Survival and Resilience Strategies of the Accommodation Establishments in Cavite Amidst

Pandemic
________________________________
A Thesis Proposal to the Faculty of the
College of Research in Tourism
Cavite State University
City of General Trias

_________________________________
In Partial Fulfillment of the Requirements for the Degree of
Bachelor of Science in Tourism Management
_____________________________

By:
Santillan, Jeremie B.
De Ocampo, Ian Jhay D.
Faustino, Jasmin G.
Catain, Angelica B.

April 2021
Ms.Katherine Magracia
Thesis Adviser
 TABLE OF CONTENTS

CHAPTER 1..................................................................................................................7-13

Introduction..........................................................................................................7-9

State of the Problem..........................................................................................................10

Objectives..........................................................................................................................11

Significant of the Study......................................................................................................12

Definition of Terms............................................................................................................13

CHAPTER II...............................................................................................................14-27

Theoretical Framework of the Study..............................................................14-15

Review of Related Literature and Studies........................................................14-25

Conceptual Framework...................................................................................26-27

CHAPTER 3

Research Design.....................................................................................................28
Source of Data.......................................................................................................29
Participants of the Study........................................................................................30
Data Gathering Procedures...................................................................................31
Research instrument...............................................................................................32
Scoring ..................................................................................................................33
Interpretation.........................................................................................................34
Statistical Analysis.................................................................................................35

INTRODUCTION
 The year 2020 is a pandemic year with the worldwide spread of Corona Virus Disease

2019 (COVID-19). This time, the name given to the severe acute respiratory syndrome (SARS)

outbreak was the novel corona virus later termed COVID-19. Its outbreak had brought a lot of

circumstances in all sectors and industries. Among these industries, the most affected one is the

sector of Tourism and Hospitality.

The Philippines is known to have a rich history from the beginning up to its earliest days.

There are a lot of things to discover in this archipelago left by its vivid past. In a country like the

Philippines, where history is kept alive, one doesn’t need to go far to travel back in time.

Among the most historic places in the Philippines is the Cavite which is geographically

located at Calabarzon region in Luzon. Located on the southern shores of Manila Bay and

southwest of Metro Manila. Its strategic location attracted foreign invaders during the time of

colonialization and even during the pre-pandemic tourists' destination. Cavite put the Philippines

in the world stage as the site of the first republic in Asia. In September 15, 1898, Museo ng

Republika Filipina 1899 in Cavite was chosen by the revolutionary government of the General

Emilio Aguinaldo to become the session hall of the then-Cavite Congress. The 1899 constitution

was drafted and ratified by the delegates of this congress during their sessions inside the church.

The said constitution provided the legal basis to inaugurate the Philippines as a Republic in

January 23, 1899. The City’s rich historical background made its way to the heart of a lot of

tourist who are very fond of history.

Preservation when it comes to cultural heritage includes manners associated with

maintaining library, archival or museum materials for use whether in their original physical

appearance or some other form. Protection of cultural property is done through activities that

reduce chemical and physical descent and damage and to avoid loss of informational content.
The initial aspiration of preservation is to prolong the existence of cultural property. Through

preserving the cultural heritage since the dark days of slavery to colonialism and up to the

present day will go a long way in the explanation of rich cultural, political, social, and

educational values to the next generation.

Sustainability starts in conserving and preserving through different ways; the old houses

can be rehabilitated without removing or destroying the historic walls, windows, doors and

everything inside the house, making it look presentable again, and if the place was already gone

and destroyed, they can reconstruct the house or building according to its original location and

structure. The existing tourism establishments like restaurants on the other hand can sustain and

preserve through taking care of the facilities they are currently using and, the approach and

recipes they have originally.

The National Cultural Heritage Act of 2009, an act providing for the conservation of the

country's national cultural heritage. It also aims to establish and strengthen cultural institutions as

well as protecting cultural workers and ensure their professional development and well-being.

In the Philippines, many heritage sites and ancestral houses have been demolished,

adapted as local warehouses or converted to high rise condominiums in the sake of

modernization and development, or just left out to deteriorate.

