1

CHAPTER I
THE PROBLEM AND ITS SETTING
This chapter includes the introduction, hypothesis, theoretical
framework, conceptual framework, significance of the study, scope and
delimitation and the terms of definition used.

Introduction
The 2019 COVID-19 pandemic disrupted the normal operations of
the hospitality sector and resulted in a decrease in hotel occupancy
rates (Salem et al., 2021), causing staff members to experience job
uncertainty, worry, and melancholy. This demonstrates a significant
influence on socioeconomic conditions, the psychological welfare of
employees, and the rate at which employees leave their positions
(Salem et al., 2022). A recent study indicates that unemployment and
uncertainty contribute to feelings of melancholy, anxiety, stress, work
burnout, and a strong desire to leave one's current job (Teng et al.,
2021).
The COVID-19 pandemic dealt a severe blow to the global
hospitality industry, forcing hotels to adapt to a “new normal”
characterized by stringent health protocols, shifting consumer
preferences, and economic uncertainty. To navigate this challenging
landscape, hotels must implement strategic initiatives focused on
recovery and resilience. Fotiadis et al. (2021). Therefore, the
adaptation to the changes brought by the pandemic is very crucial for
every hospitality industry; in order to sustain and recover from the
crisis, it requires the implementation of strategic planning and
initiatives of every firm.
Emerging from the COVID-19 pandemic, the Philippines has
undergone the “new normal” transition, creating a strategic recovery
effort to reinvigorate the industry. In tourism, these transitions aim to
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safeguard employees' and guests' health and safety, ensure continuity

of business operations, boost tourism confidence leading to
satisfaction, and establish a resilient and sustainable tourism industry
in the post pandemic era. Daryl Ace V. Cornell et al. (2024). In addition
to the statement of the author, in order to continue the business
operations, the most priority of every establishment or firm is the
safeguard of the employees and guests. Ensuring the safety and health
of the employees and the guests is the main focus of every business to
continue the business functions and profit.

PURPOSE OF THE STUDY

The purpose of the study is to know the information on how the
selected hotels in Digos City handled and survive the crisis brought by
the pandemic, in order for the future entrepreneur to be informed and
helped by our study. Gathering information from the people who
experience the pandemic era and extract the strategies and plans they
do to adapt and survive the crisis.

Objectives
The study focusses on the Challenges Affecting the Hotel
Operations of Selected Hotel in Digos City in the New Normal.
Specifically, it aims to answer the following questions:

1) To determine the Challenges Affecting the Hotel Operations of

Selected Hotel in Digos City in the New Normal
2) To determine the Coping Mechanism affecting the Hotel
Operations of Selected Hotel in Digos City in the New Normal.
3) To determine the Employees Insights affecting the Hotel
Operations of Selected Hotel in Digos City in the New Normal.
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Theoretical Framework
Duchek (2020) outlined resilience as a capability involving
anticipation, coping, and adaptation, which aligns with the adaptive
focus of Lawrence and Lorsch's Contingency Theory which has a
significant contribution to organizational theory, asserting that there is
no one-size-fits all approach to management. Instead, the optimal
organizational structure and management style depend on the specific
circumstances and environment in which the organization operates.
Differentiation: This refers to the degree of specialization within
an organization. Different departments or units may have distinct
goals, time horizons, and interpersonal styles. For example, a research
and development department might have a long-term focus and value
creativity, while a production department might prioritize efficiency
and adherence to schedules. Integration: This refers to the
mechanisms used to coordinate and unify the differentiated parts of an
organization. Effective integration requires communication,
cooperation, and shared goals among different departments.
Environmental Uncertainty: This refers to the degree of change and
complexity in the organization's external environment. A highly
uncertain environment, such as a rapidly changing industry, requires a
more flexible and adaptable organizational structure.
Despite these limitations, Lawrence and Lorsch's Contingency
Theory remains a valuable framework for understanding the
relationship between organizational design and environmental context.
By recognizing the importance of flexibility and adaptability, managers
can better position their organizations to succeed in a dynamic and
uncertain world.
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2.1 Health
1.1 Reduced
and safety
occupancy
protocol 3.1 Morale
and revenue
adaptation and
1.2 Staff
2.2 Skeletal motivation
reduction
workforce Strategies
and workload
arrangement 3.2 Training
increase
s and
1.3 Safety
2.3 upskilling
and
Communicati 3.3 Work life
compliance
on Strategies balance and
difficulties
2.4 wellness
1.4 Natural
Marketing efforts
disasters
efforts

Challenges Affecting the Hotel Opeartion of Selected Hotel

in Digos City

Hotel Hotel
Hotel
Operation Operation
Operation
Coping Employee
Challenges
Mechanism Insights
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1) FIGURE 1. A conceptual paradigm determines the Challenges

Affecting the Hotel Operations of Selected Hotel in Digos City in the
New Normal.

Significance of the Study

The result of this study would benefit the following individuals
and greater entities.
Hotel Owner. The result of this study could give a better profit.
Hotel Manager. The result of this study will help in the management
and formulation of marketing strategy for hotel recovery.
Hotel Staff. The result of this study will give continuous employment.
Guest. The result of this study could provide a chance to indulged in
the hotel services.
BSHM Students: The result of the study will help the BSHM students,
researchers and future entrepreneur or business owner to know the
factors that affects the operations during and after the pandemic.

