Research Project

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Student name: Faisal Malik Assessor name: Zunaira Tahir

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Programme:

PEARSON BTEC HIGHER NATIONAL DIPLOMA IN BUSINESS (RQF)

Unit: 11

Assignment number and title: Research Project

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Contents
INTRODUCTION.....................................................................................................................................2
Aim of the Research:.........................................................................................................................3
 Research Project

Objectives of the Research:...............................................................................................................3

Rationale of the Research:.................................................................................................................3
Structure of the Research:.................................................................................................................3
LITERTAURE REVIEW..............................................................................................................................4
Introduction of Workplace transformation:..................................................................................4
Marketing and workplace transformation:........................................................................................7
Industry of Hotel:...............................................................................................................................7
Issues in the industry of Hotel:..........................................................................................................8
Objectives and conclusion of issues:.................................................................................................8
RESEARCH METHODOLOGY...................................................................................................................9
Research Onion Approach:.............................................................................................................9
Secondary Analysis:........................................................................................................................9
Primary Analysis:..........................................................................................................................10
Reliability, Validity and Generalizability of the Research:........................................................10
Action plan:....................................................................................................................................10
Time frame..................................................................................................................................11
Data collection limitations:...........................................................................................................11
Ethical issues and considerations:................................................................................................11
ANALYSIS.............................................................................................................................................11
Interview Analysis:...........................................................................................................................11
Trend analysis:...............................................................................................................................16
CONCLUSION.......................................................................................................................................16
RECOMMENDATIONS..........................................................................................................................16
Increase the flow of information.................................................................................................16
Employer branding is important..................................................................................................17
Allow for personal interest to be accommodated.......................................................................17
LIMITATIONS AND SCOPE FOR FUTURE RESEARCH.............................................................................17

WHAT ARE THE IMPACTS OF THE

GLOBAL PANDEMIC ON
 Research Project

ACCELERATING WORKPLACE
TRANSFORMATION?
INTRODUCTION
Due to the fact that it serves a large number of entrepreneurs and acts as a hub for professional
CEOs, the food and lodging service industry has developed to become one of the world's fastest
growing businesses. They are all committed to providing the best possible experience for their
customers (Murray, 2018). In the hotel industry, a new method called as workplace transformation
has been used in order to boost overall corporate performance and customer satisfaction levels
(Bharwani, 2017). Numerous hotels and restaurants have adopted this strategy in order to attract
remote workers and train existing staff on how to perform at a high level (Talib, 2017). The term
"workplace transformation" refers to the process of "redesigning flexible work environments to
accommodate new forms of work and staff, as well as different technical capabilities." The author
(Lewis, 2006) discusses the process of discovering and assessing prospective employees for positions
inside a business or organisation.

The majority of the time, workplace transformation entails a variety of activities such as remote
work, recruiting and developing new types of employees, and collaborating with a diverse group of
employees, all of which are directly related to the organization's ability to perform its functions
effectively (Scullion, 2010). Because management is involved with daily routine duties, the contrast
between current work settings and workplace transformation is that the latter must adhere to and
establish acceptable procedures (Kichuk, 2019). Many individuals feel that workplace transformation
is an excellent concept for organisations; yet, some organisations successfully use workplace
transformation approaches that are vertically or horizontally connected to human resource
management. The hotel sector, as well as small and medium-sized firms, stand to benefit most from
workplace transformation (Grohsjean, 2014). The purpose of this research is to examine the
important facets of the hotel industry and how they may be connected to the framework of
workplace transformation; also, the input of empirical data to the study of workplace transformation
is vital. Transformation of the global workplace is a challenging issue for multinational corporations
to handle, especially in the hospitality industry. It is widely believed that highly skilled personnel are
the basis of a multinational company's global competitive advantage. This is achieved through
satisfying customers' demands for the best quality services possible (Jooss, 2018). Because the hotel
industry requires the management of people from all over the globe, the workplace must be
modified so that the individuals who work there may have the best work experience possible while
also attracting more clients. People travel or visit for a number of reasons, including business and
pleasure, thus customers demand high-quality professional services from company owners in order
to have all of their needs entirely addressed (Hughes, 2018).

This research project discusses the framework for workplace transformation, its implications for
accelerating workplace change during a pandemic, and the key drivers of this transition. Primary
research will be conducted using the model as a guide to better understand the nature of the
difficulties. As a result, academics have opted to concentrate their efforts on the hotel industry in
Pakistan. Semi-structured interviews with five distinct small to medium-sized hotel and catering
enterprises were undertaken for this research to get insight into their perspectives on workplace
change in the hospitality sector. To address the independent variable, we will first identify any
possible impediments before developing a strategy for achieving workplace transformation.
According to the study's conclusions, the performance of the hotel business will be the decisive
 Research Project

factor; moreover, this performance will be enhanced if proper workplace transformation strategies
are used throughout the whole organisation. A representative sample from Pakistan's small and
medium-scale hotel and catering facility sectors, each comprising of roughly five hotels and 100
beneficiaries, would be chosen to conduct the interviews effectively. The findings gathered from the
interviews will be explored. Increased communication between teams and among employees is
something that top management must focus on in order to get people on board with workplace
transformation concepts. They will be in a better position to carry out efforts targeted at altering
their workplace as a consequence of enhanced communication. As a result, in order to properly
manage their employees and subordinates, they must have frequent meetings with at least one of
the team leaders. A successful communication strategy has the ability to help organisations address
a broad variety of issues.

