Estrés laboral y su incidencia en el desempeño de los trabajadores
del Hotel Ejecutivo, Portoviejo, Manabí
J. Manage. Hum. Resour. (January - June 2025) 3(1): 16-25
https://doi.org/10.5281/zenodo.15512936
ISSN: XXXX-XXXX
ORIGINAL ARTICLE
Work-related stress and its impact on employee performance at
the Executive Hotel, Portoviejo, Manabí
Ronny A. Murillo
Universidad Técnica de Manabí, Ecuador.
Received: 18 July 2024 / Accepted: 10 October 2024 / Published online: 21 January 2025
© The Author(s) 2025
Erick S. Acosta
·
Winner A. Rivas
Abstract This research examines the link between work-re-
lated stress and employee performance at the Executive Ho-
tel in Portoviejo, Ecuador. Surveys were conducted using a
quantitative, non-experimental, and descriptive-correlation-
al approach with all 12 sta members. The study measured
three dimensions of stress (physical, psychological, and
organizational) and ve performance aspects (motivation,
interpersonal relations, innovation, work-life balance, and
professional development). Findings reveal a signicant
presence of physical and psychological stress symptoms af-
fecting job performance. Workplace relations, organizational
climate, and growth opportunities were also inuential. The
study concludes that work-related stress substantially harms
employee productivity and well-being, highlighting the need
for targeted interventions.
Keywords work-related stress, job performance, organiza-
tional climate, mental health, motivation.
Resumen El estudio analiza la relación entre el estrés labo-
ral y el desempeño de los trabajadores del Hotel Ejecutivo,
Portoviejo, Ecuador. Utilizando un enfoque cuantitativo,
diseño no experimental y alcance descriptivo-correlacional,
se encuestó a los 12 empleados del hotel. Se midieron tres
dimensiones del estrés (física, psicológica y organizacional)
y cinco del desempeño (motivación, relaciones interperso-
nales, innovación, equilibrio vida-trabajo y desarrollo pro-
fesional). Se halló que una proporción signicativa de los
empleados sufre síntomas físicos y psicológicos de estrés, lo
que impacta negativamente en su rendimiento. Las relacio-
nes laborales, el ambiente organizacional y las oportunida-
des de desarrollo profesional también inuyen. Se concluye
que el estrés laboral afecta considerablemente la productivi-
dad, bienestar y motivación de los empleados, por lo que se
requieren medidas correctivas.
Palabras clave estrés laboral, desempeño laboral, ambiente
organizacional, salud mental, motivación, Hotel Ejecutivo.
How to cite
Acosta, E. S., & Rivas, W. A. (2025). Work-related stress and its impact on employee performance at the Executive Hotel, Portoviejo, Manabí. Journal of
Management and Human Resources, 3(1), 16-25. https://doi.org/10.5281/zenodo.15512936
Universidad Técnica de Manabí, Ecuador.
J. Manage. Hum. Resour. (January - June 2025) 3(1): 16-2517
Introduction
Over time, various theories have been proposed regarding
thStress has been an essential object of study due to the sig-
nicant events present within a person, which signicantly
aect their performance and how this individual carries out
some activity. Stressful labor is a factor that HE can nd in
the present inside most people who work excessively or nd
themselves in a situation where they spend most of their time
worrying, which can harm their health and even make them
suer from new diseases.
Job performance is fundamental within an organization or
entity, whether public or private, because it can favor or dis-
favor the organization’s performance. Besides, it is how a
person develops and performs an activity over time. “Work
stress is a harmful negative factor that causes not only phy-
sical and mental damage to the mental health of employees,
but also directly aects the performance of the company”
(Yu et al., 2021, p. 4).
Buitrago and the (2021) dene stress labor as “a disease
that is dangerous and alters the psychological state of the
person because it generates emotional reactions and respon-
ses, cognitive, physiological, and behavioral responses to
situations with high labor demand that exceeds personal and
work resources” (p. 131).
