Workplace drinking: the unwritten “labour” of employees’ roles

Building on previous work, researchers investigating workplace drinking cultures have proposed a different way of conceptualising work-related drinking that could transform workplace policies and practices.

Interviews conducted as part of the VicHealth-funded Men’s Risky Drinking project have uncovered a variety of ways where work-related drinking contributed to the value that employees create for their organisation.

In both hospitality and corporate settings, drinking was part of team cohesion and bonding, while in some hospitality settings, drinking on shift was seen as creating an atmosphere that drew and retained customers.

“We argue that, insofar as work-related drinking involves the production of social relations, identities, and atmospheres that create value for organisations, it can be understood as a particular kind of labour,” explains Research Fellow Dr Tristan Duncan, who is a co-author of the study.

While current policies relating to workplace drinking typically focus on factors such as organisational culture and the availability of alcohol, the focus is mainly on influencing individuals' behaviour.

“Framing work-related drinking as a form of affective labour can help policymakers understand the complex and contradictory ways drinking cultures become part of occupational settings, as well as the limitations of individualistic public health approaches,” Dr Duncan says.

The labour of drinking as part of hospo workers’ jobs

While after-work drinking was a common form of social bonding and “relaxing” after a shift for many hospitality workers, drinking on shift was central to one hospitality group in the study.

“Some of the bartenders we spoke to described drinking on shift as a key part of their work,” explains Dr Duncan. “Drinking formed part of their efforts to perform the welcoming interactions their customers expected and produce the social atmosphere their venue was known for.”

“You’re not drunk, you know when you’re in the sweet spot, you’re high-fiving people and you’re chatty and you’re having a good time and the flow is good, like my bartending is on point,” said Matthew, a research participant.

While management may benefit from the labour of their bartenders drinking on shift and contributing to an atmosphere that attracts and retains customers, the researchers also highlight that individuals wear the costs.

“Our research suggests that while drinking can become an unproblematic extension of employees’ labour practices, it can take a mental and physical toll on workers,” Dr Duncan says.

“The hours hospitality people work in terms of the late nights and the stress that it puts on your mind and your body, it compounds with drinking and the prevalence of drinking a lot more,” said Leo, a participant.

Corporate after-work drinks: “A different form of professionalism”

Although drinking may be an unsurprising aspect of labour in a hospitality setting, the researchers found that expectations to attend and contribute to the atmosphere of after-work drinks also existed in corporate settings.

“Alcohol is woven through corporate workplace cultures and labour in unique ways,” says Dr Duncan.

“Corporate workers described how drinking at work events helped them relax professional boundaries and connect with colleagues, which could lead to more collegial and comfortable interactions back in the office,” Dr Duncan says. 

“I feel like it’s a nice opportunity or ice-breaker to actually have a few drinks because then you get to know that person better … I think it just makes it easier, day-to-day life you feel a lot more comfortable with them,” said Andy, a research participant.

Risks of exclusion and harm

While work-related drinking was said to foster social and workplace connections and to make work more pleasurable and productive, the researchers also noted its potential to lead to people being excluded.

The capacity to be “responsibly inebriated” was even screened for during the hiring process at one workplace, and formed part of the trial or initiation.

“Across both corporate and hospitality groups, there was an implied sense that participating in workplace drinking rituals was obligatory,” says Dr Duncan.

“There was also the sense that not drinking could limit a worker’s ability to seamlessly fit within their workplace or comfortably navigate work social events,” he says.

According to the researchers, workers who were unwilling or unable to participate in work-related drinking, such as those who did not drink or who had caring responsibilities, were at greater risk of being excluded from these opportunities to connect with colleagues and build networks.

“Our analysis does not suggest that work-related drinking events are inherently problematic, but it does highlight the need for organisations to consider if and how these events become part of the work their employees perform and the value this labour generates,” Dr Duncan says.

As part of this consideration, the researchers also encourage employers to consider who stands to benefit from their workplace’s drinking culture and who may be placed at risk of harm and exclusion.

The Hospo Drinking Cultures project, which draws on animated documentaries, provides an instructive example of how workplace drinking cultures can be changed. 

Read the paper: Drinking as affective labour: A discussion of Australian men working in hospitality and corporate workplaces

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