Scope and Delimitation

This study is intended only specifically to the selected Hotel of
Digos City, Davao del Sur.
Determining Challenges Affecting the Hotel Operations of
Selected Hotel in Digos City in the New Normal was the focus of this
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research. The information needed will be gathered using the semi-

structured interview questionnaire. All information and conclusions
drawn from this study will be obtain only to particular people related to
the selected Hotel.

Definition of Terms
For better clarification and understanding of the terms related
to this study, the following terms are defined conceptually and
operationally.
Hotel Industry. This refers to the business administration
pertaining to the lodging, put up to receive payments from travelers or
the people who seek for a temporary stay, with services on the food,
drink, and a systematic control on the particular administration.
Selected Hotel. Conveniently situated in the Digos part of Digos,
this property puts you close to attractions and interesting dining
options. Restaurant and fitness center are among the special facilities
that will enhance your stay with on-site convenience.
Pandemic. This refers to a widespread occurrence of an infectious
disease over a whole country or the world at a particular time.
New Normal. This refers to a current situation, social custom, etc.,
that is different from what has been experienced or done before but is
expected to become usual or typical.
Hotel Supervisors. This refers to the persons who supervised in
each department of the hotel.
Hotel Staff. This refers to the people who works in the hotel.
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CHAPTER II
REVIEW OF RELATED LITERATURE
This chapter presents the principles, theories, ideas of foreign
and local literature of experts that have bearing to the study. Likewise,
other similar researches are also included to give sufficient background
and information essentially for the realization of the study.
According to (Raj, 2020) hotel industry is the section of the
service industry that deals with guest accommodation or lodgings. By
most definitions, the hotel industry refers not only to hotels, but also to
many other forms of overnight accommodation, including hostels,
motels, inns and guest houses. However, it does not usually include
long-term or permanent forms of accommodation. Due to the nature of
hotel services, it is closely associated with the travel and tourism
industry.
The coronavirus (COVID-19) pandemic hit the hotel industry hard
in 2020 and 2021, as countries worldwide enacted travel restrictions
and stay-at-home measures to limit the spread of the virus. In the hotel
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industry in Italy, the number of employees with fixed-term contracts

decreased by nearly 42 percent in 2021 over 2019. Overall, total
employment in the hotel industry in Italy dropped by roughly 37
percent in 2021 compared to pre-pandemic levels. Hotel operations are
dynamic and multifaceted, requiring employees to manage not only
physical tasks but also complex interpersonal interactions. The
hospitality industry is prone to various operational challenges such as
emotional labor, high turnover, inconsistent scheduling, and service
recovery demands, all of which directly affect employee well-being and
performance. Recent studies have explored the challenges
encountered by hotel employees and the coping mechanisms they
employ to manage occupational stress.
Operational challenges in hotels are rooted in the demanding
nature of service work. Employees often experience role conflict,
ambiguity, and overload. Salama et al. (2024) identified role overload
and ambiguity as key stressors in the hospitality sector, leading to
emotional exhaustion and decreased job performance. The study
emphasized that these stressors are intensified when expectations
from management conflict with guest demands, a common situation in
fast-paced hotel settings.
Spain's hospitality sector faced significant challenges during the
COVID-19 pandemic, leading to substantial operational adjustments. A
study by Alonso-Almeida (2020) highlights that major Spanish hotel
chains, including Meliá Hotels International, Iberostar Hotels & Resorts,
Barceló Hotel Group, Riu Hotels & Resorts, and NH Hotel Group,
implemented comprehensive health and safety protocols to regain
customer trust and ensure safe operations. These measures
encompassed rigorous sanitation practices, social distancing, and the
adoption of digital technologies to minimize physical contact.
Furthermore, the Spanish government collaborated with the hotel
industry to repurpose accommodations for healthcare needs. For
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instance, several hotels in Madrid were transformed into medical

facilities to alleviate the burden on hospitals during peak infection
periods (González-Torres et al., 2021). This initiative not only provided
essential healthcare support but also offered a temporary operational
purpose for hotels facing occupancy declines.
In terms of communication strategies, Spanish hotels enhanced
their digital presence to maintain engagement with customers. Social
media platforms were utilized to disseminate information about safety
measures, operational changes, and promotional offers, thereby
sustaining customer relationships during periods of restricted travel
(Martínez-Ruiz et al., 2021).
According to Padua and Nuguid (2021), hotels in regions such as
Davao and Metro Manila faced declining occupancy rates, prompting
them to adapt through enhanced sanitation, communication via social
media, and offering promotions to attract local customers.
A study by Villacorta et al. (2024) focusing on Initao, Misamis
Oriental, revealed that local tourism and hospitality businesses
experienced decreased bookings, event cancellations, and revenue
declines. To mitigate these challenges, businesses implemented
various coping strategies, including adopting digital marketing, offering
flexible cancellation policies, and enhancing health and safety
measures. The study highlighted the importance of resilience and
innovation in overcoming the pandemic's adverse effects on the local
hospitality sector.
Olano & Libarra (2023) studied Puerto Princesa, Palawan, hotel
industry during COVID-19 and found a decreasing number of foreign
and domestic tourist arriving in Puerto Princesa which resulted to
occupancy rates declining drastically. Hotels adopted flexible pricing
strategies and enhanced sanitation protocols to attract local travelers.
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However, many small to mid-sized hotels faced bankruptcy due to

sustained losses.
Our study identifies the following major human resources
measures as effective in past crises: specific training programs to
ensure employees’ safety and security; additional internal
communication channels; and an emergency communication network
to keep employees informed and keep morale high, an important factor
during hard times (Hao et al., 2020).