Quoting Schwepker and Dimitriou (2021), they point out
that: The stress labor consists of physical and psychologi-
cal factors that occur when an individual perceives that their
resources are taxed. They are unable to cope successfully
with the demands made upon themselves or those of their
environment. Resulting in work pressures, including tension,
anxiety, and fatigue. (p. 3)
Hazem (2020) indicates that “He stresses labor, which re-
sults from the interaction of the job duties and responsibili-
ties with job specications” (p. 17).
As the authors noted, work-related stress is inuenced by
employees’ workload within their work facilities. Therefore,
various factors produce or cause it. Furthermore, the level
of stress each person experiences can be observed depen-
ding on their activities. Most workers don’t realize or ignore
stress, and even deny the fact that they have this condition.
Therefore, those who suer from it don’t know they have a
stress burden.
Citing Benjamin (1992), I point out that stress is a force
that produces tension, a deformation (strain) in the object
on which said force is applied; in that sense, it is an exter-
nal stimulus, any agent (physical agent: noise, heat, cold...
or psychological: grief, job loss...). It is the active sense of
stress (p. 6).
As mentioned, stress is a mental state caused by various
factors. These factors can be physical, such as noise, heat, or
cold, or psychological, such as grief or job loss. This active
notion of stress highlights its ability to inuence and impact
dierent aspects.
According to the Mexican Social Security Institute (IMSS,
2016), stress is the “set of physical and mental reactions that
a person suers when subjected to various external factors
that exceed their capacity to cope.”
As previously stated, stress refers to the physical and men-
tal reactions we experience when faced with external circum-
stances that exceed our ability to cope. It can arise from work
pressures, life changes, or personal diculties and manifest
in dierent aspects of our health if not properly managed.
Citing Houtman et al. (2008), he points out that work-rela-
ted stress “is a pattern of psychological, emotional, cognitive
and behavioral reactions to certain extremely overwhelming
or demanding aspects in the content, organization and work
environment” (p.1).
The authors emphasized that work stress is a series of psy-
chological, emotional, cognitive, and behavioral responses
that arise when faced with highly challenging or demanding
situations related to the job’s content, structure, and envi-
ronment.
Likewise, BRUGES et al (2020) state that they are “harm-
ful reactions, both physical and emotional, that occur when
the demands of work exceed the capabilities, resources, or
needs of the worker, so that it can produce anything from a
mental illness to a physical illness” (p.256).
This indicates that stress is reected in our daily actions
and is caused by internal and external factors, such as worr-
ying about not having money or paying a debt. Stress causes
people to overexert themselves, which could lead to physical
illness.
The author points out that people in higher positions, also
known as bosses by workers, may experience work-related
stress through interests or conicts, whether social or econo-
mic. Socially, it manifests itself in the concern that can arise
from an employee’s exposure to excessive pressure and wor-
kload, signicantly aecting their health. Economically, they
feel pressured by the high pay, reducing their productivity
and making them uncompetitive in the market.
On the other hand, job performance “is actions and beha-
viors carried out by the workers that help to reach he achie-
vement of the goals proposed by the company to the success
of the company” (Baptist, 2020, p.114). It is also considered
“ the capacity that a person has to produce, do, elaborate,
J. Manage. Hum. Resour. (January - June 2025) 3(1): 16-25 18
end, and trigger a job in less time, with less eort and better
quality, being directed to the evaluation which will result in
its development ” (Chagray et al., 2020, p.24).
Job performance is the “job performance and the perfor-
mance displayed by an employee when performing the main
functions and tasks required by their position in the specic
work context” (Sumba-Bustamante et al, 2022, p. 250). “It
is the quality with which an employee performs the work
assigned to them by the organization” (López-Martínez et
al., 2021, p. 316).
As mentioned above, job performance relates to how the
person works and meets all the necessary standards reques-
ted by the company honestly and appropriately, performing
their tasks and activities to the best of their ability without
any complaints and creating the best impression of their au-
thority.
Therefore, it is essential to investigate work stress becau-
se “hotel employees may experience loads of psychological
stress and extreme stress due to the nature of the contact (p.