The historic building and houses can also be preserved and developed at the same time by

using the smart adaptation strategy, it is by using the original structure and look of the heritage

houses and buildings while being used for a new establishment or purpose, just like the Meralco

branch in Cavite located in Rosario, the walls, vibes, ambiance, and the whole place was

preserved, it definitely looks different than the other branches of Meralco for its unique classic
interior design, same with the Mang Inasal and 7/11 branch which can be seen inside the Cavite

Historic Town Center, the tourists are enjoying their timely favorites inside a historic place. It’s

not always about changing and replacing what we already have to boost the tourism on one

particular place, sometimes preservation and conservation with a bit of smart adaptation is

enough.

After almost a year of suffering, the country is slowly making its way back to normal, the

tourism industry in Cavite Historic Town should think about creative strategies that they can

apply and use the time of their closure as an opportunity to rehabilitate the place and be ready for

the reopening when the pandemic ends.

The town of Cavite became popular because of its rich historical landmarks that attracted

most of the tourists outside the province, and because of its increasing tourism economy, many

private tourism facilities and establishments arise. But with the Covid pandemic outbreak, all of

the public and private tourism facilities and establishments were forced to totally stop their

operations. With this, various problems arise and one of those is the preservation of the facilities

and establishments in the midst of pandemic.

This study shows the comparison between the strategic approach applied by the public

and private tourism facilities and establishments in Cavite in attaining sustainable tourism and

how their strategies differ from each other as well as coming up with a strategic approach that is

both feasible to public and private facilities and establishments.

STATEMENT OF THE PROBLEM

 The purpose of this Research study is to determine the Survival and Resilience Strategies
of the Accommodation Establishments in the Cavite in the midst of Global Pandemic.
The study
Also sought to answer the following questions:
1.What are the characteristics of the accommodation establishment in terms of:
a. Number of Customers
b. Hours of operation
c. Number of Employees
Type of accommodation
Location
2. What are the Impacts of COVID-19 to the Accommodation sector in terms of:
a. Financial
3. What are the Survival and Resilience Strategies employed by the accommodation
establishment during COVID-19 pandemic?
Proposed survival and resilience plan/strategy

OBJECTIVES
The General Objectives of this study was to determine the Survival and Resilience
Strategies of Accommodation Establishment in the midst of Global Pandemic in Cavite.
This Study Especially Aimed to:
1.Determine the changes in Bayleaf and Microtel Hotel During Pandemic
2.Determine the Numbers of Customers During Pandemic
3.Determine the hours of operation During Pandemic
4.Determine the profit of Hotel During Pandemic
5.Determine the numbers of Employees During Pandemic
6. Determine the Impacts of Global Pandemic in Hotel Accommodations in Cavite

SIGNIFICANCE OF THE STUDY

In the light of the problems, the results of This Research study that Features of The
Survival Strategies of Accommodation Establishment in Cavite in the midst of Global
Pandemic. This study provides evaluable data about the Accommodation Establishment in
Cavite. Also, this study holds information about the contribution of Accommodation
Establishment to economic industry in the province of Cavite. and also, This Research study
provide a clear information about the Impacts have done by the Global Pandemic to the
Establishment and Accommodation in Cavite. The study can be a learning
paradigm in; The future generations. Data given will provide the future generations with
information they can use when another unexpected pandemic came in, they can acquire ideas
on how to survive and smartly use the time when they are not yet allowed to open because of
the pandemic. They can adapt the strategies that the researchers are going to discuss. Future
researchers. This study will serve as a guide and reference for another future research that is
going to be done on the tourism establishments, they can also use the findings of this study as a
supporting document to their newly conducted study. The management/owners. The researchers
want to provide an overview on how managements of Accommodation and Establishment in
what way they can use this time of pandemic or when unexpected Pandemic came in for the
Survival of their Businesses.
SCOPE AND LIMITATION?

THEORETICAL FRAMEWORK OF THE STUDY

The Tourism Industry specifically the tourism establishments in the whole cavite has

made a significant contribution to the country’s economy, which is why its debilitating caused by

the covid-19 widespread has been a serious blow to the state of the economy.

The following presents the related theories, related literature, and studies about

“Survival and Resillience Strategies of the Accomodation Establishment in the Whole Cavite

Amidst Pandemic “
 Strategic Management Theory includes understanding the key position of an

organization, strategic choices for long run and overseeing technique in action. The strategic

position is concerned with the effect on technique of the external environment, an organization’s

strategic capability such as assets and competencies, sectoral and national historical parameters.