CHAPTER III
METHODOLOGY
This chapter presents the research design, research procedure,
the subject of the study, determination of sample, research instrument
and statistical treatment of data.

Research Design
This study will be a Qualitative Research that mainly determine
the Challenges Affecting the Hotel Operations of Selected Hotel in
Digos City in the New Normal. Therefore, the study seeks the common
ground to conclude of what are the most reasons that the hotel
industry is facing in the recent time. Moreover, the above-mentioned
design includes the viewpoints of the Department Supervisors and
Departmental Staff as to how those Challenges affects the hotel
operations.

Research Locale
This research study will be conducted at Avenue One Hotel
located at Roxas Extension, Tres De Mayo, Digos City, Davao del Sur,
Philippines. Digos City Avenue One Hotel is 2.5 stars out of 5, a
boutique type of hotel. The car parking and the Wi-Fi are always free,
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so you can stay in touch and come and go as you please. Conveniently
situated in the Digos part of Digos, this property puts you close to
attractions and interesting dining options. As an added bonus,
restaurant is provided on-site to conveniently serve your needs.
This research study will be conducted at BIG8 Corporate Hotel
located at Quezon Avenue, Brgy. Zone 1, Digos City, Davao del Sur. A
business type hotel that caters dinning, rooms for stay, pool bar,
function halls that suites for any kind of occasions. It is a perfect
location for the survey and interview because the researchers will be
able to get a plentitude of significant information, different ideas and
distinct opinions from real experiences of the hotel personnel’s that are
needed for the study. The hotel industry of Digos City was also greatly
affected by the changes brought about by the pandemic.

Sampling Technique
The researcher then will be the non-probability type of sampling
where the researcher wants to gain detailed knowledge about a
specific phenomenon rather than make statistical inferences, or where
the population is very small and specific. An effective purposive sample
must have clear criteria and rationale for inclusion.

Subject/ Respondents of the Study

The respondents of this study are the Department Supervisors
and Staff in each department of a selected Hotels in Digos City. 3
respondents in Big 8 Corporate Hotel and 3 respondents in Avenue One
Hotel, a total of 6 respondents.

Research Instrument
In order to satisfy the purpose of this study the researcher will
used a semi-structured interview instrument; this is a flexible tool used
in qualitative research to guide conversations with participants with
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their availability of time. It combines elements of both structured and

unstructured interviews. While it provides a framework of core
questions to be asked, it also allows for flexibility in the order of
questions and the depth of exploration of certain topics.
To determine the challenges that affects the selected Hotel in the
new normal, the following continuum was used:

Data Gathering Procedure

Before the conduct of the study, the researchers present the
questionnaire to their research adviser and department head for
approval. The necessary consent and permissions will be obtained
from the Hotel Manager and Supervisors of the hotel thru a letter. After
obtaining consents and permissions, the researchers conduct an
interview to the managers and supervisors in each department Avenue
One Hotel and BIG8 Corporate Hotel, Digos; according to its time
availability. The questionnaire was floated out to the selected
respondents. The data gathering serve as a basis for this study to
determine what are the most Challenges that affects the recovery of
selected Hotel in the new normal. The objectives and research
questions will be use as the basis of the interpretation of the collected
data. The researcher expects research objectives would satisfy the
results.
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CHAPTER IV
RESULTS AND DISCUSSION

This chapter presents the findings and data of the study, the
analysis, and the interpretations based on the tabulated and treated
data generated from the responses of the respondents. The discussion
is arranged based on the statement of the problem presented in this
study.

ACTUAL ANSWERS FOR INTERVIEW DATA ANALYSIS OF

RESPONSES
RESPONDENT 1
QUESTIONS: INTERPRETED
ORIGINAL RESPONSES RESPONSES
1. What
Okay the primary Okay the primary
were the
challenges our challenges our
primary
department faced during department faced during
challenges
pandemic was, we are the pandemic was, we
your
being forced to duty since are being forced to duty
department
pandemic siya, we need to since it is a pandemic, we
faced during
do skeletal work. need to do skeletal work.
the pandemic?
2. How did you So the basic aahhmm.. The basic completion
adapt your completion about the new about the new health and
department’s health and safety safety protocols is
operations to protocols is basically we basically we should wear
comply with should wear mask and mask and then, like
new health then, like sanitize every sanitize every now and
and safety now and then for the then for the safety of
protocols? safety of everybody as everybody as well as our
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well as our guest. guest.

3. What One of the two basic One of the two basic
strategies did strategy that we imply strategy that we imply
you employ to specially to our employees specially to our
maintain staff is to keep them motivated employees is to keep
morale and and committed especially them motivated and
engagement? ahh.. to their work and to committed especially to
the organization. their work and to the
organization.
4. Can you
So honestly sir, since So honestly sir, since the
describe your
pandemic so we need to pandemic so we need to
department’s
reduce our aahhmm.. reduce our number of
experience
number of employees employees since the
with reduced
since hinay man ang pace of business is slow
occupancy and
dagan sa business so yun. so that's it.
revenue?
Aahhmm..The The communication that
communication that we we make to our
5. How did you make to our stakeholders
stakeholders especially
communicate especially to our guest is
to our guest is by posting
changes to by by posting our
our promotions or like
guests and promotions or like
discounts para ma-aware discounts so that they
stakeholders?
sila na we still have there. are aware that we still
have it there.