(e.g., conversation with customers, touching customers’ be-
longings, etc.) that occurs when serving customers” (Yu et
al., 2021, p. 2). Investigating work-related stress in hotels is
key because it improves employees’ quality of life, increases
productivity, maintains a positive image of the hotel, and re-
duces anxiety associated with work.
Therefore, the following scientic question arises: How
does work-related stress inuence the performance of em-
ployees at the Executive Hotel in Portoviejo, ¿Manabí pro-
vince?.
Methodology
According to Hernández-Sampieri and Mendoza Torres
(2018), research can follow quantitative, qualitative, or
mixed approaches. The quantitative approach involves a
sequential, structured process to test hypotheses, beginning
with a dened idea and progressing through literature review
and theoretical framework development. The qualitative
approach, by contrast, is exible and begins with observa-
tion and analysis of reality, aiming to build theory based on
detected patterns. Mixed methods integrate both quantitative
and qualitative data to provide comprehensive insights. This
study adopted a quantitative approach, eld-based accor-
ding to Arias (2012), as data were collected directly from
the reality being studied. The design was non-experimental
and cross-sectional, collecting data at one point in time wi-
thout manipulating variables. Its scope was descriptive-co-
rrelational, seeking to characterize variables and examine
their relationships. The population comprised 12 emplo-
yees of the Executive Hotel, and since the entire population
was studied, no sampling was required. Data were gathered
through structured, closed-ended questionnaires, interviews,
and direct observation. The questionnaire, designed to assess
work stress and job performance, used a four-level scale and
employed Cronbach’s alpha to evaluate reliability. The in-
terview technique aimed to capture managerial perspectives,
while direct observation analyzed the hotel’s internal envi-
ronment. Methodologically, the research applied analytical,
deductive, and statistical methods. The analytical method
helped break down complex problems; the deductive method
guided the application of general principles to specic cases;
and the statistical method enabled quantication of issues,
supporting evidence-based decision-making. Together, the-
se methods facilitated a deep understanding of work-related
stress and job performance within the hotel, enabling infor-
med strategies to enhance sta well-being and organizational
eectiveness.
Results and discussion
Below, we present the analysis and interpretation of the
results obtained from the survey’s application and execution.
First, we will begin by providing details through the di-
mensions of the variables. For variable 1, “work stress,”
we have three dimensions: the physical, psychological, and
company dimensions, which seek to measure stress and how
it inuences the company. Variable 2, “job performance,”
has ve dimensions: motivation, interpersonal, innovation,
work-life balance, and professional development.
According to the survey conducted among all employees
of the Executive Hotel, we present in Figure 1 the data ob-
tained from the physical dimension.
Figure 1. Physical dimension.
We can provide the following analysis: the physical di-
mension of work stress was assessed through a series of in-
J. Manage. Hum. Resour. (January - June 2025) 3(1): 16-2519
dicators. The assessment of the physical dimension of work
stress revealed a diverse distribution of responses among
participants, which indicates that:
Twenty-nine percent of respondents indicated they never
experience physical symptoms of work-related stress, such
as fatigue, headaches, or sleep problems. This suggests that a
signicant segment of the surveyed population appears less
aected by the physical aspects of work-related stress.
Another 29% of participants responded that they rarely ex-
perience these physical symptoms. This gure reects a sim-
ilar proportion to those who never experience symptoms, but
acknowledges the possible occasional physical symptoms of
work-related stress.
Thirty-four percent of respondents indicated that they al-
most always experience physical symptoms of work-related
stress. This is the most prevalent category, suggesting that
many respondents regularly face physical manifestations of
stress in their work environment.
Only 8% of participants indicated that they always experi-
ence these symptoms. Although this is the lowest proportion
among all categories, its importance should not be underes-
timated, as it represents individuals who face constant and
signicant physical strain due to work-related stress.
These results highlight the importance of addressing
work-related stress from a physical perspective in the work-
place. The high proportion of those who regularly experi-
ence physical symptoms of work-related stress underscores
the need to implement eective measures to mitigate these
eects and promote a healthier and more balanced work en-
vironment.
