COVID-19 is a relatively new occurrence. Industrial leaders and innovators restructure work to meet novel situations; employees could be laid off and become underemployed. Research is evolving about COVID_19’s etiology and possible ways of curing or at least limiting its effects (Johnson, 2020). Often, COVID-19 has added to work-based distress or trauma. COVID-19 and its variants implications for the tourism and maritime industries have been profound.
Over months or even years, employees linked to the tourism industry had noted threatening natural challenges such as erosion, hurricane, tsunamis, and bushfires. For example, bushfires in Australia have been destructive and have cost lives and property (Maritime Union of Australia, 2019). Furthermore, they have had negative implications for travel and access to needed supplies and services. Travel has become costly to meet an unprecedented situation with restricted access to popular tourist destinations, including closing borders (Industry News, 2020).
When tourists think that may risk increased costs, travel restrictions and exile, they may not choose to travel (See DNV GL, 2020;
Matousek (2020) posits that the cruise industry with COVID-19 and its variants is partly shut down.
Employees, including in the tourism and maritime sectors, are under considerable pressure as solutions to the demanding COVID-19 context are found (Ha, 2020). Employees often continue to be asked to do more at work with fewer resources! Over time this can come at immense personal and social costs, and work-related targeted supports are essential!