RESPONDENT 2
QUESTIONS: INTERPRETED
ORIGINAL RESPONSES RESPONSES
1. What were The soft opening The soft opening
the primary cancelled and it’s because canceled and it’s because
challenges naabot si pandemic and the pandemic hit and
your then sabay pud ang then the earthquake
department earthquake so ang happened at the same
nahitabo ato nga time is time so what happened
faced during
nastop sila ug work this time is that they
the pandemic?
dayun, ginatawagan na stopped working there,
lang ug naay mga delivery they just called and there
nga maabot. Ingon ana so were deliveries that
na lang among set-up ato, arrived. That's how we
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so tawaganlang ni set-up, so the manager

manager kung naay mga only calls if there are
stock para i-double check, stocks to double check,
so dili jud daily ang so it's not a daily job. Not
trabaho. Dili pagyud kami necessarily all of us who
tanan ang naka onboard are onboard when the
pagka pandemic na pandemic is selected,
selected na, selected only three are selected,
nalang tulo,duha na lang only two can do skeletal
ang makaduty skeletal na duty.
lang.
2. How did you Medyo lisud kay nasanay It's a bit difficult because
adapt your naman ta na normal lang we're used to being
department’s ba, normal living, nasanay normal, normal living,
operations to ta nga wala ta naga mask. we're used to not
comply with Kato nga time kinahangan wearing a mask. That's
new health ta nga maka mask, maka the time we wanted to
wear a mask, wear a
and safety shield then, time to time
shield, then wash our
protocols? nagahugas jud sa kamot
hands and sanitize from
nagasanitize. Para sa time to time. For us, it's
amoa medyo lisud jud a bit difficult because
siya ba kay kaylangan jud you need to be
ka kanang self deciplined, selfdisciplined, so
para gud ma..unsay that...what do you call it,
tawag, ma comply gud we can comply with the
nato ang safety sa atong safety of ourselves, not
kaugalingon ,dili lang just ourselves and at the
atong kaugalingon at the same time with the other
same time sa other person because there is
person pud kay wala man no one. You don't know
where covid is, or it's
gud ta ka balo gud no
based on covid, so self-
kung asa si covid or, naa discipline is what we
batay covid so self- need while working, so
discipline gyud atong distance is also wnga
kinahanglan while wala hat we need from
working, so distance pud them, saliva that we
ang kailangan ato sa ilaha don't have. It's also a bit
nga mga saliva nga wala. difficult because it was
Medyo lisud pud to kay also accompanied by an
gisabayan pud ni lindol, earthquake, which was a
naga kalo. Naka hard hat disaster. We were
mi ato kay sabay man to wearing a hard hat
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ang linog ato, giprovide- because the earthquake

dan mi ato sa company happened at the same
isa ka set ug naga mask time, the company
unya sagabal kaayo sa provided us with a set of
trabaho masks and it was a
hindrance to work.

So mauto siya every time So every time before they

na like ka ng before sila start there is a day
magstart na id briefing so, briefing so, they know and
3. What
kabalo sila ug aware sila they are aware of what
strategies did unsa ang dapat they have to do so.. at the
you employ to pambuhaton nila so.. at same time, they are also
maintain staff the same time ahhmm.. always aware about the
morale and aware pud sila always nga safety protocols at the
engagement? about sa safety protocols hotel like during a
sa kuan sa hotel like pandemic.
during pandemic.

4. Can you So actually, si big 8 dili pa So actually, the big 8 is

describe your jud siya ingon nga kanang not yet as fast as it is
department’s kusog na jud up and down going up and down, but
experience pajud si big 8 pero kusog- the big 8 is going fast. So
with reduced kusog na jud si big 8. So now the normal is being
occupancy and karon sa normal hinihinay slowed down to return to
normal, it can be called
revenue? na tag balik sa normal,
the new normal it's
matawag siya nga new
because of we have
normal it's because of already gone through the
naagian na nato nga pandemic. So now he's a
pandemic. So karon bit difficult for us,
medyo lisud siya sa amoa especially in marketing
specially sa marketing kay because even though
naa man gud ta sa Digos, we're in Digos, he's not
dili pakaayo siya ingon as good as he is..what do
nga kanang..unsay tawag you call it, even in Digos
ani, ang Digos man gud he's not really the same
dili gyud siys same sa as in Davao in terms of
Davao nga kusog, daghan strength, they have a lot
of money. So now what
mga kaning kwartahan. So
marketing is doing is thru
karon ang gibuhat ni social media like
marketing is thru social marketing in sociall
media like marketing in media to promote Big8
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sociall media para and the revenue will

mapromote si Big8 ug mas increase even more, he
will not run out.