Strategic choices include understanding the fundamental bases for future technique at the trade

unit, corporate and universal levels and the alternatives for creating technique in terms of both

the headings and strategy of improvement. Strategy in action is concerned with guaranteeing that

created methodologies are working in practice.

Covid-19 pandemic caused many changes, especially in public establishments.

Accomplishment of sustainable tourism depends on the proper strategic approach of a

management. This study’s aims to know what are the changes and possible development in terms

of managing the tourism establishments in Cavite. We are not able to go back to the past but we

can keep up with the change and make the propensities way better while envying the welfare of

all.

The Science of Complexity has recently pulled in consideration due to its capacity to

clarify and foresee the complex marvels within the areas driving from normal to social sciences,

which are unexplainable with the existing logical hypotheses and techniques. Hence, applying it

to building & urban inquire about fields might lead to effective clarification and forecast of

building phenomena. Complexity theory simply explains that there are unpredictable and

unavoidable circumstances that may affect the present state, so it is necessary to learn how to

adapt through proper strategic approach.

Complexity Theory centers in key administration which pertains to meet its goal and

objective to recover by continues planning, observing, and investigation. It also emphasizes

relationships and the conduct criticism that always alter systems. Whereas it proposes that

frameworks are unexpected, they are moreover obliged by order-generating rules. This theory is

related to this study because it focuses on how a management adapts to the unpredictable

changes that occur, which is the focal point of this study that aims to know how tourism

establishments in Cavite adapts with the changes caused by the pandemic.

Tourism Multiplier Effect Theory focuses on economic impact brought by the changes

in tourism industry. It explains how tourism industry contributes a lot to the economy by

providing work for primary, secondary and tertiary segments of industry. The multiplier impact

proceeds through imports the purchase of products from the other nations and attracting tourists

to visit and support the country by showing sustainability in this industry.

This theory that explains why sustainable tourism is important, claims the worth of this

research study about the significance of knowing the most feasible strategic management in

tourism establishments in Cavite, it also simply explains the importance of tourism industry in

the economy of a country.

CONCEPTUAL FRAMEWORK

As illustrated in Figure 1, the conceptual framework of the study is alteration from input,

to process, and to output.

Figure 1. Conceptual Framework of the Study

              INPUTS PROCESS OUTPUT

 
 
-Determine and examine the -Assessment and study the -Total effectiveness of the
 creative strategies comprehensive guide towards assessment and over-all
-To adapt with new normal the new normal operation
-Determining Digital -Set over all guidelines in
strategies in hotel operation operating and promoting
during/after Covid 19 hotel safe standard
-Define the alternative ways
to cut cost and saved the bay
leaf hotel& Microtel
-Determining the operational
changes to deal with Covid-
19 
-Determining the Re-opening
planning guide

Figure 1.1 As illustrated in Figure 1, the conceptual framework of the study is the alteration

from input, to process, and to output. The study was conducted through an online interview using

google meet for the convenience and safety of both researchers and respondents due to still

existing COVID-19 pandemic.

The paradigm shows the study on the perception of the Respondent Employee of Bay

Leaf Hotel and Micro Hotel towards an Accommodation Establishment in the whole Cavite

Amidst Pandemic in Cavite. The first figure aims to determine the Survival and Strategies of the

Respondents in Terms of the Changes in Bayleaf and Microtel Hotel, Numbers of Customers,

Hours of operation, Profit of Hotel, Numbers of Employees, Impacts of Global Pandemic in

Hotel Accommodations in Cavite during Pandemic.

The second figure aims to determine what is perception of the students in terms of :

creative strategies, adapt with new normal, Digital strategies in hotel operation during/after

Covid 19, alternative ways to cut cost and saved the bay leaf hotel, operational changes to deal
with Covid-19, Re-opening planning guide. And if there was any significant relationship
between

the Survival and Strategies and perception of the Respondent Employee of Bay Leaf Hotel and

Micro Hotel.

The result would be the perception the Respondent Employee of Bay Leaf Hotel and

Micro Hotel towards the Accommodation Establishment in the whole Cavite Amidst Pandemic

in Cavite.