Aim of the Research:

The ultimate purpose of this study is to get empirical insight into the acceleration of workplace
change caused by the worldwide pandemic, as well as how it impacts the firm's overall performance.
It might serve as a guide for companies and working organisations to understand the significance
and relevance of workplace transformation as an HR approach for increasing employee satisfaction
and job satisfaction. It may also be valuable to readers in linking the domains of workplace
transformation and staff retention as a strategy for boosting the organization's overall performance.

Objectives of the Research:

The objectives of the Research are as follows:

 To find the workplace transformation for companies.

 To analyse the workplace transformation in work environment.
 To find the ways in which workplace transformation diversity strategies can help
organizations.

Rationale of the Research:

The researcher has made a deliberate choice to concentrate on a topic that will aid understanding of
a broad range of ideas that may be valuable in a number of circumstances, such as professional
progress, personal growth, and the enhancement of one's knowledge and talents, among others.
The chosen area of research, namely the effects of the global pandemic on accelerating workplace
transformation and overall organisational performance, will aid in gaining an understanding of the
workplace transformation policies that have been implemented in organisations in the aftermath of
the pandemic, as well as the extent to which various aspects of workplace transformation are
important to overall organisational performance.

Structure of the Research:

In order to carry out the research mentioned above, both primary and secondary analysis will be
employed. The main analysis will take the form of interviews and surveys in order to gather
appropriate data from business organisations relevant to the designated research subject, and the
secondary analysis will take the shape of a literature review. After the data has been collected, it will
be critically analyzed and evaluated, leading to the complete conclusion of the research and allowing
the researcher to provide some fair recommendations to organisations and the business world
regarding the impacts of the global pandemic on accelerating workplace transformation and
overall organisational performance. After the data has been gathered, it will be analyzed and
critically assessed. This will result in the entire completion of the study.

LITERTAURE REVIEW
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Introduction of Workplace transformation:

When it comes to coronavirus disease in 2019, the most devastating and apparent effect has been
on human health (COVID-19). However, the approaching economic disaster caused by this outbreak
sets it apart from any previous recent calamity (Huang, 2020). Since the start of CoVid-19 at the end
of January 2019, sectors have been harmed by uncertainty, with the tourism and hospitality
industries being especially hard hit. According to the World Tourism Organization, the tourism and
hospitality industries, which are built on human mobility and personal interaction, are both co-
creators and significant beneficiaries of the pandemic and its consequences (Gallen, 2020).

According to studies on the digital workplace revolution, employee connection and responsive
leadership are characterized by new technology and practises that enhance employee connection
and responsive leadership (DWT). On the other hand, many ingrained workplace behaviours must be
phased out before new ones may take their place. This article summarizes the findings of an
ethnographic narrative study of documents that Auto created and disseminated to its employees to
explain its DWT philosophy, objectives, and adjustments. The goal of this paper is to examine a
vehicle manufacturer's (Auto) design thought process. We notice and analyse the behaviour of
numerous participants in line with Auto's DWT. We are able to deduce the institutional variables
that Auto uses to explain its DWT by using institutional theory and the concept of
deinstitutionalization. These institutional forces broaden the scope of the DWT imperative beyond
the previously established technical necessity in DWT research. According to studies on digital
workplaces, DT may contribute to workplace transformation by enhancing organisational
performance. All of these advances were investigated in ARE research initiatives through the lens of
the digital workplace. Businesses, they discovered, are rapidly migrating from traditional to digital
workplaces. In this context, job enhancements are defined as the use of digital technology to
enhance workers' overall experience and performance on the job. Digital workspaces are physical,
cultural, and technical configurations that facilitate work in complex, dynamic, and often
unstructured work contexts. Additionally, they are referred to as collaborative work environments.
According to this concept, digital workplaces are culturally and technologically interconnected and
extend beyond the physical confines of office buildings and other physical structures. To do this, it
encompasses geographic regions, culture, social systems, and technology, all of which are
inextricably linked and reliant on one another (Kane 2015). When a business starts on a "digital
workplace transformation," it refers to its efforts to convert its physical workspace to one that is
entirely digital (Jensen 2018). To construct the DWT concept, it was required to examine how
current literature has defined the contemporary workplace, as well as the organisational changes
that have resulted. Köffer (2015) examined the topic of information systems via the lens of research
on the digital workplace (IS). He discovered four themes throughout his investigation: collaboration,
mobility, compliance, and technostress (technological stress). In terms of collaboration, he said that
prior research indicates that organisations actively promote collaboration technologies to boost
their adoption. Additionally, he said that the findings of this study indicated that a more empowered
workforce required organisational leadership cultural adjustments. Colbert and his colleagues make
equivalent ideas to theirs (2016). They put a premium on harnessing motivation and capabilities,
supporting responsible use, and technological breakthroughs in virtual collaboration, in addition to
using motivation and skills. They urge for a transformation in leadership culture as well as a more
deliberate use of digital technology to foster cooperation, or, to put it another way, for a more
intentional use of digital technology. According to Dery et al., two features of digital workplaces are
employee connection and responsive leadership (2017). Their research includes a multi-case analysis
of three organisations that participated in the Digital Workforce Training (DWT) programme to
prepare employees for the digital era. Their stories include how Deloitte implemented IT systems to
 Research Project