Having carefully analyzed the physical dimension of
work-related stress and its eects on workers’ physical
well-being, it is now crucial to explore the psychological di-
mension better to understand this phenomenon’s emotional
and mental aspects. While physical symptoms are visible in-
dicators of work-related stress, psychological symptoms can
be equally impactful and, in many cases, interrelated.
Workplace stress can manifest not only in the form of fa-
tigue or physical pain but also in anxiety, depression, and
other emotional disorders. These symptoms can signicantly
impact employees’ mental and emotional health, as well as
their performance and job satisfaction.
Therefore, moving from the physical to the psychological
dimension, we delve deeper into how workplace stress af-
fects workers’ mental and emotional health, highlighting the
importance of addressing these aspects to promote a healthy
and balanced work environment. The following image in
Figure 2 presents the results obtained from the survey.
The assessment of the psychological dimension of work
stress revealed the following distribution of responses among
the participants: Twenty-one percent of respondents indi-
cated that they never experience psychological symptoms
of work-related stress, such as anxiety or depression. This
proportion suggests that a signicant portion of the sample
does not regularly experience these symptoms in their work
environment.
Figure 2. Psychological dimension.
Six percent of participants responded that they rarely ex-
perience these psychological symptoms. Although this is a
smaller proportion, it indicates that some individuals rare-
ly experience psychological symptoms associated with
work-related stress.
Twenty-nine percent of respondents indicated that they
sometimes experience psychological symptoms of work-re-
lated stress. This category suggests a moderate presence of
psychological symptoms in the surveyed population, with
intermittent periods of stress.
Thirty-three percent of respondents indicated that they
almost always experience these psychological symptoms.
This is the most prevalent category, suggesting that a signif-
icant proportion of respondents regularly face psychological
symptoms of stress in their work environment.
Only 11% of respondents indicated that they always expe-
rience these symptoms. Although this is the lowest propor-
tion among all categories, it suggests that a signicant group
of individuals face a constant psychological burden due to
work-related stress.
These results underscore the importance of addressing
work-related stress from a psychological perspective in the
workplace. The signicant presence of psychological symp-
toms of anxiety among respondents highlights the need to
implement eective strategies to mitigate these eects and
promote a healthier and more balanced work environment.
We now turn to the work environment dimension. This di-
mension examines factors such as corporate culture, work-
load, leadership, and organizational support that aect em-
ployee well-being. This comprehensive approach allows us
to identify areas for improvement in corporate policies and
J. Manage. Hum. Resour. (January - June 2025) 3(1): 16-25 20
practices to reduce workplace stress and foster a work envi-
ronment that promotes long-term employee well-being and
performance. The following image, Figure 3, presents the
results obtained from the survey.
Figure 3. Work environment dimension.
To conclude with the variable “work stress,” we present
the results of the work environment dimension, which re-
vealed a variety of perceptions among participants about
how organizational characteristics and management policies
inuence work stress levels:
Sixteen percent of respondents indicated that they nev-
er experience work-related stress. This gure suggests that
some organizations may have implemented adequate mea-
sures to reduce stress in their workplace, thus providing a
healthier and less stressful environment for their employees.
Most participants (43%) reported that they sometimes ex-
perience stress related to their work environment. This ob-
servation may indicate that organizational factors occasion-
ally contribute to work-related stress, suggesting the need
for greater attention and possible adjustments in company
policies and practices.
Thirty-three percent of respondents indicated that they
almost always experience company-related work-related
stress. This proportion indicates signicant areas of concern
in management policies and organizational culture that could
contribute to consistently high employee stress levels.
Only a small percentage (8%) of participants indicated
that they always experience work-related stress. This nding
suggests that some organizations face signicant challenges
in managing workplace stress, which could negatively aect
employee well-being and organizational performance.
These results highlight the importance of the work envi-
ronment dimension in employees’ experience of work-re-
lated stress. Identifying specic areas for improvement and
developing eective strategies to address them could signi-
cantly contribute to creating a healthier and more productive
work environment for all organization members.