DEFINITION OF TERMS
Covid 19-Covid 19 is a disease caused by a new strain of coronavirus. ‘CO’ stands for
corona, ‘VI’ for virus, and ‘D’ for disease. Formerly, this disease was referred to as ‘2019 novel
coronavirus’ or ‘2019-nCoV.’
Domestic Traveler’s-travel to any state or city within the confines of the country you
are located in, you will be traveling domestically
Economic Crisis- shortage in production, marketing and consumption of products and
services.
Government-control and direction of public business (as of a city or a nation) The
mayor makes decisions regarding the government of city departments.
Health-is a state of complete physical, mental, and social well-being and not merely the
absence of disease or infirmity.
Jobs-employment, work or occupation, is a person's role in society. More specifically, a
job is an activity, often regular and often performed in exchange for payment
MICE Industry- in the context of travel is an acronym for meetings, incentives,
conferences, and exhibitions.
Marketing Strategies-business’s overall game plan for reaching prospective consumers
and turning them into customers of their products or services.
Marketing Association- conducted by organizations and individuals, that operates
through a set of institutions and processes for creating, communicating, delivering, and
exchanging market offerings that have value for customers.
Safety- is a state of being protected from potential harm or something that has been
designed to protect and prevent harm.
Social Distancing- keeping a safe space between yourself and other people who are not
from your household.
Tourism Industry- which facilitate by providing infrastructure and products and
services and make possible travelling for different purposes and travelling to places of leisure
and business interests.
Tourism Agencies- Travel agencies are basically categorized into two types-: Retail
Travel Agency and Wholesale Travel Agency.
Vaccine- A product that stimulates a person’s immune system to produce immunity to a
specific disease, protecting the person from that disease.

CHAPTER 2

REVIEW OF RELATED LITERATURE

In this chapter, different researches and other literatures from both the local and foreign

researchers will be primarily presented, this will have a significant bearing on the variables

included in the research. The focus of this chapter is to provide several aspects that will help this

study to be developed. The study is concentrating on the sustainability of tourism during covid-

19 outbreak and how the historical sites and heritages in Cavite dealt with it. The literatures of

this study come from different electronic materials such as PDF, articles, journals, books, and
other existing thesis and dissertations that are believed to be useful on the advancements

concerning the study.

COVID-19
COVID-19 & TOURISM
ACCOMMODATION
SURVIVAL & RESILIENCE STRATEGIES

Epidemiological evidences point at the outbreak to have association with a seafood