facilitate knowledge sharing, allowing customer-facing staff to make timely frontline decisions; or
how Deloitte encourages employees to identify pain points in the current workplace and suggest
solutions to move the workplace closer to their vision of a digital workplace. The researchers
observed that across the three scenarios, all three organisations redesigned office layouts and used
information technology resources (such as corporate social media) to promote employee
connectivity. et al. Dery et al. Additionally, the sample organisations placed a premium on learning,
including employees in the DWT, and maintaining management focus on the DWT in order to foster
responsive leadership and employee engagement. According to their findings, Dery and colleagues
define employee connection as "the degree to which workers can communicate with one another,
stakeholders and consumers, information and expertise, and ideas." According to this definition,
responsive leadership is "the degree to which management prioritises actions aimed at developing
and continuously improving the employee experience." Finally, we observed that prior studies into
the digital workplace placed a premium on leadership and collaboration (or connectedness).
Additionally, research on DWT-implemented organisations revealed that they promoted the use of
digital technology and the establishment of a new organisational culture. As a result, they have
adopted a technological imperative to advance DWT research, similar to the method used to
advance DT research (Vial 2019). We uncovered the significance of an organisation initiating
deinstitutionalization of present workplace laws for its DWT during our research, which we feel is a
major conclusion. This discovery contradicts the declared technological necessity, according to the
earlier research. By delegitimizing present practises and so accelerating the deinstitutionalization of
established workplace practises, we demonstrate how Auto has enhanced its DWT along these
dimensions. Employers' workplace practises, as described by the concept of the "digital workplace,"
are the physical, cultural, and technical arrangements that allow for the correct operation of
workplaces. For some years, the realms of politics, economics, and sociology have all been involved
in one way or another in the digital transformation process. According to a 2017 European
Commission study, the debate over how digital transformation will affect the economy and society
has accelerated significantly in recent years. The term "digital labour transformation" refers to the
process of digitizing previously performed labour by humans inside an organisation (Eberhard et al.,
2017).

According to research on the digital workplace revolution, new technologies and practises that
strengthen employee connection and responsive leadership are defined by new technologies and
practises that strengthen employee connection and responsive leadership (DWT). Many ingrained
workplace behaviours, on the other hand, must be phased out before new ones can be introduced
to take their place. Auto developed and distributed pamphlets to its staff to describe its DWT
concept, objectives, and improvements. This article presents the results of an ethnographic narrative
analysis. The purpose of this article is to investigate a vehicle manufacturer's design thinking
methodology (Auto). We are able to watch and analyse the behaviour of a large number of players
by following Auto's DWT. Through the use of institutional theory and the idea of
deinstitutionalization, we are able to deduce the institutional qualities that Auto uses to explain its
DWT. As a result of these institutional incentives, the DWT imperative now embraces a larger
spectrum of concerns than the previously recognised technical needs in DWT research. According to
research on the issue, digital workspaces may assist in workplace transformation by improving the
organization's overall performance. The Advanced Research and Education Foundation (ARE)
financed projects that examined these breakthroughs through the lens of the digital workplace.
According to their analysis, businesses are quickly transitioning from conventional to digital
workplaces. Job improvements, as defined in this context, are those that are made possible via the
use of digital technology to improve the overall experience and performance of people on the job.
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Digital workplaces are physical, cultural, and technological configurations that facilitate work in
complex, dynamic, and usually unstructured work environments. They fall into three categories:
Another word for this kind of workplace is collaborative workspaces. According to this notion, the
digital workplace is culturally and technologically connected, and it transcends the physical
boundaries of office buildings and other physical structures. To do this, it investigates geographical
areas, culture, social systems, and technology advancements, all of which are inextricably linked and
interconnected (Kane 2015). When a business refers to "digital workplace transformation," it is
referring to its attempts to transition its physical workspace to one that is entirely digital (Jensen
2018). To further develop the DWT idea, we evaluated the present literature's description of the
contemporary workplace, as well as the consequent organisational changes. Köffer (2015) released a
study in 2015 on the issue of information systems via the lens of digital workplace research.
Throughout his inquiry, four themes emerged: teamwork, mobility, compliance, and technological
stress (technological stress). In terms of collaboration, he said that past research indicates that
organisations intentionally push collaboration technology in order to increase employee adoption.
Additionally, he emphasized that the study's results indicated that organizations’ leadership cultures
must evolve in order to attain a more empowered workforce. They make comparable ideas to those
presented by Colbert and his colleagues (2016). As the three main pillars of the digital workplace,
they place a premium on utilizing motivation and capabilities, promoting responsible usage, and
technical advancements in virtual collaboration, in addition to exploitation of motivation and skills.
They advocate for a shift in leadership culture as well as a more conscious use of digital technology
to enhance collaboration, or, to put it another way, to put it another way. Derry and colleagues
define a digital workplace's capacity to inspire employee engagement and deliver responsive
leadership as two characteristics (2017). They performed a multi-case study with three businesses
that each engaged in the Digital Workforce Training (DWT) programme to prepare for the digital
era's needs. Several stories were shared, including the implementation of IT systems to facilitate
knowledge sharing, the ability of their customer-facing staff to make timely frontline decisions, and
how Deloitte encourages employees to identify pain points in the current workplace and suggest
solutions to move the workplace toward their vision of a digital workplace. The researchers noted
that in all three scenarios, the organisations altered office layouts and used information technology
resources (such as corporate social media) to increase employee connectedness. Dery and
coworkers Additionally, the sample organisations put a high premium on learning, including workers
in the DWT, and keeping management's attention focused on the DWT in order to foster responsive
leadership and increase employee engagement. Dery and colleagues describe employee connection
as "the amount to which employees can interact with one another, with stakeholders and
customers, with information and knowledge, and with ideas," based on their results. According to
this definition, responsive leadership is "the degree to which management puts a premium on
initiatives aimed at growing and continuously improving the organization's employee experience."
Finally, we discovered that previous research on the digital workplace put a premium on leadership
and cooperation (or connectedness). According to the results, DWT-implemented organisations also
promoted the use of digital technologies and the formation of a new organisational culture. As a
consequence, they have embraced a technical imperative to progress DWT research, similar to how
DT research has advanced (Vial 2019). The critical nature of an organisation initiating
deinstitutionalization of current workplace norms for its DWT was discovered during our study,
which we believe is a significant finding. According to the prior investigation's results, this revelation
directly contradicts the professed technical requirement. Our study reveals how Auto has enhanced
its DWT along the dimensions of employee connectedness and responsive leadership by
delegitimizing present practises and, as a consequence, accelerating the deinstitutionalization of
established workplace practises. Workplace practises, as defined by the idea of a "digital workplace,"
 Research Project