motaas pa ang revenue,dili

siya moubos.
5. How did you So ang sa hotelier man So the hotelier also needs
communicate gud is kailangan jud ta ug us and knows how to
changes to kabalo jud ta unsaon nato communicate with the
guests and pag communicate sa guests so that the guests
stakeholders? guests para mas ma well can better appreciate the
appreciate jud sa guests service. That we can
aang service. Kanang provide all services to
mahatag nato ang tanang guests, so that guests
service sa guests, para si come back again and
guests magbalik-balik ma again to be satisfied. So as
satisfied sila. So as Housekeeping, our job is
Housekeeping ang trabaho cleaning the room, so of
namo is cleaning sa room course we can also
ana, so syempre didto kay communicate with the
makig communicate man guests because there are
pud mi sa guests kay naay questions, so the style you
mga pangutana need is right... what is it
ana..ana.., so ang style na called? this.. what is that
mo kailangan jud term? Good service is
kanang... unsay tawag ana great! so that the guest
oyy,kaning.. naay unsa can be satisfied, like
nga term ana. Mahatag thorough cleaning, that's
ang good service! para ma the advice I give them,
satisfied si guest like even if it's with the guest,
thorough cleaning ana so, don't just resist. They
ang gina advice guyd nako should always be calm so
sa ilaha bisan pag that they can answer more
kasab.an sa guest dili lang clearly what is being asked
jud mosukol. Kinahanglan of the guest.., so that the
calm lang jud sila always guest can also appreciate
para mas matubag lang the people in the Big8, so
jud nila ug tarong kung they go back and forth.
unsa ang gipangtana sa they are still there, so the
guest revenue is still passing.
ana..,para si guest pud is
maappreciate pud niya
nga ingana pud diay ang
mga tao sa Big8 so mag
balik-balik pa sila, so ang
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revenue is passing
gihapon.

RESPONDENT 3
QUESTIONS: INTERPRETED
ORIGINAL RESPONSES RESPONSES

1. What were
The first challenge that
the primary The first challenge that we
we face during the
challenges your face during the pandemic
pandemic was the
department was the decreased of sales
decreased sales on our
faced during the on our company.
company.
pandemic?

2. How did you It is not easy to face the It is not easy to face the
adapt your challenges during challenges during the
department’s pandemic because, we pandemic because, we
operations to need to strict the protocols need to strict the
protocols and regulations
comply with and regulations during the
during the pandemic. We
new health and pandemic. We need to also need to ensure the
safety ensure also the safety and safety and health of our
protocols? health of our employees. employees.

3. What
We promote work-life We promote work-life
strategies did
balance and prioritize balance and prioritize
you employ to
employee wellness, employee wellness,
maintain staff
recognize and regularly recognize and regularly
morale and
provide positive feedback. provide positive feedback.
engagement?
4. Can you Our department Our department
describe your experienced the low and experienced the low and
department’s decreased of our revenue decreased of our revenue
experience with that cause to decreased that caused to decrease
reduced also our manpower also our manpower
occupancy and because of the low profit because of the low profit
due to pandemic. due to pandemic.
revenue?

5. How did you We communicate our guest We communicate our

communicate and stakeholders on guests and stakeholders
changes to internet through messenger on the internet through
or email for less contact to messenger or email for
guests and
 19

face to face interactions less contact to face to

and informed our face interactions and
stakeholders that our sales inform our stakeholders
stakeholders? and profit are going low that our sales and profit
and suggest our alternative are going low and suggest
actions. our alternative actions.

RESPONDENT 4
QUESTIONS: INTERPRETED
ORIGINAL RESPONSES RESPONSES
1. What were
the primary The primary challenges or The primary challenges or
challenges department has faced department has faced
your during the pandemic are during the pandemic are
department the reduced customers the reduced customers
faced during and low revenue. and low revenue.
the pandemic?
2. How did you
adapt your We limited the number of We limited the number of
department’s our customers we can our customers we can
operations to cater in a day while cater in a day while
comply with following with the new following with the new
new health health and safety health and safety
and safety protocols. protocols
protocols?
Strategies employed to Strategies employed to
maintain staff morale and maintain staff morale and
3. What engagement by giving engagement by giving
strategies did them positive feedbacks, them positive feedbacks,
incentives/rewards. incentives/rewards.
you employ to
Providing them basic Providing them basic
maintain staff
needs to provide prevent needs to provide prevent
morale and them contracting covid. them contracting covid.
engagement? Giving them enough rest Giving them enough rest
whenever they needed. whenever they needed.

4. Can you Our departments Our departments

describe your experienced with reduced experienced with reduced
department’s occupancy and revenue is occupancy and revenue is
 20

very hard, we were not very hard, we were not

able to reach our revenue able to reach our revenue
goals because of the goals because of the
experience pandemic. Employees pandemic. Employees
with reduced were reduced while those were reduced while those
occupancy and who remained were given who remained were given
revenue? additional workloads just
additional workloads just
to accommodate our
to accommodate our
department’s needs.
department’s needs.
We
informed/communicate We
with our stakeholders by informed/communicated
sending them emails with our stakeholders by
5. How did you about the implemented sending them emails about
changes based on the new the implemented changes
communicate
health and safety based on the new health
changes to
protocols. The guest were and safety protocols. The
guests and instructed upon entering guest was instructed upon
stakeholders? about the new health and entering about the new
safety protocols and Do's health and safety protocols
and Don'ts in the and Do's and Don'ts in the
establishments establishments

RESPONDENT 5
QUESTIONS: INTERPRETED
ORIGINAL RESPONSES RESPONSES
Since we all know that Since we all know that
1. What were housekeeping is only housekeeping is only
the primary involved into changing the involved into changing the
challenges bed linen and providing bed linen and providing
your the room amenities. But the room amenities. But
department during the Pandemic, we during the Pandemic, we
faced during also perform the most also perform the most
the pandemic? crucial role in keeping the crucial role in keeping the
environment sanitized. environment sanitized
2. How did you By following the strategies By following the strategies
 21

adapt your and guidelines by different

and guidelines by different
department’s chain hotels in facing the chain hotels in facing the
operations to post pandemic situation, post pandemic situation,
comply with to ensure that guest as to ensure that guests as
new health well as the staff is safe well as the staff is safe
and safety and secure. and secure.
protocols?

