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Workplace Harassment and Employee Wellbeing: A Study of Hotels

in Owerri Municipality, Imo State Nigeria

Chiemeka Onyema

, Ruth Chinwendu Cyprian

Department of sociology, Imo State University Owerri, Nigeria

*Corresponding Author

DOI: https://doi.org/10.47772/IJRISS.2025.91200018

Received: 10 December 2025; Accepted: 16 December 2025; Published: 31 December 2025

ABSTRACT

This study investigated the effect of workplace harassment on employee wellbeing in hotels in Owerri

Municipality, Imo State, Nigeria. The study specifically examined the impact of verbal and physical harassment

on employee job satisfaction and self-esteem in selected hotels in the Municipality. The study was grounded on

Conservation of Resources Theory. A descriptive cross-sectional research design was employed targeting hotel

employees. Data were collected from 143 hotel employees using a structured questionnaire. The data analysis

involved frequency distribution, mean, standard deviation, and regression analysis. The findings revealed that

verbal harassment significantly reduces employee job satisfaction, leading to disengagement, emotional

exhaustion, and high turnover intentions. Physical harassment was found to negatively impact employee

selfesteem, causing anxiety, fear, and reduced workplace confidence. The regression analyses revealed a strong

negative relationship between verbal harassment and job satisfaction (β

= −0.62, p < 0.05), and a strong negative

relationship between physical harassment and self-esteem (β

= −0.683, p < 0.05). The results suggest that the

two forms of harassment had significant negative impact on employee wellbeing. The main conclusion drawn

from the study is that, workplace harassment hampers hotel employees’ job satisfaction and self-esteem, leading

to poor wellbeing, a precursor to poor job performance. The consequences of hotel employees’ poor job

performance may include poor customer service delivery, low customer satisfaction, customer attrition, and

financial losses. In all, the growth, sustainability, and survival of the hotels are imperiled when workplace

harassments are not adequately addressed and the negative consequences skillfully mitigated.

Keywords: Employee wellbeing, Job satisfaction, Physical harassment, Verbal harassment, workplace

harassment,

INTRODUCTION

Work is a fundamental aspect of human existence. It is through work that human beings meet their needs and

express themselves. Work, as an exertion of mental and physical power, is usually undertaken in a designated

environment known as the workplace. A workplace is ideally designed to be where workers can find some sort

of fulfilment and security. This is not always the case, as some workers experience different forms of workplace

harassment.

Workplace harassment has emerged as a critical issue affecting employee wellbeing. Workplace Harassment can

be defined as behaviours or actions that create a hostile work environment and negatively impact an employee’s

psychological, emotional, and professional wellbeing. It encompasses [toxic] behaviours ranging from verbal

abuse and bullying to sexual harassment and incivility, which can result in severe emotional and psychological

distress for employees (Oriade, Osinaike, & Adebayo, 2024).

Scholars have continued to investigate the forms, causes, consequences, and moderation of workplace

harassment in different industries and countries. For instance, Yoo and Lee (2018) examined the associations

between workplace bullying and employee wellbeing in South Korean healthcare, education, and banking

industries, and whether the associations were mediated by work-to-family conflict. Hsu, Liu and Tsaur (2019)

investigated the moderating effects of organisational justice and workplace friendship on the relationship

between workplace bullying and hotel employees’ wellbeing in Taiwan. Saka, Olaleye, Sarpong, Ibrahim, and

INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS)

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Adedokun (2023) found that bullying behaviours not only lower employee morale, but, also, increase employee

turnover rates and reduce overall organisational performance.

One form of workplace harassment that has caught the attention of researchers is verbal harassment. Cao et al.

(2023) examined the effect of verbal violence on job satisfaction, work engagement and the mediating role of

emotional exhaustion among healthcare workers in Chinese tertiary public hospitals. Nishimura, Matsumoto,

Sasaki and Tkubo (2024) investigated the impacts of workplace verbal aggression on Japanese workers’ mental

health. Nurhasanah, Putri and Amelia (2024) interrogated whether there is relationship between verbal abuse and

burnout in CTB department employees at PT.CLI Indonesia.