are the physical, cultural, and technological arrangements that enable workplaces to operate
appropriately and effectively. For many years, the fields of politics, economics, and sociology have all
been impacted by the digital transformation process in some manner. According to 2017 research
issued by the European Commission, discussion about the economic and social implications of digital
transformation has intensified dramatically in recent years, owing largely to the publishing of the
report. In the context of an organisation, "digital labour transformation" refers to the digitalization
of previously performed human labour (Eberhard et al., 2017).

Adoption of new technologies is a critical aspect in their success, and it is becoming increasingly
critical. If you are used to your present method of operation, it may take time for you to embrace
and implement new behaviour as a result of new technology. Numerous organisations have had to
make adaptations in order to incorporate technology into their daily operations. As a consequence
of the COVID-19 meeting, this change has been expedited. It is probable that people who were less
willing to adopt new technology into their daily work routines (for example, those who worked from
home) were forced to adjust more quickly. Businesses often make short-term modifications and
organisational changes in reaction to crises in order to adapt to environmental changes as effectively
as possible. It is not uncommon for an organisation to undergo this shift when financial difficulties
become critical to the organization's survival and competitiveness. As a result, firms and employees
will strive to be more adaptable in the future in order to weather any shocks (Brakman et al., 2020).
The tourism industry has been designated as one of the sectors most badly impacted by the COVID-
19 outbreak, with experts and economists from all over the globe saying that the hospitality and
leisure sector is now facing the most severe effects (Gursoy and Chi, 2020). The World Health
Organization (WHO) proposed travel restrictions and border closures as ways to curb the spread of
the disease. In certain instances, governments have been forced to choose between sealing their
borders and ignoring the measures, risking an increase in COVID-19 infections while enabling the
economy to grow. Despite the economic costs, the majority of governments have chosen the first
strategy, which entails limiting movement and shutting borders in order to contain the number of
active COVID-19 cases in the country (Bedford et al., 2020). International travel and transportation
are critical components of the hospitality industry (Jiang and Wen, 2020; Baum and Hai, 2020). The
cancellation and postponement of events, conferences, conventions, and sports leagues are now
generating headlines as a consequence of the virus's fast spread.