One of our strategies are

employing by providing
One of our strategies are
3. What
employing by providing training and development
strategies did
training and development programs to ensure that
you employ to
programs to ensure that
maintain staff employees are properly
employees are properly
morale and
trained on new health and trained on new health and
engagement?
safety protocols.
safety protocols.

4. Can you
describe your
department’s
experience Adapting and Innovating. Adapting and Innovating.
with reduced
occupancy and
revenue?
We deliberate actions to
We deliberate actions to protect our guests and
protect our guests and employees. Given the
5. How did you employees. Given the stakeholder nature of the
communicate stakeholder nature of the industry, we engage with
changes to industry, we engage the the government and
guests and with the government and industry associations in
stakeholders? industry associations in formulating policy in times
formulating policy in times of crisis.
of crisis.

QUESTIONS: RESPONDENT 6
 22

ORIGINAL INTERPRETED
RESPONSES RESPONSES
1. What were
the primary
We struggled with low
challenges We struggled with low
bookings, reduced
your bookings, reduced income,
income, and retaining
department and retaining staff.
staff.
faced during
the pandemic?
2. How did you
adapt your We followed health
department’s protocols by adding We followed health protocols
operations to by adding sanitation
comply with sanitation stations stations and enforcing
new health and and enforcing mask mask-wearing.
safety wearing.
protocols?
3. What We encourage staff through
strategies did regular check-ins and small
We encouraged staff
you employ to
through regular check- incentives.
maintain staff
ins and small incentives.
morale and
engagement?
4. Can you
describe your
We saw fewer guest, We saw fewer guests, which
department’s
which forced us to cut forced us to cut costs and
experience with
costs and focus on basic focus on basic operations.
reduced
operations.
occupancy and
revenue?
5. How did you
We shared updates
communicate We shared updates through
through social media,
changes to social media, email, and
email, and notices at the notices at the hotel.
guests and
hotel.
stakeholders?

Table 1. Challenges Affecting the Hotel Operation in the

Selected Hotels in Digos City according to the respondents:
 23

Challenges Affecting Hotel Operation F Interpretation

Hotel Operation Challenges

• 1.1 Reduced occupancy and revenue 6/6 High

• 1.2 Staff reduction and workload 5/6 High

increase

• 1.3 Safety and compliance difficulties 4/6 Medium

• 1.4 Natural disasters 3/6 Low

Hotel Operation Coping Mechanism

• 2.1 Health and safety protocol 6/6 High

adaptation

• 2.2 Skeletal workforce arrangement 5/6 High

• 2.3 Communication Strategies 6/6 High

• 2.4 Marketing efforts 4/6 Medium

Hotel Operation Employee Insights 5/6 High

• 3.1 Morale and motivation St

• 3.2 Training and upskilling 3/6 Medium

• 3.3 Work life balance and wellness 3/6 Medium

efforts

Table 1 shows the departmental responses of hotel staff during

the pandemic as perceived by respondents. It can be observed that the
categories “Compliance with Health & Safety Protocols,”
 24

“Communication with Guests and Stakeholders,” and “Reduced

Occupancy and Revenue” had the highest frequency of 6, which means
these were consistently mentioned by all respondents. This implies
that all departments gave primary importance to following safety
protocols, maintaining clear communication, and dealing with
decreased customer volume and revenue.

The category “Staff Morale and Engagement Strategies” followed

with a frequency of 5, showing that majority of the respondents-
initiated programs or efforts to keep employees motivated and
engaged during the pandemic.

Meanwhile, the categories “Workforce Reduction / Skeletal Duty

Implementation” and “Training and Innovation” had frequencies of 4
and 3, respectively. This indicates that while some departments
implemented reduced staffing strategies and introduced innovative
practices or training, these were not universally applied across all
departments.

This suggests that while health, safety, and operational

sustainability were immediate priorities, employee development and
strategic innovation were addressed to a lesser degree.

According to Yu et al. (2022) that during the COVID-19 pandemic,

hotels prioritized health and safety measures, transparent
communication with stakeholders, and strategies to mitigate reduced
occupancy and revenue. The research emphasizes that these areas
were critical for hotels to maintain operations and customer trust
during the crisis.
 25

CHAPTER V
SUMMARY, FINDINGS OF THE STUDY, CONCLUSIONS AND
RECOMMENDATIONS

This chapter presents the summary, findings of the study,

conclusions, and recommendations offered.

SUMMARY
The study “The Challenges Affecting the Hotel Operations of
Selected Hotel in Digos City in New Normal” analyzed challenges that
affect the Hotel, coping mechanisms they adapt and employee insights
to identify the Hotel Operation status after the pandemic. The findings
highlight the need for training and employee wellness programs and
flexible emergency response plan that includes scalable workforce
deployment and budget allocation for them to prepare whenever they
are challenges that might affect their operations.

