A Meta-Analysis of the Relationship Between Dysfunctional Customer Behavior and Burnout in Hospitality: The Moderating Effect of Cultural Values

Abstract

Dysfunctional customer behavior poses significant risks to employee mental health in hospitality, yet limited attention has been paid to its impact across cultural contexts. This meta-analysis examined the relationship between dysfunctional customer behavior and employee burnout, and the moderating role of national cultural values. We analyzed 66 independent samples comprising 27,862 hospitality employees worldwide. Results revealed a significant moderate positive association between dysfunctional customer behavior and employee burnout (r = 0.32, 95% CI [0.26, 0.38], z = 10.37, p < .001), with substantial heterogeneity (I² = 96.77%), suggesting cross-country variability. Moderation analyses drawing on conservation of resources theory and cultural value frameworks showed that assertiveness, in-group collectivism, and uncertainty avoidance significantly strengthened the customer mistreatment-burnout relationship, while performance orientation weakened this association. Power distance, institutional collectivism, humane orientation, and future orientation exhibited limited or inconsistent effects. Findings demonstrate the culturally contingent nature of emotional labor and stressor-strain processes in
service roles, contributing to theory by integrating culture into workplace stress models. Organizations operating in high assertiveness, high in-group collectivism, or high uncertainty avoidance cultures should prioritize comprehensive burnout prevention programs, including mental health screenings, counseling services, and culturally appropriate peer support networks. These insights offer guidance for developing culturally responsive HRM practices to protect employee well-being in the global hospitality industry.