Marketing and workplace transformation:

As the world has grown more connected, it is vital for human resource management to have a digital
presence in order to recruit competent individuals for the hotel and catering businesses.
Additionally, a company's digital presence enables the implementation of multiple training and
development programmes as part of its workplace transformation strategy. Hotels must have a
digital presence in order to attract more guests, and marketing strategies are vital to achieving this
aim. A successful marketing strategy in the context of workplace transformation may assist with
several activities such as recruiting, training, leadership, and development, therefore providing your
business with a competitive edge (Mihalcea, 2017).
The enrollment cycle, as well as the continuing construction and maintenance of dominant
representations, exerts a tremendous burden on supervisors. Occasionally, in particular
organisations, only the most promising applicants are remembered for the workplace
transformation framework. In some firms, each employee is remembered for the life of the cycle
(Remington, 2017).
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Industry of Hotel:
Rapid changes in the environment and technology are driving an increase in demand for hotel and
tourist services; as a consequence of this increase, innovation in the hotel industry is becoming
increasingly critical (M Breier, 2021). The hotel industry has become more sophisticated in recent
years, and as a consequence, consumers have come to demand more from hotel and catering
company entrepreneurs. This is because the market has become more competitive, resulting in
more professional services and a better degree of customer satisfaction. Hotels and catering
enterprises must invest in training and retention. To this purpose, many hotels and catering firms
are increasing their investments in workplace transformation projects (Liubarets, 2018). To fulfil the
expectations of consumers seeking more comfort and elegance at the lowest feasible price, the
hotel industry must reform and review management strategies for capturing a fair share of the
market for socio-cultural activities (Chepkwei, 2020).

Green activities have also gained in popularity, and several nations have enacted laws forcing
companies to adopt green practises. This encompasses the hotel and catering businesses, but is
more concerned with value-added operations inside the industry, such as loading and cooking, than
with the industry itself (Kim, 2017). Numerous studies have shown that when the hotel industry
practises green, it is more likely to provide professional services as a consequence of the standards it
adheres to in order to rise above the competition and acquire a competitive edge in the market
(LujunSu, 2017). Women are progressing as hotel managers in their individual occupations, and they
are given the same opportunity as men to work in the hotel sector and excel in their respective
roles. There are both good and negative attitudes about women in the hotel business, although the
bulk of them are country-specific, rather than industry-wide (Shukla, 2020).

Issues in the industry of Hotel:

The hotel sector has a poor reputation for offering limited opportunities for promotion and giving
staff exceptionally low remuneration for the hours performed. However, as part of the Fourth
Industrial Revolution (4.0), the hotel business is being pushed to incorporate retention techniques
(Whysall, 2019). Human resource departments in the hotel business are seeking to apply workplace
transformation methods in order to retain employees and deliver more professional services.
However, the business continues to suffer a number of obstacles, the most significant of which is a
lack of skilled service providers at the waiter level (JeongKim, 2018). Then there is the problem of a
workplace of hotels in pandemic, since not everyone wants to work in the hospitality industry, which
requires a high level of patience in order to engage with customers on a consistent basis. Apart from
service quality, the most serious issue is at the executive level at the time. Higher management is
capable of developing strategies that are responsive to the changing nature of the workplace. Once
stronger human resource management strategies for relating workplace transformation are
established, the firm's current issues may be solved to a certain extent (Remington, 2017). According
to D'Annunzio-Green et al. (2018), the hotel industry's most important problem is staff retention,
especially what retention techniques should be applied. Because managers spend significant time
training workers who will eventually depart the hotel, it is vital to retain staff via the implementation
of proper workplace transformation techniques tied to human resource management.

Objectives and conclusion of issues:

 To investigate the barriers to implementing a framework for workplace transformation in
the hotel and catering industry.
 To ascertain the framework's contribution to the empirical research of workplace change.

This study combed through pertinent literature on the hotel industry and workplace change in order
to ascertain the business's problems and difficulties. It is vital to retain staff impacted by pandemic
 Research Project

concerns, since it is tough to replace them with fresh hires. Additionally, this study will provide light
on how other small to medium-sized organisations undertake workplace transformation
(Goryushkina, 2019). Conclusion: The hotel sector must adapt its workplace in order to address
issues such as staff retention, training and development, and client health checks. The change of the
workplace occurs concurrently with a customer health check. These concerns must be addressed if
the hotel and catering businesses are to maintain their competitiveness and maintain the high
standards required by their clientele (Sanjeev, 2019).

RESEARCH METHODOLOGY
Research Onion Approach:
Saunders et al. established the research onion approach in 2007, and it highlights the multiple
processes that every researcher must go through in order to correctly design the research
methodology and get the appropriate degree of credibility from the study. The research onion
approach is divided into five phases: research philosophy, research methodology, research strategy,
time horizon, and data collection procedures.

The use of research onion illustrates that the research philosophy of the conducted research is
positivism philosophy, which carries some interrogative research questions, and the conducted
research shows some positive results about the effective role of workplace transformation for
employee and overall organisational performance, both of which can bring fruitful benefits to the
modern business world. An inductive and a deductive approach are used in the research process.
The researcher starts by gathering informative material in the form of correct facts and statistics
from a number of sources. Following that, the researcher constructs a particular hypothesis based
on the studied literature about the impact of acceleration of workplace transformation, and then
tests the theory to see whether it is correct. In order to gather reliable information, the conducted
study will include surveys, observations, interviews, and a literature review for primary and
secondary analysis from chosen commercial organisations in Pakistan's telecom industry. This will be
accomplished by a logical method. Similarly, a mixed method approach will be employed to acquire
correct data by combining qualitative and quantitative research methodologies. Furthermore, the
study's time horizon will be cross-sectional since the researcher will be given a certain and defined
time period in which to gather and analyse data as well as carry out the whole research. The
techniques of data collection that will be employed to achieve the study's aims will involve the
acquisition of primary and secondary data from a broad range of sources.

