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Workers in New Zealand’s tourism and hospitality industry are twice as likely to experience bullying and harassment from customers than they were in 2024, according to a new report from Auckland University of Technology.
The report, Strengthening Futures 2025, was commissioned by the Ministry of Business, Innovation and Employment and surveyed 957 hospitality and tourism employees nationwide.
The findings describe a workforce that remains committed and engaged but under pressure from low pay, burnout, bullying and uncertainty about long-term career prospects.
Bullying and harassment increase
Thirty-five per cent of respondents reported experiencing negative behaviour in the workplace, up from 23 per cent in 2024 and 2022. Bullying and harassment by customers has doubled since 2024.
Growing neurodiversity in the workforce
Twenty-four per cent of respondents identified as neurodivergent, compared with 15 per cent in 2024. A further 13 per cent were unsure.
However, fewer than one-third of respondents say their organisation actively raises neurodiversity awareness (27 per cent) or improves employment practices regarding neurodiversity (28 per cent).
Pay fairness concerns
Less than half of respondents (48 per cent) believe they are paid fairly, down from 57 per cent in 2024. Fifty-seven per cent earn below the 2025/26 Living Wage, and 36 per cent report pressure not to claim basic entitlements such as sick leave.
Training and progression
Promotion prospects remain a concern, with 53 per cent reporting positive views, up from 48 per cent in 2024. Seventy per cent say they would like more training.
AUT School of Hospitality and Tourism associate professor David Williamson says workforce stability is closely linked to working conditions.
“Understanding the reality of New Zealand’s tourism and hospitality workforce is essential to the long-term success of the industry. The survey shows a cohort that is committed to the industry, keen to upskill and contribute, but persistent problems around pay and conditions undermine workforce stability.
“The reported employee experiences of low pay, high stress, and exposure to concerning levels of bullying and harassment are clearly linked to high levels of turnover intention,” says David.
AUT Business School professor Candice Harris, who co-authored the study, says the findings identify opportunities for improvement.
“The tourism and hospitality workforce has long faced on-the-job challenges. By identifying both existing and emerging issues, this report highlights real opportunities to improve workers’ experiences and strengthen the sector overall,” says Candice.
Key recommendations
The report recommends:
- Targeting early-career retention, particularly workers under 30 and within their first three years
- Supporting long-term career pathways through pay scales, training and public messaging
- Embedding neuro-inclusive practices to reduce bullying, burnout and early exit
- Setting clear, sector-wide zero-tolerance standards for customer abuse
- Providing workers with access to digital and AI tools to support frontline roles and build long-term capability
The report concludes that long-term sector success will depend on improving pay equity, workplace culture and career development pathways.