After thoroughly analyzing the various dimensions of
work stress, from its physical and psychological manifesta-
tions to its relationship with the work environment, we ex-
plore the variable of job performance. In this next research
stage, we delve into motivation, an essential driving force in-
uencing employee productivity, satisfaction, and retention.
Motivation levels are intrinsically related to both emotional
well-being and job performance. This section will analyze
how work stress can impact employees’ motivation levels
and subsequent job performance. Therefore, we will present
the following analysis of the “job performance” variable, be-
ginning primarily with the emotional dimension, which can
be found in the following image (Figure 4).
Figure 4. Motivation dimension
The emotional dimension of job performance focuses on
how emotional experiences impact employees’ eectiveness
and well-being at work. Understanding how employees per-
ceive the connection between their motivation and organiza-
tional climate is crucial. Here is a review and some sugges-
tions. The analysis revealed the following distributions:
The majority of employees, 41%, state that they “Always”
perceive this relationship, suggesting they see a clear and
consistent link between how motivated they feel and the
work environment provided by the hotel. Most employees
report a consistent and positive connection between their
motivation and the organizational climate. This indicates a
generally motivating work environment and is a positive in-
dicator of engagement and satisfaction.
However, 25% also responded “Rarely,” indicating that,
for these employees, the connection between organization-
al climate and their motivation is weak or nonexistent. This
could be a warning sign for hotel management to investigate
and address the possible causes of this negative perception.
A signicant segment, 17% of employees, feel there is al-
most always a positive connection. Although positive, there
is still room for improvement in the consistency of these em-
ployees’ perceptions. On the other hand, 17% of employees
J. Manage. Hum. Resour. (January - June 2025) 3(1): 16-2521
occasionally perceive the relationship between motivation
and organizational climate. This suggests inconsistencies
that could aect their motivation and performance.
After thoroughly investigating the emotional dimension
of job performance and its impact on employees’ emotion-
al health, we moved on to the next phase of our research:
the interpersonal dimension. This dimension focuses on how
workplace social relationships and interpersonal dynamics
inuence employees’ work experience.
Interactions between colleagues, supervisors, and clients
can signicantly impact employees’ emotional well-being,
job satisfaction, and overall performance. In this section,
we’ll analyze how these relationships can act as stressors or
sources of support in the work environment, thus contribut-
ing to a more complete understanding of the various aspects
of work-related stress.
Figure 5. Interpersonal dimension
The results of the interpersonal dimension show the fol-
lowing distributions, based on the data in the graph:
Approximately 17% of the group could represent employ-
ees who feel that interpersonal relationships have a minimal
impact on their performance or who rarely collaborate eec-
tively with their colleagues. This indicates a low or inconsis-
tent perception of the eects of interpersonal relationships
on their daily work.
On the other hand, 16% indicated that interpersonal re-
lationships have a low impact on their performance or that
they occasionally collaborate to achieve shared goals. This
group could benet from initiatives to improve collaboration
and integration between teams.
This percentage suggests that many employees see a mod-
erate impact of interpersonal relationships on their perfor-
mance, or sometimes collaborate eectively. This signicant
group could benet from strategies to strengthen interper-
sonal relationships and improve department cooperation.
20%: This group might include employees who feel a rela-
tively positive impact of interpersonal relationships on their
performance, or who frequently collaborate eectively with
their colleagues. This group displays a positive perception,
but there is still room to increase the consistency and depth
of collaborative relationships.
28%: The largest group could indicate employees who
feel a substantial positive impact of interpersonal relation-
ships on their performance, or who consistently collaborate
eectively with their colleagues. This is a positive sign of
a collaborative and cohesive work environment, where in-
terpersonal relationships are fundamental to individual and
team success. The interpersonal dimension plays a crucial
role in successful job performance. Healthy relationships, ef-
fective communication, and teamwork will create a positive
and productive work environment.