Secondary Analysis:
Secondary analysis is defined as analysis performed in the past by another person or group of people
who then make the data available for others to use by making it public and sharing it. A
retrospective analysis is another name for this kind of study. It provides a detailed overview of the
research topic and contains several explanations as well as the qualitative analysis (Payne, 2020).
Secondary analysis is carried out in the form of a literature review for the objectives of this research.
A range of sources, including the following, are used to jot down the sections of the literature review
that are relevant to the topic of this research.

 Google scholar
 Worldwide Science
 Research Gate
 Elsevier
 Emerald
 Sage journals
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 Books

Primary Analysis:
The first stage in doing primary analysis is to collect data directly from the source in order to explore
a specific element of it. It is carried out in order to conduct quantitative analysis of the research in
order to uncover accurate information backed by relevant facts and figures. To accomplish this
purpose, primary analysis is conducted in the form of surveys and interviews with employees and
management from the individual firm in order to provide an accurate appraisal of the unique
research topic.

Interviews:
The snowball approach is used to conduct interviews with the management of the chosen
organisations for the main analysis. This is done so that information can be gathered from within the
organization's staff members via in-depth structured interviews based on a subjective approach that
focuses more on experiential facts in order to collect the maximum amount of knowledge and
information required for accurately analysing the research topic. The interviews were arranged to
perform better qualitative research by using data acquired from the literature review or other
secondary sources. The questions for the hotel management interviews have been gathered.

Surveys:
Surveys are carried out by giving out questionnaires to employees employed by corporations and
utilising a process known as simple random sampling in order to get some generalised findings about
the research that has been carried out from a specific collection of persons. The survey questions
will be answered by roughly one hundred persons from the selected organisations. These personnel
will be both male and female, with ages ranging from 19 to at least 40 years old. They will also come
from a range of work levels inside the organisations, including interns, junior employees, mid-level
managers, senior managers, and department leaders, among others. A representative sample of the
survey questions has been created.

Reliability, Validity and Generalizability of the Research:

The issue that was examined during the whole study, namely the effects of the global pandemic on
the fast transformation that is happening in the workplace, is now playing a critical role in every
organisational sector. These surveys are repeated at different intervals, such as three weeks and
corporations, with the same results, ensuring the study's test-retest dependability. In particular,
after 3 weeks and companies. Following the conclusion of the survey and interviews with different
hospitality organisations, these surveys are repeated at a range of intervals and situations, such as
three weeks and with companies. The theory being researched has resulted in some plausible results
as a result of polls that have been conducted. These data show that workplace transformation
impacts the employees work behaviour and an organization's overall performance. As a result, the
construct validity of the research has been shown by these results. The fact that certain generalized
viewpoints were represented in both the survey results and the data gathered via interviews
suggests that the findings may be applicable to various business sectors in Pakistan.

Action plan:
The whole research took place over the course of eight weeks. After picking an appropriate subject
over the length of three days, the researcher then gathered data in order to provide an analysis of
the issue over the duration of ten days. After acquiring secondary data, the literature analysis was
finished in a matter of days. The next 5 days were set aside for the administration of surveys and
interviews, in addition to the data collection that occurred over the course of 8 days. Within a week,
the researcher analysed and interpreted the data that had been collected. Within seven days of
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completing an analysis of the main data that had been obtained, a conclusion and set of
recommendations were presented to the different organisations. The remaining six days were
allocated to finish, evaluate, and submit the whole study report.

Time frame for this research was eight weeks, all the tasks were divided into weekly scheduled.
Weeks (1 to 8) 1th 2th 3th 4th 5th 6th 7th week 8th
week week week week week week week

Introduction
Literature Review
Research
Methodology
Analysis

Conclusion

Recommendations
And Limitations
Presentation And
Submission

Data collection limitations:

Several problems and constraints met the researcher over the course of the investigation. To begin,
the time given for the completion of the whole study is 8 weeks, which is insufficient time to do such
significant research in this timeframe. Second, since the country is in such bad shape as a
consequence of the height of the epidemic caused by the Corona virus, the vast majority of
businesses are operating from home. As a result, it was impossible to visit the organisations and
conduct interviews and surveys with their personnel. Third, certain participants in the study, from
whom the surveys are conducted, are not as receptive to revealing the information about the
organisation that is required in the questionnaires. This might be due to a lack of understanding
related to their industry.

Ethical issues and considerations:

The whole investigation is carried out with painstaking attention to detail, taking into consideration
every ethical and moral notion and value. No participant's personal information will be disclosed to
anybody throughout the duration of the research. Before administering surveys and conducting
interviews, each participant is given a thorough explanation of the study's purpose. It has been
guaranteed that the wording and words used in the report do not infringe on any individual's privacy
or sensitivities. The gathered data will be kept secret, with the exception of the researcher, who will
be the only person with access to the material.