FINDINGS OF THE STUDY

Based on the analysis of the data, the findings were drawn:
 26

1.1 The pandemic caused a significant problem to the Hotel

Operations of the Selected Hotel in Digos City. It leads to low booking,
decreased revenue, and the need to staff reductions. The Selected
Hotels had to delay openings or operate on skeletal schedules while
sticking to strict health protocols. The findings revealed that the most
significant challenges faced by hotels were reduced occupancy and
revenue and staff reduction with increased workload. These issues
were consistently identified as high-impact by nearly all respondents,
emphasizing their critical effect on operational sustainability during
crisis periods.
1.2 Hotels adopted strategies as their coping mechanism such as
implementation of strict health protocols, and strengthened
communication strategies, both of which were rated high by all
respondents. In addition, the skeletal workforce arrangement was
frequently adopted, indicating a strategic shift to maintain operations
while minimizing costs and adhering to safety guidelines. Reducing
person interactions and keeping staff on safety measures.
1.3 Employees Insights and Morale were maintained through
regular check ins, incentives and wellness support. Respondents
showed a strong sense of responsibility into sticking to the safety
protocols while maintaining a safe environment for everyone. Among
employee-related insights, morale and motivation was highlighted as a
major focus area, suggesting that management efforts to sustain
employee engagement and satisfaction were recognized and valued
during operational adjustments.
CONCLUSION
The primary challenges that hotel industry face during pandemic
are Operational Challenges, Financial Challenges, Technological
Challenges, Human Resources Challenges, Marketing and Customer
 27

Experience Challenges, Regulatory and Compliance Challenges,

Environmental Sustainability Challenges.
The Challenges and struggles of reduced occupancy rates and
revenue decline to prioritizing health and safety protocols needed to
continue your business operations and revenue, to shortage of
manpower and maintaining staff morale and mental health concerns,
to adopting, innovating and survive the crisis brought by the pandemic.
Indeed, it is not easy to face such challenges but the Hotel
Industry in Digos City is still going and growing.

RECOMMENDATIONS
Based on the data that we’ve gathered our recommendation to
the selected hotel in Digos City is to practice the flexible staffing
arrangements for flexible scheduling, adopt technology integration for
less contact and enhance cleaning protocols to ensure the safety and
health of everyone.
The most crucial part for a company is the loss of profit or
revenue, our recommendation to every businessman is to have a
Contingency Planning and Crisis Communication planning in order to
establish communication protocols for emergency situations and
manage the crisis that is being experience. In order also to keep your
patrons and guests you need to maintain and monitor the health and
safety of each and everyone.
 28

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sustainable hospitality—An opportunity to rebuild the sector.
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Cornell, D. A. V., Sanchez, L. A., & Ramos, M. R. (2024). Strategic
tourism recovery in the Philippines during the COVID-19 pandemic.
Philippine Journal of Tourism and Hospitality, 10(1), 22–35.
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conceptualization. Business Research, 13, 215–246.
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and the ugly on COVID-19 tourism recovery. Annals of Tourism
Research, 87, 103117. https://doi.org/10.1016/j.annals.2020.103117
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Barahona, E. (2021). Managing relationships in the tourism supply
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Hao, F., Xiao, Q., & Chon, K. (2020). COVID-19 and China’s hotel
industry: Impacts, a disaster management framework, and post-
 29

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102636. https://doi.org/10.1016/j.ijhm.2020.102636
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APPENDIX A

POLYTECHNIC COLLEGE OF DAVAO DEL SUR, INC.

Mac Arthur Highway, Brgy. Kiagot, Digos City,
Philippines

ANTONETTE M. TABOTABO, MM-HM

Department Head of Hospitality Management Polytechnic College of
Davao del Sur, Inc.

Dear Ma’am,

Good day!

We, the Bachelor of Science in Hospitality Management students of

Polytechnic College of Davao del Sur, Inc. would like to ask permission
from your good office to allow us to conduct research entitled
“Challenges Affecting the Hotel Operations of Selected Hotel in
Digos City in the New Normal”.

We are hoping for your kind consideration. Thank you very much!

Respectfully yours,

MAGIC JOHNSON G. BULAN

IAN C. DAGATAN
JOHNCERL L. IBABAO
PILAR MAY B. AVANCEÑA

Noted by:
 31

MARILOU C. DIANA, MAED

Research Adviser

Approved by:
ANTONETTE M. TABOTABO, MM-HM
BSHM Program Head

APPENDIX
A
POLYTECHNIC COLLEGE OF DAVAO DEL SUR, INC.
Mac Arthur Highway, Brgy. Kiagot, Digos City,
Philippines

THE MANAGER
Avenue Hotel
Roxas Extension, Digos City

Dear Sir/ Ma’am:

Greetings of Peace!

We have the honor to ask permission to conduct a study in connection

with our research under study entitled “Challenges Affecting the
Hotel Operations of Selected Hotel in Digos City in the New
Normal” in partial fulfillment of the requirements for the Bachelor of
Science in Hospitality Management at Polytechnic College of Davao del
Sur, Inc.

In view hereof, may we request you that we will be allowed to launch

our questionnaire in your workplace, Avenue One Hotel.

Respectfully yours,

MAGIC JOHNSON G. BULAN

IAN C. DAGATAN
JOHNCERL L. IBABAO PILAR MAY B. AVANCEÑA
Noted by:
MARILOU C. DIANA, MAED
Research Adviser
 32

Approved by:
EURIKA U. WAGA
Hotel Manager
APPENDIX
POLYTECHNIC COLLEGE
A OF DAVAO DEL SUR, INC.
Mac Arthur Highway, Brgy. Kiagot, Digos City,
Philippines

THE MANAGER
Big 8 Corporate Hotel
Quezon Avenue, Zone 1, Digos City

Dear Sir/ Ma’am:

Greetings of Peace!