After examining the interpersonal dimension of job per-
formance and its inuence on social dynamics within the
workplace, we move on to a fundamental aspect for organi-
zational growth and adaptation: the innovation dimension.
Innovation in the workplace involves not only the genera-
tion of new ideas or products but also the ability to adapt to
changes, improve existing processes, and foster an environ-
ment of creativity and continuous improvement.
In this new research phase, we will explore how innova-
tion intertwines with other aspects of the work environment.
We can identify eective strategies to foster organizational
creativity and innovation, promoting excellence and sustain-
able growth.
Figure 6. Innovation dimension.
Based on the data in the graph, we can perform the follow-
ing analysis of the innovation dimension:
Thirty-two percent of respondents indicated that they
sometimes fail to engage with or identify with the activities
or situations presented within the hotel. This could indicate
the existence of barriers, a lack of interest, or understand-
ing that impede participation or a regular experience. An-
J. Manage. Hum. Resour. (January - June 2025) 3(1): 16-25 22
other 32% indicated that they always encourage new ideas
to improve, better manage processes, and adapt to sudden
changes.
On the other hand, 20% of those surveyed indicated that
they almost always contribute new ideas for developing dif-
ferent activities, helping to improve the processes. It should
also be noted that these same people are the ones who adapt
most quickly to their environment and the most sudden
changes.
It is essential to point out that 8% indicate that they never
or rarely like to contribute new ideas that help improve pro-
cesses within the hotel, that they need more time to adapt,
and that they do not usually tolerate sudden changes.
The innovation dimension is crucial to successful job
performance. Fostering an environment that encourages in-
novation will contribute to a positive and productive work
environment, thus promoting the organization’s long-term
growth and success.
After exploring the innovation dimension and its impact
on job performance in detail, we delve into an essential as-
pect of employee well-being: work-life balance. This dimen-
sion addresses how eective management of time and work
demands can inuence employees’ quality of life, as well as
their job satisfaction and productivity.
In an increasingly connected and demanding world, nd-
ing the right balance between work and personal responsibil-
ities becomes critical to employees’ physical and emotional
health. Therefore, in this research stage, we will explore the
factors that aect work-life balance at the Executive Hotel
and how these dynamics can inuence employees’ job satis-
faction and overall performance. Furthermore, understand-
ing the challenges and strategies for improving work-life
balance can promote a healthier and more satisfying work
environment for all team members. Below, we show the re-
sults in the graph in Figure 7.
Figure 7. Work-life dimension.
Based on the data in the graph provided, we can perform
the following analysis of the work-life dimension:
A small percentage of participants, 12%, reported never
experiencing work-life issues. This suggests that some em-
ployees have a healthy work-life balance, which may con-
tribute to their overall well-being and job satisfaction.
On the other hand, 4% indicated that they rarely experi-
ence work-life issues. This could suggest that some employ-
ees occasionally face challenges balancing work and person-
al life, aecting their quality of life and ability to perform
optimally.
Nearly 20% indicated that they sometimes experience
work-life issues. This suggests that challenges balancing
work and personal life are common but not constant and may
require time management strategies and support to manage
these demands properly.
Twenty-eight percent of participants indicated that they al-
most always experience work-life issues. This could indicate
that challenges balancing work and personal life are an inte-
gral and persistent part of their work experience, which can
signicantly impact their emotional and physical well-being.
Finally, 16% of respondents indicated that they constantly
experience work-life issues. This suggests that challenges in
balancing work and personal life are a fundamental part of
daily work, leading to chronic stress and negatively aecting
their health and work performance.
After analyzing work-life balance as a fundamental aspect
of employee well-being, we now turn to the professional
development dimension. In this stage of our research, we
will explore how Hotel Ejecutivo approaches its employees’
professional development, what opportunities it oers, and
how these contribute to its team’s personal and professional
growth.
Figure 8. Professional development
Based on the data in the graph provided, we can perform
the following analysis of the professional development di-
J. Manage. Hum. Resour. (January - June 2025) 3(1): 16-2523
mension. A small percentage (12%) of participants report-
ed never experiencing professional development situations.