ANALYSIS
Interview Analysis:
To perform the main analysis, interviews are being conducted with the management staff members,
both male and female, of five hotels in the Pakistani business. The goal of these interviews is to
understand the worldwide pandemic's effects on speeding workplace change and overall
organisational performance. We initially secured verbal approval from the managers and provided
them with a brief outline of the research topic before conducting interviews with them. The
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following is an example of both the researcher's questions and the replies provided by the
interviewees in response to those questions:

Results from Primary research: Interview questions

What is the significance of workplace transformation at the work environment?
While the analyst questioned the hotel CEO and Director on the importance of WT in their
workplace, both of them responded extensively and with a dash of luck. They were all in agreement
that WT is critical to HOTEL's growth and productivity. They also stated that Hotel considers the
faculty's past background and predicts their outcomes based on their abilities and perks. The expert
was able to discover that the majority of the staff are persons, and that people do the majority of
the expert work.

How ability the board is dealt with on the acceleration of workplace transformation in
environment?

The administrator and the advanced didn't provide much of a response to the one's concerns;
nonetheless, they did inform the expert about the inclusion of HOTEL in the advancement; yet, they
did not educate about the actual methods that they use in their work. The perception analyst was
able to relax after learning that the attempt to boost workplace transformation was going to be kept
a secret from the general public in order to achieve their goal of increasing workplace
transformation.

What measurable steps can/have been done by the board to clarify these HOTEL impact of
workplace transformation?
When questioned about the difficult conditions and uncomfortable problems he faces while working
from a distance within HOTEL's regulatory center, the Chief Executive Officer (CEO) became
extremely candid in his responses. He considered enlistment concerns, generational conflicts among
the growing faculty, experience decision-making, and the hiring of digital workplace experts. A
manager from the delivery unit, on the other hand, took a long time to respond to a question about
the experience of watching a variety of digital transformation activities. The researcher commented
on the three criteria that were often mentioned.
Research on secondary resources
This supplemental investigation is entirely based on the work of previous analysts and the material
provided by HOTEL on their website. Other information sources include assessment records,
journals, and novels. The additional assessment will include an examination of the writing quality of
this post, as well as the work of the authors and data from websites. A secondary examination of
HOTEL revealed that the company is committed to workplace change, the production of mutual
value, and consistency, all of which are unquestionable ideals. As part of their civic responsibility,
HOTEL undoubtedly has an influence on their workplace transformation as a result of the worldwide
pandemic's escalation. HOTELS in Pakistan are doing an excellent job with their workplace
transformation operations.

Using descriptive analysis on the questions enables the research to be completed depending on the
replies gathered. The responses of all employees were examined using the mean, median, and
mode.
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0.2; 20%

Tour guide
Hotel manager

0.8; 80%

Explanation:

The table above shows that employees for tour companies make up a very small proportion of the
total; 20% worked as tour guides, and 80% worked as hotel managers at hotels linked with these
organisations. Tour guides have a lower percentage than hotel managers due to professional
progress. In the hotel management profession, there are prospects for growth; however, equivalent
opportunities for workplace change are unusual in the tour guide vocation.

The company Allocate a special budget for workplace transformation?

Yes No Total
21 9 30
70% 30% 100%
Mean 30/5 6
Median 1.5
Mode 1

0.3; 30%

Yes
No

0.7; 70%

Explanation:

The chart above illustrates that tourist firms invest a reasonable portion of their money to workplace
transformation, which may assist them in meeting their objectives. The majority of workers (71%)
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replied yes to the question, while the remainder said no. The employees who said no were unsure
about the subject or did not know the company's regulations. This clearly demonstrates that hotel
firms consider workplace transformation for workers in order to keep employees loyal to the
company and lower the retention rate.

The company develops a workplace transformation policy, engaged and committed workforce?
Yes No Total
14 16 30
49% 51% 100%
Mean 30/5 6
Median 1.5
Mode 2

Yes
0.51; 51% 0.49; 49%
No

Explanation:

According to the data above, certain firms are considering hiring persons with environment
adaptable behaviour. However, there is no workforce committee to design policies based on the
needs of the organisation. Only 49 percent of workers were recruited based on workplace change,
while the remaining 51 percent were hired and subsequently taught. Most workers in the hotel
sector are not talented, but the firms recruit them and work on their training and development
programmes, which is quite significant for both sides.

The administration monitors the acceleration of workplace transformation and advise

employees to improve performance.
Yes No Total
27 3 30
90% 10% 100%
Mean 30/5 6
Median 1.5
Mode 1
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0.1; 10%

Yes
No

0.9; 90%

Explanation:

The table above demonstrates that administration evaluates the acceleration of workplace change in
order to increase organisational performance. Since they devote the funds to train the workers, it is
necessary to check their performance. 90% of the employees must confront the evaluation process,
while the remaining 10% are unsure about the procedure or query. Hotel companies must maintain
a standard now that competition has emerged in the market; they must deliver services in
accordance with the needs of customers in order to maintain a competitive edge in the market. For
this purpose, it is critical to monitor employee performance on a quarterly or yearly basis (G.Colling,
2114).