market in Wuhan (Wu et al., 2020; Xu et al., 2020), a city in Hubei province in China. The first
case was reported in China (on 12 December 2020), but by the month end in January 2020,
the virus had infected around two thousand people in the country (Wu et al., 2020). From the
probable place of origin the zoonotic transmission began and spread in countries all over the
world. This became possible due to the virus’s higher tendency of getting transmitted among
human population (Bai et al., 2020; Gautam and Trivedi, 2020; Liu et al., 2020).
The impacts of earlier SARS outbreak on hotels in Hong Kong were severe, so much
so that the staffs’ were asked to take annual leaves, probationers and contract employees were
terminated, and banks were appealed for loan repayment deferments for making way to pay for
the employee salaries (Pine and McKercher, 2004).
The former SARS outbreak was spread across different countries including China,
Hong Kong, Taiwan, Canada, Singapore and many more. In terms of the impacts of SARS on
hospitality and tourism, various studies have been published (refer to Table 1). The tabulated
review is based on the select papers that concern hospitality and tourism in the light of health
crises that impacted the industry to various degrees. To that end, most relevant studies accessed
through databases like Scopus, Google Scholar, Science Direct were utilised. Although the
researches on varied impactful health crises in tourism and hospitality literature have been
proliferating from past few decades (Barrows et al., 1996; Palmer, 1988; Ladki, 1994; Smith
and Goss, 1993), to compile the review table only select relevant studies from post-SARS
period were considered.
Effects of pandemic on tourism and hospitality in India are continuing to become serious
with the sector embracing for higher unemployment rates. The potential job loss in tourism and
hospitality has been estimated at 38 million, which is 70 percent of the industry workforce
(Radhakrishna, 2020).
According to (Wuhan Wu et al., 2020; Xu et al., 2020.) The pandemic outbreak
associated with a seafood market in Wuhan a city in Hubei province in China. The first
pandemic case was reported in China on 12 December 2020, and by the month end in January
2020, the virus continues to spread and infected around two thousand people in the country
(Wu et al., 2020). From the place of origin the transmission began to spread in countries all
over the world. This became possible due to the virus’s higher tendency of getting transmitted
among human population (Bai et al., 2020; Gautam and Trivedi, 2020; Liu et al., 2020).
Post lockdown predictions and preparations would need a better understanding of the
current situation. To this end, trends like “staycations” and “workcations” are being opined by
hospitality practitioners to remain dominant in near future (Divya, 2020). The pandemic effects
will be effectively visible on the country’s inbound, outbound and domestic tourism, adventure
travel, business travel, and cruise holidays (Dash, 2020).
These reflections are indications of the acknowledgement by the industry actors of the
ongoing struggle and the need to keep the business running while facing the uphill task of
meeting their expenses on regular basis. To add to this, the industry is familiar with the
variations
in demand and it can be argued that unlike other sectors that may ensure steady income, tourism
and hospitality oriented businesses are aware of the potential slack times arising out of various
reasons like seasonal demand and crises. Employees and employers likewise need to strengthen
their competencies and should sail through these tough times, also because if cost cutting is
done, for instance, in the form of employee reduction or layoffs, the re-hiring would be needed
as and when the industry recovers. Retaining employees is argued to be less expensive than
letting employees leave (Ineson et al., 2013).
 The third challenge is that this Pandemic will likely increase the speed of the change and
reshape the future of work. Even before the COVID-19, the surge of automation, the rise of
artificial intelligence (AI), and machine learning have amplified the speed of change, from the
way we do our work, the tools we use, the aesthetics of work, the issues associated with work,
and the meaning of work (Centre for the Future of Work, 2020). It is uncertain in what way we
would be able to keep our jobs or be replaced by the machines, and in what way our work will
be changed by this Pandemic. If history gave us any indication, 9/11 changed the jobs of airport
security for the entire world. When the Pandemic is finally over, people may or may not be able
to go back to their ‘normal’ works or workplaces because the Pandemic will change our jobs
and organizations forever, in ways we have yet to understand. We are only at the beginning of
this change process. We, HRD professionals, should think and offer ideas, recommendations,
training, and learning programmes to help prepare WFH and displaced workers to develop their
employment skills so they can be better prepared to face these unknown challenges (Li and
Zehr 2020).

Working from home (WFH): a source of real learning

Working from home, simply a government requirement in response to the spread of the
virus, has shifted the debate on organizational life with the use of different terminologies (for
most people) including virtual meetings, virtual desks, online software, e-learning, and millions
of
videos on how to work from home. For some, like the newbies (individuals with limited WFH
experience), this is probably the most intense period of their professional life as the pace of
change is unprecedented. For some others, like the veterans (individuals with significant
experience of remote working), life is normal as changes in working patterns have not massively
affected their working practices. What is certain, the three letters WFH (working from home)
have never been so relevant for millions of people. Suddenly, changes across the globe meant
that people have been asked to engage with e-learning and online activities in order to be able
to achieve work-based tasks while at home. This new reality puts the newbies in the spotlight.
We know for sure that most of them did not have a positive view of virtual work prior to the
coronavirus. Physical, face-to-face, traditional work has been the epitome of their working life.
For some people, going to the office is a way of living, for others, it offers a scope in life.
Nevertheless, we do not live in normal circumstances. WFH is now the norm and suddenly the
newbies (with or without their choice) have been transformed into an inevitable force for
organizational change. They are currently the leading force on organizational response to WFH
reiterating the argument that it is now the right time to introduce more strategic remote work
policies (Choudhury, Larson, and Foroughi 2019).
For some time, literature has been highlighting that virtual work is an inevitable process due to
changes in the world of work with many professionals having to make adaptations in order to
transform their home to a working space (Sungdoo and Hollensbe, 2017). According to
International Data Corporation (Bassett, 2018), the mobile worker population in the United
States will grow at a steady rate over the next 5 years, increasing from 96.2 million in 2015 to
105.4 million in 2020. Well, it is now the reality. Millions of newbies are asked to navigate
themselves into new remote work policies, software, and activities as well as to find the right
balance between work and personal life. In such rapidly changing circumstances, this level of
organizational preparation may have not been feasible highlighting a number of pitfalls with
existing WFH policies. The reality is that most newbies have been forced to learn fast how to
stay at the top of the game and ensure that they have the knowledge to follow the veterans.
They have to engage with online forums, amend work documents, undertake online meetings,
share resources, and make the argument online. They simply try to figure out what they have to
do and, in many cases, without any support. On the funny side, nobody can complain about the
ability to have home-cooked lunches and avoid commuting.