Another type of harassment prevalent in workplaces is physical harassment. Scholars have investigated physical

harassment and its effects on employee job satisfaction and wellbeing. For instance, Antón, Grueso-Hinestroza,

Espinosa, and Turc (2022) studied workplace aggression, wellbeing, and job satisfaction in Romanian border

police. Agbornu, Boafo, and Ofei (2022) examined the effects of workplace violence on the quality of care by

nurses in the Volta Region of Ghana.

In recent years, more attention has been given to understanding the contributory and moderating factors of

workplace harassment. For instance, Achara, Onyemaechi, & Eberechi (2020), claimed that in Nigeria, societal

norms and power dynamics often exacerbate workplace harassment, as hierarchical structures may deter

employees from reporting incidents. According to (Oriade et al. (2024), organisational culture and leadership

play vital roles in either perpetuating or mitigating workplace harassment. Leaders who fail to establish clear

anti-harassment policies and foster a supportive work environment may inadvertently encourage harassment

behaviours.

Although several studies have investigated workplace harassment and employee wellbeing in different

organisations, the researchers doubt if any study had focused on the effect of physical and verbal harassment on

hotel employees’ wellbeing in Nigeria in a single study. This work was therefore designed to fill the gap by

investigating the effect of both types of workplace harassment on employee wellbeing in selected hotels in

Owerri Municipality, Imo State, Nigeria.

Objectives Of the Study

The general objective of this study is to examine the effect of workplace harassment on employee wellbeing in

hotels in Owerri Municipality, Imo State Nigeria. The specific objectives are:

1. To investigate the effect of verbal harassment on employee job satisfaction in hotels in Owerri Municipality,

Imo State.

2. To examine the effect of physical harassment on employee self-esteem in hotels in Owerri Municipality,

Imo State.

Research Hypotheses

The following hypotheses were formulated to guide the study:

: Verbal harassment has a significant negative effect on employee Job satisfaction in hotels in Owerri

Municipality, Imo State.

: Physical harassment has a significant negative effect on employee self-esteem in hotels in Owerri

Municipality, Imo State.

LITERATURE REVIEW AND THEORETICAL FRAMEWORK

The Concept of Workplace Harassment

Workplace harassment is a pervasive issue that encompasses various forms of abusive, offensive, or unwanted

behaviour, often aimed at undermining an individual’s dignity or performance at work. In the hospitality industry,

harassment can take many forms, including verbal abuse, bullying, incivility, favouritism, and sexual

misconduct, which are particularly prevalent due to the hierarchical and service-oriented nature of the industry

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(Oriade, Osinaike, & Adebayo, 2024). In Nigerian hotels, the issue is further compounded by weak enforcement

of workplace harassment policies and cultural norms that often downplay the severity of such behaviours

(Arubayi & Eruvbedede, 2022). Harassment may also stem from power imbalances, with subordinates often

reluctant to report superiors for fear of retaliation or job loss (Aina-Pelemo, Mehanathan, Pradeep, & Aina,

2019).

The prevalence of workplace bullying, which includes repeated hostile behaviours that are intended to demean

or intimidate, has been found to have significant negative effects on job satisfaction and organisational

commitment (Saka et al., 2023). Furthermore, workplace incivility—manifesting as disrespectful or discourteous

actions—is common in the hospitality industry and can escalate into more serious forms of harassment if left

unchecked (Achara, Onyemaechi, & Eberechi, 2020; Alola, Avcı, & Öztüren, 2021). The cumulative effects of

harassment in the workplace are substantial, leading to reduced employee wellbeing, high turnover rates, and

diminished productivity.

Employee Wellbeing

Employee wellbeing is a multifaceted construct that encompasses physical, emotional, and psychological health,

all of which are crucial for overall job satisfaction and performance. In the hotel industry, employees face unique

stressors due to high workloads, frequent customer interactions, and irregular work hours, which can negatively

impact their wellbeing (Oriade et al., 2024). One of the primary factors affecting employee wellbeing is the

presence of workplace harassment, which can lead to chronic stress, anxiety, and emotional exhaustion (Alola et

al., 2021).