The company provide an opportunity to change the employee's job to develop himself in the
process of workplace transformation?
Yes No Total
3 27 30
10% 90% 100%
Mean 30/5 6
Median 1.5
Mode 2

0.1; 10%

Yes
No

0.9; 90%
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Explanation:

The chart above indicates that employers do not want their workers to go, thus they never inspire
them to take advantage of chances to further their careers that come their way in the future.
Companies invest in less skilled individuals and then keep them after they become experts. As a
result, 90 percent of workers reported that their employers do not give them with opportunities or
push them to pursue a professional path outside of their firm. Every firm strives to keep its workers,
particularly talented ones, since market demand for qualified individuals has grown but supply has
not kept pace. This is due to rising client expectations for more professional services than ever
before.

Trend analysis:
The results of the interviews and surveys performed illustrate the effects of the worldwide pandemic
on quickening workplace change in various hotel sector firms in Pakistan. Both analyses concluded
that the worldwide pandemic had a negative influence on workplace change. The greatest firms
strive hard to keep their workers satisfied with their occupations and to keep them in the workplace.
For this aim, the company's leadership and strategic planners have well-developed policies to
manage and involve people in workplace transformation, which increases overall business efficiency.

CONCLUSION
The two hypotheses have been examined, and since the p value is less than the threshold of
significance, we will accept the null hypothesis and reject the alternative hypothesis. Additionally,
workplace change has a significant impact on the entire success of the hospitality industry and
boosted workplace transformation. The goal of this article is to examine how workplace
transformation implementation issues impact corporate performance and employee satisfaction
with workplace transformation strategies. As a result of the investigation, the approximate
regression model revealed that human resource management activities such as planning,
performance evaluation, collaboration, absence, attrition, and compensation had a significant
impact on employee satisfaction and job performance in the organisation. This study aimed to
demonstrate the effects of labour success on the time unit components to the best of its abilities.
Wherever a high level of motivation exists, there is also a high level of performance. Employee
engagement and constructive participation in the workplace have a substantial impact on the
industry's worker satisfaction. To develop its workers' skills and abilities, the hotel business must be
compelled to give appropriate training wherever the supply of high-quality services is involved. The
next critical phase, according to hotel owners and interview respondents, is putting the strategy into
reality as efficiently as possible; and for this, obtaining and training personnel are critical
considerations. There has been a rise in the number of unqualified workers; numerous countries
have passed laws permitting businesses to hire unqualified personnel, including those in the
hospitality sector.

RECOMMENDATIONS
Following is the recommendation on bases of conclusion and analysis.

Increase the flow of information.

Top management must increase communication across teams and among employees in order for
workplace transformation concepts to be embraced. They will be more effective in implementing
workplace transformation strategies as a consequence of enhanced communication. As a
 Research Project

consequence, frequent meetings with at least the team leader are essential for them to manage
their employees and subordinates successfully. Numerous organisational difficulties may be resolved
via excellent communication. Particularly in the hotel business, where event planning requires
extensive and effective communication in order to satisfy customers' specific needs.

Employer branding is important.

When it comes to acquiring more qualified guests, the hotel industry's marketing tactics and plans
should take precedence. This is also done to recruit more workers and customers. When guests
understand that the hotel administration takes its services and job seriously, they are more inclined
to trust them and employ them based on their experience. The economy's basic changes, together
with the increased quality of geographic points, create impediments to workplace reform. To put it
another way, the strategic departments of businesses are crucial when it comes to keeping and
maintaining qualified people. After all, firms, enterprises, and organisations dealing with these sorts
of metal concerns and problems should design a new approach for maintaining the bar of its
qualified staff.

Allow for personal interest to be accommodated.

Employees have a critical role in communicating the company's unique brand, which is owned by the
founders. Entrepreneurs entrust their employees with their brand image since their reputation is on
the line. As such, it is vital for its personnel to have a connection to the sector. Owner-managers
usually encourage staff to pursue personal hobbies in addition to their professional duties.

LIMITATIONS AND SCOPE FOR FUTURE RESEARCH

The study's results demonstrate unequivocally that strong personnel management has a beneficial
influence on employee retention, the degree to which workers are interested in their job, and the
overall profitability of enterprises in Pakistan's telecom sector. The research process is extensive and
typically requires a large amount of time, yet the researcher is given a limited time period, notably
for the collection and processing of primary data. This is one of the limitations connected with the
research. Similarly, because to the current pandemic situation, the researcher is unable to visit
organisations in order to conduct in-depth interviews with higher-level officials, which does not
provide the essential information. Furthermore, it is likely that survey respondents would submit
incorrect information or will not answer the questionnaire honestly. The researcher ensures that all
ethical issues related to the study, such as participant privacy and the confidentiality of their results,
are addressed. Furthermore, the region in which the study is being conducted has a very significant
potential for future exploration, provided that it is conducted on a different sample or in a different
business. Such an inquiry may help to refine and enhance the subject being investigated, as well as
aid industry experts and analysts in gaining some value from the research study.

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