Suddenly, HRD, e-learning, distance learning, self-learning, and online learning have turned out
to be fashionable, relevant, and such important dimensions in all industries across the globe.
Uncertainty about the duration of social distancing, self-isolation, and business operation
restrictions demonstrates the need for organizations to support all employees, especially the
newbies. From experience, we know there are many issues to consider. We know that there
are concerns about how line managers approach remote performance, issues with
communication, lack of collaboration and socialization, and concerns about sustained effort
(Chen and Wu 2015). However, the scope now is not simply to get involved in an academic
debate about the scope of WFH in such unprecedented times. The scope should be simply to
emphasize the need for HRD practitioners and organizations to understand further the needs of
newbies and offer appropriate learning support when needed. Apart from the psychological
effects of remote work, we should also not underestimate the enormous amount of learning
those individuals have undergone within just a few days. Intense learning, meaningful learning,
and probably learning with impact at personal and professional level. But, can you assess the
impact when there is no time to reflect? How you can fully utilize learning when working
patterns
are different and, in many cases, resources limited? How can you use key skills that are
developed when the future looks so uncertain? Am I supposed to carry on working from work
after the end of the pandemic? All these questions demonstrate the scale of change at the
individual and organizational level.

It is also very tempting to suggest new ways of research or highlight gaps in the literature. This
might not be as relevant as it was before the global economic shutdown. However, we need to
create the space and recognize the newbies’ extraordinary transformation into remote workers.
We need to commemorate their astonishing ability to adapt to a new situation regardless of age,
race, gender, and level of expertise. The HRD community should not miss the opportunity to
have a meaningful contribution on how to design future organizational learning practices with
impact. Conventional HRD practices would not be sufficient to address future needs on remote
work. This is because the world of work will certainly be different after the pandemic. There is
an excellent opportunity to make ‘real’ change on how we design work and offer learning
opportunities to professionals. Organizations will be forced to assess how newbies can sustain
commitment and engage effectively online (Capece and Campisi, 2015) as well as to examine
whether their organizational response (in most cases, a forced change towards WFH) to remote
work has proven beneficial. What happened to the argument that employees, who work
remotely, are actually not working (Bloom 2014) therefore compromising quality? The
traditional managerial mindset which fears the loss of control and productivity could not be more
challenged with the recent developments. When life goes back to normal, organizations across
the globe should have open and honest conversations as to whether learning by force has had
any direct impact on performance and productivity. Of course, there are differences between
generational age groups in their perceived interpretation of WFH and online resources. Until the
dust settles, we do not really know the real impact of those changes. What we really know is
that organizational policies on flexibility, learning, professional development, working
conditions,
training, and development will be reviewed to address the new realities. Let us hope the
newbies will be given the space and the resources to move to the other side, the veterans.
Building resilience through virtual connection
Resilience is defined as the ‘capacity to rebound or bounce back from adversity, conflict, and
failure’ (Luthans 2002, 702). As we cope worldwide with the COVID-19 health crisis, the
concept of resilience is highly relevant to our lives. Interestingly, the literature indicates that
extreme events such as natural disasters have been referred while conceptualizing organizational
resilience ‘that can contain, repair and transcend vulnerability in organizational systems’
(Waldman, Carmeli, and Halevi 2011, 941). Whereas individual resilience is mostly situated in
the context of everyday workplace stressors (e.g. incivility, micro-aggressions, discrimination,
etc.) and career disruptions (e.g. job loss, role changes, etc.) where one’s resilience arises from
‘self-esteem, self-efficiency, subjective well-being, self-determination, locus of control and
support systems’ (Bimrose and Hearne 2012, 339). However, in the current COVID-19
outbreak circumstances that are akin to a natural disaster, both concepts of individual and
organizational resilience seem germane in terms of how we engage in sensemaking about this
crisis. It is important to note that how we as individuals engage in sensemaking about the current
crisis and hence, grow resilient towards the crisis will be influenced inevitably by our
occupational and institutional contexts (Maitlis and Sonenshein 2010). Nevertheless, Kossek
and Perrigino indicate that ‘although an individual’s resilience is influenced by the higher level
social environments in which s/he is embedded, the social context, particularly occupational
influences have been under-examined in the management literature’ (2016, 731).