Emotional exhaustion, in particular, is a common outcome of harassment and is linked to burnout, reduced job

engagement, and absenteeism. Psychological resilience and emotional intelligence are critical buffers against

these negative outcomes, as they enable employees to better cope with stress and manage interpersonal conflicts

(Saka et al., 2023). However, when workplace incivility and harassment become pervasive, even the most

resilient employees may experience a decline in wellbeing (Achara et al., 2020). In Nigerian hotels, limited

access to mental health resources and the stigma surrounding mental health challenges further exacerbate the

issue (Onyi-Ogelle & Wodi, 2023). Therefore, promoting a supportive work environment that prioritizes

employee wellbeing is essential for improving job satisfaction, retention, and overall organizational

performance.

Verbal Harassment and Employee Job Satisfaction

Verbal harassment is a common and often overlooked form of workplace harassment that can significantly

undermine employee job satisfaction. It includes behaviours such as insults, derogatory remarks, shouting, and

belittling comments aimed at humiliating or intimidating an employee (Arubayi & Eruvbedede, 2022). In the

context of Nigerian hotels, verbal harassment is often perpetuated by both colleagues and managers, creating a

toxic work environment that hinders employee morale (Achara et al., 2020).

Employees who experience verbal harassment frequently report feelings of helplessness, anger, and resentment,

which negatively impact their motivation and commitment to the organisation (Saka et al., 2023). Moreover,

verbal harassment may escalate to other forms of harassment, including bullying and incivility, which further

exacerbate job dissatisfaction. Studies have shown that verbal harassment directly correlates with high turnover

intentions, as employees seek to escape the hostile work environment (Gadi & Kee, 2020).

The power dynamics in Nigerian hotels often discourage victims from reporting verbal harassment due to fear

of retaliation or dismissal (Aina-Pelemo et al., 2019). To mitigate the effects of verbal harassment, hotel

management should implement clear policies, provide training on respectful communication, and establish

confidential reporting channels (Oriade et al., 2024). By fostering a culture of respect and accountability, hotels

can improve job satisfaction and enhance overall employee wellbeing.

Physical Harassment and Employee Self-Esteem

Physical harassment, which includes unwanted physical contact, intimidation, or physical aggression, has a

profound impact on employee self-esteem and mental health. In Nigerian hotels, physical harassment may be

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exacerbated by a lack of strict enforcement of workplace policies and cultural norms that tolerate certain

aggressive behaviours (Onyi-Ogelle & Wodi, 2023). Employees who experience physical harassment often

suffer from feelings of shame, embarrassment, and powerlessness, leading to a decline in self-esteem

(AinaPelemo et al., 2019). The negative impact on self-esteem can have far-reaching consequences, including

social withdrawal, decreased job performance, and an increased likelihood of mental health challenges such as

depression and anxiety (Arubayi & Eruvbedede, 2022).

Physical harassment may lead to heightened turnover intentions as employees seek to escape the abusive

environment (Gadi & Kee, 2020). In some cases, physical harassment may be accompanied by verbal and

emotional abuse, further compounding the negative effects on self-esteem (Saka et al., 2023). Hotel management

must take proactive measures to address physical harassment, such as conducting regular training sessions on

workplace conduct, ensuring swift disciplinary action against perpetrators, and fostering an inclusive work

environment that prioritizes employee dignity and safety (Oriade et al., 2024).

Empirical Review

Cao, Gao, Fan, Zhan, Liu, Jiao, Li and Zhang (2023) examined the effect of verbal violence on job satisfaction,

work engagement and the mediating role of emotional exhaustion among healthcare workers in Chinese tertiary

public hospitals. Six tertiary public hospitals were selected in three provinces (cities) in China. A total of 1567

respondents were included in the study. Descriptive, univariate, Pearson correlation and mediated regression

analyses were employed to assess the difference between variables, emotional responses of healthcare workers

to verbal violence, and the relationship between verbal violence and emotional exhaustion, job satisfaction, and

work engagement. The results revealed that the exposure of healthcare workers to verbal violence significantly

positively predicted the emotional exhaustion, significantly negatively predicted job satisfaction and work

engagement, but was not associated with turnover intention. Emotional exhaustion partially mediated the effects

of verbal violence on job satisfaction and work engagement.