We have the honor to ask permission to conduct a study in connection

with our research under study entitled “Challenges Affecting the
Hotel Operations of Selected Hotel in Digos City in the New
Normal”.in partial fulfillment of the requirements for the Bachelor of
Science in Hospitality Management at Polytechnic College of Davao del
Sur, Inc.

In view hereof, may we request you that we will be allowed to launch

our questionnaire in your workplace, Avenue One Hotel.

Respectfully yours,

MAGIC JOHNSON G. BULAN

IAN C. DAGATAN
JOHNCERL L. IBABAO
PILAR MAY B. AVANCEÑA

Noted by:
MARILOU C. DIANA, MAED
Research Adviser

Approved by:
JUNNY G. PANTINOPLE
Hotel Manager
 33

APPENDIX B

POLYTECHNIC COLLEGE OF DAVAO DEL SUR, INC.

Mac Arthur Highway, Brgy. Kiagot, Digos City, Philippines

LETTER TO RESPONDENTS

Dear Respondents:

Greetings!

We are the Bachelor of Science in Hospitality Management students of

Polytechnic College of Davao del Sur, Inc. who are enrolled in Research
2. Presently, we are conducting a study entitled “Challenges
Affecting the Hotel Operations of Selected Hotel in Digos City
in the New Normal”.

In the regard, we are asking for your precious time, and effort to
answer all the questions in the questionnaire that are important and
helpful for the completion of the study. Rest assured that all data
gathered from you will be kept in the highest level of confidentiality.
Your positive response in this request will be valuable contribution for
the success of the study and will highly appreciate. Thank you very
much for your cooperation.

Respectfully yours,

MAGIC JOHNSON G. BULAN

IAN C. DAGATAN
JOHNCERL L. IBABAO
PILAR MAY B. AVANCEÑA

Noted by:
MARILOU C. DIANA, MAED
Research Adviser
 34

APPENDIX C
SURVEY QUESTIONNAIRE
Position of Hotel Personnel: ___________________________
Department: ______________ Age: ____ Sex: ___________

Instruction:
Hereunder are the questions pertaining the “Challenges Affecting
the Hotel Operations of Selected Hotel in Digos City in the New
Normal”.
1. What were the primary challenges your department faced during
the pandemic?
2. How did you adapt your department’s operations to comply with
new health and safety protocols?
3. What strategies did you employ to maintain staff morale and
engagement?
4. Can you describe your department’s experience with reduced
occupancy and revenue?
5. How did you communicate changes to guests and

SPOT MAP
(Avenue One Hotel)
 35

SPOT MAP
 36

(Big8 Corporate Hotel)

 Curriculum Vitae

Name : Pilar May B. Anancena

Email : [email protected]
Contact No. : 09389915668
_______________________________________________
PERSONAL DATA
Home Address : Roxas Ext., Digos City, Davao del Sur
Date of Birth : December 11, 1993
Mother’s Name : May Jean B. Avancena
Father’s Name : Pamfilo S. Avancena (Deceased)

EDUCATIONAL ATTAINMENT

Tertiary : Currently 4th year student at Polytechnic

College of Davao del Sur
S.Y. 2024-2025
McArthur Highway, Digos City
Secondary : Holy Cross of Sta. Maria
S.Y. 2009-2010
Elementary : Jose Timbol Sr. Central Elementary School
S.Y. 2005-2006

Name : Magic Johnson G. Bulan

Email : [email protected]

37
 Curriculum Vitae
Contact No. : 09095395249
_______________________________________________

PERSONAL DATA

Home Address : Prk. Bermuda-A Sitio Punta Biao, Cogon

Digos City, Davao del Sur
Date of Birth : May 9,1994

Mother’s Name : Marites G. Bulan

Father’s Name : Lucrecio S. Bulan

EDUCATIONAL ATTAINMENT

Tertiary : Currently 4th year student at Polytechnic

College of Davao del Sur Inc.
S.Y. 2023-2024
Secondary : Digos City National High School
S.Y. 2012-2013
Elementary : Don Mariano Marcos Elementary School
S.Y. 2006-2007

Name : Ian C. Dagatan

Email : [email protected]

Contact No. : 09310721913

_______________________________________________

PERSONAL DATA

Home Address : Bugac, Patulangon, Brgy. Zone 1, Sta Cruz,

Davao del Sur

38
 Curriculum Vitae
Date of Birth : February 10, 1991

Mother’s Name : Annabelle C. Dagatan

Father’s Name : Miguelito C. Dagatan

EDUCATIONAL ATTAINMENT

Tertiary : Currently 4th year student at Polytechnic

College of Davao del Sur Inc.
S.Y. 2024-2025
Secondary : Sta. Cruz National High School
S.Y. 2007-2008

Elementary : Sta. Cruz Elementary School

S.Y. 2003-2004

Name : Johncerl L. Ibabao

Email : [email protected]

Contact No. : 09942182430

_______________________________________________

PERSONAL DATA

Home Address : Prk. Santan,Brgy. Matutungan, Sta. Cruz ,Davao

del Sur

Date of Birth : December 10,1999

39
 Curriculum Vitae
Mother’s Name : Jonnafe L. Ibabao

Father’s Name : Winefredo C. Ibabao(Deceased)

EDUCATIONAL ATTAINMENT

Tertiary : Currently 4th year student at Polytechnic

College of Davao del Sur Inc.
S.Y. 2024-2025
Secondary : Polytechnic College of Davao del Sur Inc.
S.Y. 2017-2019
Elementary : Exodus Elementary School
S.Y. 2012-2013

40