassment, job burnout, and

Objective 2:Examining and evaluating the moderating effects of psychological

empowerment in the three relationships: (1) sexual harassment to job burnout, (2) job burnout to labour turnover, and (3) sexual harassment to labour turnover.

Objective 3:Providing theoretical and managerial implications for the hospitality

industry’s future sustainability.

1.5.Research questions

The following research questions are to fulfil the research objectives of this thesis:Question

1:How negative are the relationships among sexual harassment, job burnout, and labour

turnover in the hospitality industry in Vietnam?

Question2:I s thereanynegativedirectinfluenceofsexualharassmentonlabourturnover and indirect effect

from the mediating roles of job burnout in the hospitality industry in Vietnam?

Question 3:Does psychological empowerment have negative moderation roles in the

relationshipsamongsexualharassment,jobburnout,andlabourturnoverinthehospitality industry inVietnam?

Question 4:What implications could be withdrawn from the research to apply for both

academic and natural working environments in the hospitality industry in Vietnam?

1.6.Research subjects andscopes

1.6.1 Subjects

The subjects of the thesis are employees working in the luxury hotel industry in Vietnam They had experienced sexual harassment in the workplace at least once, felt burnout and decided to change their jobs within 12 months The subjects can be from different nationalities, but they must work in hotels in Vietnam, regardless of 4 or 5-star hotels, in various departments, including front of the house (such as front desk, food and beverages, concierge or customer service) and back of the house (like housekeeping, sales and marketing,finance,andlikewise).Theagerangesvaryfrom18yearsoldtoretirementage of 65 All heterosexual and homosexual groups are welcome to take part in theresearch.

1.6.2 Scopes

Theoretical scope:The thesis utilises three main theories to explain the relationships of

variables, which are Conservation of resource (COR), Social Cognitive theories (SCT), and Cultural Dimension Theory (CDT) Besides, the new concept of Psychological empowerment is considered a moderator to justify the result of each relationship The central idea of sexual harassment in the workplace represents one of the main external reasons for job burnout Labour turnover is a concept that represents individual action resulting from sexual

in three positions: management, supervisory, and staff It ensures different viewpointsand outcomes regarding the issue of sexualharassment.

Timingscope:Theresearchthesiswasconductedthroughmanyadjustmentsduring implementation The

official thesis implementation time is from 2021 to 2023 The interview with experts will take place in June 2023, and the time to collect survey questionnaires (both pilot and official survey) will be from July to October2023.

1.6.3 Researchmethods

The research utilises qualitative research and quantitative research methods While thequalitativemethodissolelyusedinadjustingaresearchmodelandmeasurementscales, quantitative research is the primary method used in Pilot tests and officialresearch.

Sexual harassment and its influences in the workplace are too sensitive to be discussed publicly; therefore, it is ideal to discuss it privately with in-depth interviews (Nguyen, 2013b, p 110) The qualitative research method assists the research model and the research scale amendment The interviews will be jotted down and recorded based on the questions or topics However, the order and ways of asking questions may depend on the context and characteristics of the interviewees The results from in-depth interviews will be collected and adjusted to suit the Vietnamese context and will later form a draft scale for the pilot test and official quantitative research.

The study uses descriptive and inferential statistics to fulfil different purposes Descriptivestatisticsareusedtoanalysethestudysample.Inferentialstatisticsareapplied to test the model and research hypotheses to determine the relationships among concepts in the researchmodel.

The PilotTest(n = 50):Data from the pilot test is analysed with Cronbach Alpha to

examine validity and reliability before being tested with Exploratory Factor Analysis(EFA)toobservetheconvergentanddiscriminantvaluesofthevariablesinthescale.Only

valid variables will be represented in the official survey using the quantitative research method.

The official research (n = 270):The thesis conducts a survey using a final

questionnaire The scales will be retested for reliability, validity, convergent, and discriminant by Cronbach’s Alpha andEFAbefore being evaluated by analysing the PLS- SEM software’s measurement and linear structural models The PLS-SEM method is essential because this method allows for handling a small sample size The study used the PLSBootstrappingtechniquewitharepeatedsamplesizeof5,000observationstotestthe

The general research framework:sexual harassment will significantly influence

labourturnoverdirectly.Jobburnoutisalsoanundesirableresultofsexualharassmentand a mediating part leading to labour turnover Psychological empowerment has moderating effects on relationships among sexual harassment, job burnout, and labourturnover innovative perspective, emphasizing the correlation and causal relationships among sexual harassment, job burnout, and labourturnover.

Sexual harassment in the workplace is a pervasive issue that has been extensively studied, but its impact on job burnout and labour turnover is under-researched The proposed research aims to delve into this less-explored area, i.e psychological empowerment, hypothesizing that sexual harassment contributes to job burnout and increases labour turnover This triadic relationship, if established, would provide deeper insights into the psychological and social phenomena in the workplace, enriching the existing body of knowledge.

Job burnout, characterized by exhaustion, depersonalisation, and decreased professionalefficacy,isafrequentconcernintoday’sfast-pacedworkenvironments.While

theliteraturehaslinkedjobburnoutwithhighturnoverrates,theroleofsexualharassment as a contributing factor to this burnout-turnover link is yet to be thoroughly examined By investigatingthepotentialinfluenceofsexualharassmentonjobburnout,theresearchwill contribute a new dimension to understanding burnout drivers and their subsequent impact on labourturnover.

Labour turnover, often an organisational challenge, has been linked with direct and indirect costs such as recruitment, training, and loss of productivity While the links between job burnout and turnover have been established, the role of sexual harassment as a precipitating factor in this dynamic has not been thoroughly explored The thesis will, therefore,notonlyyieldinsightsintotherootcausesofturnoverbutalsoprovideactionable strategies for organisations to mitigate this costlyissue.

The proposed research will be novel in its methodology as well Most previous research in the same area preferred using qualitative methods, but this thesis implements the quantitative method By employing a quantitative approach, the study will provide a more nuanced understanding of the complex dynamics among sexual harassment, job burnout, and labour turnover This methodological novelty will allow us to capture the depth and breadth of employees’ experiences and provide more comprehensive insights.

The implications of this novel research are multifold For academia, it will fill a significant gap in the literature, fostering a more comprehensive understanding of the interplay between sexual harassment, job burnout, and labour turnover Understanding these dynamics could lead to more effective interventions for organisations to reduce sexual harassment, curb job burnout, and decrease labour turnover The findings could inform policymakers of legislative and regulatory measures to protect employees from sexual harassment and job burnout.

This study aims to contribute significantly to academic knowledge, practical organisational strategies, and public policy by exploring an under-researched area Drawingfrompsychology,sociology,andbusinessstudies,thisinterdisciplinaryapproach offers a comprehensive and innovative perspective on the complex issues of workplace dynamics.