Nishimura, Matsumoto, Sasaki and Tkubo (2024) investigated the impacts of workplace verbal aggression on

Japanese workers’ mental health. The study examined the relationship between exposure to several types of

aggressive words at work and the victim’s depressive symptoms and sleep disturbance using text mining. The

researchers conducted a longitudinal survey with 800 workers in wholesale and retail companies, of which 500

responded to the follow-up survey. The Centre for Epidemiologic Studies - Depression Scale and Pittsburgh

Sleep Quality Index were filled out by the participants, and their responses were analysed by logistic regression

to evaluate the risk of depression or sleep problems. The results revealed that exposure to words threatening

one’s life had significant relationship with the risk of depression, and exposure to words criticising one’s job

performance is significantly related to the risk of sleep disturbance. These findings suggest that different contents

of verbal aggression can have different impacts on workers’ health.

Nurhasanah, Putri, and Amelia (2024) interrogated the relationship of verbal abuse experience with burnout in

CTB department employees at PT.CLI Indonesia. The research adopted a quantitative and correlational design.

Data were collected from 153 people using questionnaire. The analysis of data was done descriptively with mean,

range, standard deviation, F test, and correlation test. The results of the research suggest that verbal abuse has a

significant relation with burnout in CTB department employees at PT.CLI Indonesia.

Antón, Grueso-Hinestroza, Espinosa, and Turc (2022) studied workplace aggression, wellbeing, and job

satisfaction in Romanian border police. The study was conducted as a cross-sectional quantitative descriptive

correlational predictive study to validate a model of relationships among workplace aggression, job satisfaction,

and wellbeing at work. The sample consisted of 1,066 female and male officers from the Romanian Border

Police. The results obtained revealed that workplace aggression significantly and negatively predicted job

satisfaction and wellbeing at work.

Agbornu, Boafo and Ofei (2022) examined the incidence of workplace violence (WPV) against nurses and its

effect on the quality of care by nurses in the Volta Region of Ghana. A cross-sectional survey was conducted

among 584 nurses working in public hospitals in the Volta Region. The study showed that almost twelve percent

of the respondents experienced physical violence during the period under study. The perpetrators were patients’

relatives, supervisors and other staff members. The results of the study revealed that there was a significant

association between physical violence and the rank of the nurse; workplace violence was statistically

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significantly associated with a decline in all the facets of quality of care, for instance, on nurses’ relationship

with patients.

Saka, Olaleye, Sarpong, Ibrahim, and Adedokun (2023) conducted a study titled “The influence of workplace

bullying on the performance of hotel employees: the mediating role of emotional intelligence and psychological

resilience.” The study sought to assess how emotional intelligence and psychological resilience mediate the

effects of workplace bullying on employee performance. The research was carried out in hotels across Nigeria,

with a population of 400 employees and a sample size of 280, selected through purposive sampling. Data was

collected using self-administered questionnaires and analysed using multiple regression and ANOVA. The

findings indicated that bullying had a negative impact on employee performance but that emotional intelligence

and resilience helped mitigate its effects. The study concluded that enhancing employees’ coping mechanisms

could reduce the adverse outcomes of bullying. It recommended training workshops on emotional intelligence

and resilience-building strategies as preventive measures against bullying.

Hsu, Liu and Tsaur (2019) investigated the moderating effects of organisational justice and workplace friendship

on the relationship between workplace bullying and hotel employees’ wellbeing in Taiwan. The sample size

included 310 entry-level employees in international tourism hotels in Taiwan. The study adopted hierarchical

regression for data analysis. The analysis revealed that workplace bullying negatively impacted on hotel

employees’ wellbeing. The study also found that organisational justice and workplace had significantly positive

effects on hotel employees wellbeing.

Yoo and Lee (2018) examined the associations between workplace bullying and Korean employees’ wellbeing

(quality of life, occupational health), and whether the associations were mediated by work-to-life conflicts.

Cross-sectional data came from 307 workers in South Korea who were employed in healthcare, education and

banking industries. Employees who had more exposure to workplace bullying reported lower levels of quality

of life and occupational health. The study suggested that Korean employees who experience more workplace

bullying may bring unfinished work stress to the home, which impairs their wellbeing.