This suggests that some employees have fewer opportunities
or incentives to develop professionally, which could aect
their motivation and work engagement.
Another 23% indicated that they rarely experience profes-
sional development situations. This could suggest that some
employees seldom have the opportunity to grow profession-
ally, limiting their progress and development within the or-
ganization.
Nearly 15% of respondents indicated that they occasional-
ly experience situations related to career development. This
suggests that opportunities for career advancement are occa-
sional, but not constant, which can lead to uncertainty and a
lack of direction in employees’ career paths.
Similarly, 28% of participants indicated that they almost
always experience situations related to professional develop-
ment. This could suggest that professional development is an
integral and valued part of their work experience, possibly
supported by an organizational culture that promotes growth
and ongoing development.
Finally, it’s signicant that 32% of respondents indicate
they consistently experience situations related to profession-
al development. This suggests that professional development
is a fundamental and ongoing part of their daily work, which
may indicate a substantial investment by the organization in
the growth and advancement of its employees.
In short, this suggests that the professional development
dimension is crucial for successful job performance. Fur-
thermore, fostering a positive environment that encourages
professional development will help and contribute to a much
better, more positive, and productive work environment, thus
promoting the organization’s long-term growth and success.
Having explored in detail the various dimensions that in-
uence employee job performance and well-being at the Ex-
ecutive Hotel, it is now time to synthesize the ndings and
provide an overview of the two main variables: job stress
and job performance. Throughout our research, each of these
dimensions has provided us with a deeper understanding of
the factors that aect employee health, satisfaction, and pro-
ductivity in the Executive Hotel work environment.
By combining these ndings, we can gain a complete
picture of how stress management, fostering well-being,
and promoting professional growth contribute to an orga-
nization’s overall success. Through this summary, we will
identify areas of strength and opportunities for improvement
to guide future initiatives and strategies to improve both the
employee work experience and the hotel’s operational eec-
tiveness.
Conclusions
The study shows that work-related stress directly and sig-
nicantly aects the performance of Hotel Ejecutivo em-
ployees. Physical symptoms such as fatigue and headaches,
along with psychological manifestations such as anxiety
and depression, diminish employees’ responsiveness and
eciency. This situation compromises not only their health
but also the quality of service provided by the company. The
organizational environment plays a signicant role in gene-
rating stress. An unsympathetic corporate culture, excessive
workload, and a lack of support from superiors are key fac-
tors that increase employee distress. These factors deteriora-
te the work environment and aect morale and interperso-
nal relationships within the team. Another relevant nding
is that a lack of work-life balance and limited professional
development contribute to emotional burnout. Employees
who lack time for their well-being or opportunities to grow
within the organization tend to become demotivated, which
impacts their performance and commitment to work. Finally,
it is concluded that it is urgent to implement strategies to
reduce workplace stress. Improving the organizational cli-
mate, establishing wellness policies, oering training, and
fostering eective communication can create a healthier and
more productive environment. Only then will optimal per-
formance, greater job satisfaction, and a more competitive
company be guaranteed.
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Conicts of interest
The authors declare that they have no conicts of interest.
Author contributions
Conceptualization: Acosta, E. S., & Rivas, W. A. Data
curation: Acosta, E. S., & Rivas, W. A. Formal analysis:
Acosta, E. S., & Rivas, W. A. Research: Acosta, E. S., &
Rivas, W. A. Methodology: Acosta, E. S., & Rivas, W. A.
Supervision: Acosta, E. S., & Rivas, W. A. Validation:
Acosta, E. S., & Rivas, W. A. Visualization: Acosta, E. S.,
& Rivas, W. A. Writing the original draft: Acosta, E. S., &
Rivas, W. A. Writing, review and editing: Acosta, E. S., &
Rivas, W. A.
Data availability statement
The datasets used and/or analyzed during the current study
are available from the corresponding author on reasonable
request.
Statement on the use of AI
The authors acknowledge the use of generative AI and
AI-assisted technologies to improve the readability and cla-
rity of the article.
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