Conversations About Mental Health and Well-being During the COVID-19 Pandemic: Why and How Restaurant Employees Talk With Each Other and Managers

Abstract

Restaurant employees in the United States have experienced unprecedented challenges to their mental health and well-being (MHW) during the COVID-19 pandemic, yet little is known about communication regarding MHW in the restaurant industry. Drawing on health, organizational, and interpersonal communication concepts, this exploratory, survey-based study probed whether, how, and why or why not restaurant employees in western Washington State conversed about MHW with one another and their managers during the winter of 2021. Key findings include that there are many reasons why some restaurant employees do not engage in conversations about MHW with other members of the workplace. However, when such conversations do occur, they are typically mutual, positive, and relationally-oriented—more so among coworkers than between employees and managers. Additionally, both coworkers and managers are sources of social support and resource exchange during these conversations, although the evidence is stronger among coworkers. Our findings contribute to the extant literature on mental health communication in the workplace and demonstrate the merit in more closely examining superior-subordinate and coworker communication about personal and sensitive topics, like MHW. Comparative analysis of employees’ MHW-related communication with coworkers versus managers revealed both similarities and differences that carry implications for managerial practice and future research. KEYWORDS: Mental Health and Well-being (MHW); Disclosure; Superior-subordinate Communication; Peer Coworker; Social Exchange; Social Support; Interpersonal Communication Motives (ICM), Restaurant Employees