Mehmood et al. (2024) examined the impact of workplace bullying on self-esteem among pharmacists with

moderating role of defence styles. The study utilised stratified random sampling to include 498 pharmacists from

public and private hospitals in Sanaa, Yemen, Data was collected through structured questionnaires on

demographics, workplace bullying, self-esteem, and defence styles. Data analysis involved descriptive statistics,

regression, correlation, T-tests, and moderation analysis. Results showed that workplace bullying has significant

negative impact on self-esteem, and defence styles do not moderate self-esteem and workplace bullying.

Theoretical Framework

The Conservation of Resources (COR) Theory propounded by Hobfoll (1989) is adopted as the theoretical

framework of this study. It provides a comprehensive explanation of how workplace harassment leads to resource

depletion, stress, and declining employee wellbeing. The COR theory posits that individuals strive to acquire,

maintain, and protect valuable resources such as self-esteem, job satisfaction, and emotional stability. When

these resources are threatened or lost due to workplace harassment—whether verbal or physical—employees

experience stress, burnout, and emotional exhaustion (Hobfoll, 2001).

In the hotel industry, where employees interact frequently with supervisors, colleagues, and customers,

workplace harassment can have profound effects on their psychological and professional wellbeing. Verbal

harassment, such as insults, public humiliation, and demeaning comments, erodes an employee’s confidence and

sense of worth, leading to job dissatisfaction and emotional withdrawal (Halbesleben et al., 2014). Physical

harassment, which includes intimidation, pushing, and aggressive behaviour, fosters an environment of fear and

anxiety, ultimately lowering employee self-esteem and productivity (Westman et al., 2004).

COR Theory is useful in explaining why some employees remain in toxic work environments despite

experiencing harassment. Those with limited job opportunities or financial constraints may perceive leaving as

an additional resource loss, thereby tolerating mistreatment in an attempt to preserve stability (Hobfoll et al.,

2018). Conversely, employees who have alternative opportunities or strong personal support systems may exit

toxic workplaces, leading to higher turnover rates and reduced service quality in the hospitality industry. The

theory also highlights the importance of resource replenishment, emphasizing that organisations should provide

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support mechanisms such as counselling, employee assistance programs, and strict anti-harassment policies to

mitigate the effects of workplace harassment. This study applies COR Theory by examining how different forms

of harassment deplete employees’ emotional and psychological resources, leading to reduced job satisfaction,

self-esteem, and wellbeing. By adopting this framework, the study underscores the necessity for hotel

management to prioritize employee wellbeing through proactive measures that prevent resource loss, reduce

stress, and foster a positive workplace culture.

METHODOLOGY

The study was designed as a descriptive cross-sectional survey to investigate workplace harassment and

employee wellbeing in selected Hotels in Owerri Municipality, Imo State, Nigeria. The thematic scope was

limited to examining the effects of verbal and physical harassment on employee job satisfaction and self-esteem

in 10 major hotels in Owerri Municipality. Due to ethical concerns, the selected 10 hotels were identified with

alphabets ranging from A-J. The study sample comprised 143 employees of the 10 major hotels who were

selected using convenience sampling techniques because of the sensitive nature of the subject. Data for the study

were collected using structured questionnaire with a co-efficient value of 0.71. The questionnaire responses were

analysed using frequency tables, mean scores and standard deviation which provided answers to the research

questions. The hypotheses tests were conducted using the Regression analysis statistical tool with the aid of

SPSS v.23. The job satisfaction variable was measured using employee commitment and motivation, while

selfdoubt, insecurity, and anxiousness were considered to be indicators of low self-esteem.

Limitations

The adoption of cross-sectional design limited the study’s scope to mainly, the short-term effects of workplace

harassment on employees’ wellbeing in the selected hotels in Owerri Municipality. The study did not delve into

the long-term effects of workplace harassment in the hotels. Another methodological limitation arose from the

use of convenience sampling technique in the selection of study participants. This made it somewhat difficult to

generalise the study’s findings.

Data Analysis and Interpretation

The responses to questionnaire items addressing the research questions are analysed statistically with measures

such as frequency distribution, percentages, mean, and standard deviation.

The demographic information in Table 1 indicates that 52.45% of respondents were male, while 47.55% were

female. The majority (31.47%) of the employees fall within the 26-35 years age range, suggesting that most hotel

workers in the study area were in their prime working years. Regarding educational qualification, most

employees (35.66%) had HND/BSc qualification, while the least number 16.08% held SSCE certificate. This

suggests that many hotel workers had received reasonable level of education, which may influence their

awareness of workplace harassment issues. In terms of work experience, 39.16% of the respondents had been in

the industry for 1-5 years, followed by 30.77% of the respondent who had 6-10 years of experience. This suggests

that a significant portion of respondents had considerable experience in the hotel industry. Regarding job

positions, Waiters/Waitresses (26.57%) and Housekeeping Staff (23.08%) formed the largest groups of

employees surveyed, while the least group made up of Supervisors/Managers constituted 16.78% of the study

respondents. This distribution was significant because lower-ranking employees may experience harassment

more than those in managerial positions.

Table 1: Demographic Characteristics of Respondents

Demographic Variables

Categories

Frequency (n-143)

Percentage (%)

Gender

Male

52.45%

Female

47.55%

Age Group

18 - 25 years

21.68%

26 - 35 years

31.47%

36 - 45 years

27.27%

46 years and above

19.58%

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Educational Qualification

SSCE

16.08%

OND/NCE

29.37%

HND/BSc

35.66%

MSc and above

18.88%

Years of Experience

Less than 1 year

11.89%

1 - 5 years

39.16%

6 - 10 years

30.77%

More than 10 years

18.18%

Current Position

Front Desk/Receptionist

20.28%

Housekeeping Staff

23.08%

Waiter/Waitress

26.57%

Security Personnel

13.29%

Supervisor/Manager

16.78%

Source: Field Survey, 2025

Analysis of Research Questions

Table 2: Effect of Verbal Harassment on Employee Job Satisfaction

Statements

Strongly

Agree

Disagree

Strongly

Disagree

Mean

Std.

Dev.

Employees have experienced verbal abuse (e.g.,

insults, yelling, rude comments) from supervisors or

colleagues at work.

(34.27%)

(39.86%)

(16.08%)

(9.79%)

2.00

0.93

Verbal harassment in the workplace negatively

affects employee job satisfaction.

(39.16%)

(36.36%)

(13.99%)

10.49%)

1.96

0.89

Repeated verbal harassment at work makes an

employee less motivated to perform duties

effectively.

(42.66%)

(32.87%)

(14.69%)

(9.79%)

1.92

0.92

Employee feels less committed to job when verbally

harassed by colleagues or superiors.

(37.76%)

(34.27%)

(16.78%)

11.19%)

2.01

0.95

The management of the hotel takes verbal

harassment complaints seriously and addresses

them effectively.

(23.08%)

(27.27%)

(29.37%)

20.28%)

2.47

1.05

Source: Field Survey, 2025

Table 2 reveals that a majority (74.13%) of respondents have experienced verbal abuse at work, either from

supervisors or colleagues. This suggests that verbal harassment is a common issue in the selected hotels in Imo

State. A significant proportion (75.52%) of respondents agreed that verbal harassment negatively affects their

job satisfaction. Similarly, 75.53% of the respondents acknowledge that repeated verbal harassment reduces

employees’ motivation to perform effectively. This indicates a strong correlation between workplace verbal

harassment and employee job dissatisfaction.

Regarding job commitment, 72.03% of employees admitted that verbal harassment decreased employees’ level

of job commitment. This highlights the detrimental effect of verbal abuse on employee retention and performance

in the hospitality industry. Interestingly, when asked whether hotel management effectively addresses verbal

harassment complaints, 49.65% of respondents disagreed, indicating that many employees perceived

management’s response to harassment as inadequate. The mean scores for all the responses range between 1.92

and 2.47, with standard deviations ranging from 0.89 to 1.05. These values indicate a general trend of agreement

with the negative impact of verbal harassment on job satisfaction.

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Table 3: Effect of Physical Harassment on Employee Self-Esteem

Statements

Strongly

Agree

Disagree

Strongly

Disagree

Mean

Std.

Dev.

Employees have witnessed or experienced

physical harassment (e.g., pushing, hitting,

aggressive grabbing) in my workplace.

46 (32.17%)

(37.06%)

(17.48%)

(13.29%)

2.12

0.97

Physical harassment in my workplace

negatively impacts my self-esteem.

51 (35.66%)

(33.57%)

(18.18%)

(12.59%)

2.08

0.95

Employees feel unsafe and anxious at work

due to physical harassment or threats of

physical violence.

57 (39.86%)

(34.97%)

(14.69%)

(10.49%)

1.96

0.92

Statements

Strongly

Agree

Disagree

Strongly

Disagree

Mean

Std.

Dev.

Experiencing physical harassment at work

makes me doubt my abilities and job

performance.

49 (34.27%)

(36.36%)

(16.78%)

(12.59%)

2.08

0.94

Your workplace has clear policies in place to

prevent and address physical harassment.

29 (20.28%)

(29.37%)

(31.47%)

(18.88%)

2.49

1.06

Source: Field Survey, 2025

Table 3 reveals that a significant number of employees have experienced or witnessed physical harassment in

their workplace. A combined 69.23% of respondents agreed that they had either witnessed or experienced

physical harassment, including pushing, hitting, or aggressive grabbing. This indicates that physical harassment

is prevalent in the hospitality industry in Owerri Municipal. Regarding the impact of physical harassment on

self-esteem, 69.23% of respondents confirmed that such experiences negatively affect their self-esteem. This

suggests that employees who experience physical abuse may develop self-doubt and reduced confidence in their

professional capabilities.

74.83% of respondents admitted that employees feel unsafe and anxious at work due to physical harassment or

the threat of violence. This high percentage shows that physical harassment significantly contributes to

workplace anxiety, which can have adverse effects on productivity and mental wellbeing. Additionally, 70.63%

of employees reported that experiencing physical harassment at work makes them doubt their abilities and overall

job performance. This finding reinforces the idea that physical harassment damages employees' confidence and

efficiency. When asked whether their workplace has clear policies to address physical harassment, 50.35% of

respondents disagreed, suggesting that hotel management has not implemented or enforced adequate measures

to prevent and address workplace violence. The mean scores for the responses range between 1.96 and 2.49, with

standard deviations between 0.92 and 1.06. These results indicate that most respondents agree that physical

harassment negatively affects their self-esteem and job performance.

Testing of Hypotheses

To test the research hypotheses, a regression analysis was conducted to determine the impact of workplace

harassment on employee wellbeing in selected hotels in Owerri Municipal, Imo State, Nigeria. The regression

model used is represented as follows:

Y = β0 + β1X + ε

Where:

a. Y represents the dependent variable (Employee Job Satisfaction, Self-Esteem, and Emotional

Wellbeing).

b. X represents the independent variable (Verbal Harassment, and Physical Harassment). c. β0 is the

intercept.

d. β1 is the regression coefficient.

e. ε is the error term.

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Table 4: Regression Analysis of Hypothesis One

Variables

Coefficient

(β)

Standard

Error

t- value

pvalue

R²

Adjusted

R²

F-

statistic

Sig.

(pvalue)

Constant (β

)

4.512

0.389

11.60

0.000

0.674

0.669

98.27

0.000

Verbal Harassment (β

)

-0.621

0.074

-8.39

0.000

Source: Field Survey, 2025

The results in table 4 indicate a strong negative relationship between verbal harassment and employee job

satisfaction. The regression coefficient (β

) for verbal harassment is -0.621, suggesting that for every unit

increase in verbal harassment, employee job satisfaction decreases by approximately 0.621 units. The p-value

for verbal harassment is 0.000, which is less than the significance level of 0.05. This indicates that verbal

harassment has a statistically significant negative effect on job satisfaction. Additionally, the R² value of 0.674

suggests that 67.4% of the variation in employee job satisfaction is explained by verbal harassment. The Fstatistic

(98.27) and its corresponding significance value (0.000) further confirm the overall model's statistical

significance. Since the p-value is significant, we reject the null hypothesis (H

) and accept the alternative

hypothesis (H

), concluding that verbal harassment significantly reduces employee job satisfaction in hotels in

Owerri Municipal, Imo State.

Table 5: Regression Analysis of Hypothesis Two

Variables

Coefficient

(β)

Standard

Error

t-value

pvalue

R²

Adjusted

R²

F-statistic

Sig.

(pvalue)

Constant (β

)

4.732

0.345

13.72

0.000

0.709

0.705

112.63

0.000

Physical Harassment (β

)

-0.683

0.067

-10.61

0.000

Source: Field Survey, 2025

The results of regression analysis of hypothesis two indicate that physical harassment has a significant negative

effect on employee self-esteem. The coefficient (β

) for physical harassment is -0.683, which implies that for

every unit increase in physical harassment, employee self-esteem decreases by 0.683 units. The p-value (0.000)

is below the threshold of 0.05, confirming the statistical significance of the relationship. The R² value of 0.709

suggests that 70.9% of the variance in employee self-esteem is explained by physical harassment, indicating a

strong predictive power. Furthermore, the F-statistic (112.63) and its corresponding significance value (0.000)

confirm that the model is statistically significant. Since the p-value is significant, we reject the null hypothesis

) and accept the alternative hypothesis (H

), concluding that physical harassment significantly lowers

employee self-esteem in hotels in Imo State.

DISCUSSION OF FINDINGS

The study investigated the effect of verbal harassment on employee job satisfaction in hotels in Owerri

Municipality. The analysis of participants’ responses revealed the majority (75.52% and 75.53% respectively)

confirmed that verbal harassment negatively affects employees’ job satisfaction and motivation, as shown in

table 2. The current study's regression analysis revealed a strong negative relationship (β

= −0.62, p < 0.05),

indicating that verbal harassment significantly reduces job satisfaction. These findings align with the findings

Cao et al. (2023) that exposure of workers to verbal violence significantly negatively predicted job satisfaction

and work engagement. They are also consistent with the findings of Nurhasanah, Putri, and Amelia (2024) that

verbal abuse has a significant relation with burnout in employees. The current study’s results suggest that verbal

harassment significantly lowers job satisfaction among hotel employees in Owerri Municipal. As the

Conservation of Resources (COR) theory posits, verbal harassment hampers employees’ self-esteem, emotional

stability, and job satisfaction.

The second specific objective of the study was to examine the effect of Physical Harassment on Employee

SelfEsteem in Hotels in Imo State, Nigeria. The analysis of questionnaire data revealed that physical harassment

negatively affects employee self-esteem and contributes to self-doubt and workplace anxiety. This conclusion is

INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS)

ISSN No. 2454-6186 | DOI: 10.47772/IJRISS | Volume IX Issue XII December 2025

Page 210

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based on the responses of the majority (69.23%, 74.83% and 70.63%) of the respondents as shown in Table 3.

The current study’s regression analysis (β

= −0.683, p < 0.05) confirms the presence of a strong negative

relationship between physical harassment and self-esteem. The results are consistent with the results of the study

of Mehmood et al. (2024) that showed that workplace bullying has significant negative impact on self-esteem.

This can be explained using the conservation of resources (COR) theory, which posits that employees strive to

preserve their psychological resources, including self-esteem, in response to workplace adversity. When physical

harassment erodes these psychological reserves, employees suffer from burnout and low self-efficacy, thereby

confirming the current study’s findings.

CONCLUSIONS AND RECOMMENDATIONS

This study investigated the effect of workplace harassment on employee well-being in selected hotels in Owerri

Municipality, Imo State, Nigeria, with a specific focus on verbal and physical harassment. The findings revealed

a significant negative effect of verbal harassment on employee job satisfaction, and a significant negative effect

of physical harassment on employee self-esteem in hotels in Owerri Municipality, Imo State, Nigeria. The

conclusion that can be drawn from the findings is that workplace harassment hampers hotel employees’ job

satisfaction and self-esteem which key factors in job performance. The overall implications could be poor service

delivery, low customer satisfaction, customer attrition, and financial losses. These outcomes may affect the

growth, sustainability, and survival of the hotels. It is therefore recommended that hotels managements should

establish strict anti-harassment policies that clearly define unacceptable behaviours, and consequences for

violations. Regular training workshops should be conducted to educate employees and supervisors on decent

workplace practice, respectful interactions, and conflict resolution strategies. Additionally, anonymous reporting

mechanisms should be implemented to encourage employees to report incidents of harassment. Lastly, hotels

should provide emotional support services to employees facing social and psychological distress caused by

workplace harassment.

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