One of the salient occupational influences on efforts to cope with the current health crisis is the
impact of different industry regimes and professional norms on the transition to the online
environment and remote working conditions. As organizations in different industries navigate the
unchartered territories of working remotely, it is critical for HRD professionals to consider how
different organizational cultures can enable employees to utilize virtual relationships with their
colleagues to build individual and organizational resilience? What kinds of communication
expectations can guide employees to build and sustain high-quality co-worker relationships
virtually to cultivate resilience as a community and how can professional norms be adjusted to
accommodate such communication expectations? Given that supportive leadership and co-
worker relationships have been reported to impact employee resilience positively (Cooke,
Wang, and Bartram 2019), it is imperative to know how to develop such relationships in online
environments as employees are trying to adjust to the demand of working remotely.

These questions necessitate some reflection on what we know about developing high-quality
relationships through virtual platforms. The primary challenge for high-quality relationships in
virtual platforms is the lack of proximity. Conventional wisdom suggests that geographical or
physical proximity would determine the extent to which one might feel close to another (Kiesler
and Cummings 2002), and hence, long-distance work relationships are typically thought to be
vulnerable to challenges and misunderstandings. However, this conventional thinking has been
questioned as geographically distributed work arrangements have become more common with
the advent of different types of videoconferencing tools (Chayko 2007). Some scholars have
drawn our attention to the concept of ‘perceived proximity’ to understand the paradox of why
and how high-quality relationships through virtual platforms can make one feel closer to
someone even though they are geographically far away from each other (O’Leary, Wilson, and
Metiu 2014; Wilson et al. 2008). The concept of perceived proximity (defined as cognitive and
affective sense of relational closeness; Wilson et al. 2008) in contrast to actual proximity
assessed in terms of objective or spatial distance raises the possibility that spatial distances
might not be experienced equally by all team members (Wilson et al. 2008). As perceptions of
proximity might not increase linearly with actual proximity reflected in the spatial distance
(Hansen and Løvås 2004; O’Leary and Cummings 2007), a subjective understanding of
proximity may be more consequential when it comes to building high-quality work relationships
in virtual environments.

Given that one’s perceptions of proximity with a colleague with whom they are connecting to
work or collaborate remotely are more likely to impact the quality of co-worker relationship,
how can HRD professionals guide and support employees to increase perceived proximity with
their colleagues? Scholars studying the concept of perceived proximity emphasize two factors:
(1) communication; and (2) identification.

Frequent, substantive (i.e. more personally significant), and interactive (i.e. more reciprocally
communicative exchanges) communication can impact perceived proximity positively through
increasing cognitive salience, reducing uncertainty, and helping one envision their colleague’s
context (Burgoon et al. 2002; Hinds and Cramton 2014). In reference to the COVID-19 health
crisis, frequent, substantive, and interactive communication can help employees know how their
colleagues are coping with work–life balance when they have to attend to both work and child-
care demands at home. Furthermore, such communication can help to share updated
information about the latest changes in institutional policies and practices in reference to the
health crisis and thereby, reduce ambiguity. For example, for one of the authors, their School of
Education (SoE) Dean has instituted weekly virtual check-in meetings among faculty and staff to
enable everyone to share how they are coping, ask questions about any policy changes related
to schedule changes in online learning, and other relevant university matters. However, not all
organizations or industries are familiar with such transparent and frequent communication
practice due to traditional bureaucratic structures and norms, and hence, HRD professionals
would need to advocate and get buy-in from senior leadership to institute such practices.

Identification is a process of self-categorization with respect to others that is enabled by

awareness of some commonality (e.g. a sense of belongingness to a same social group; sharing
a common interest, passion, or virtue towards a cause; awareness of common lived
experiences, etc.) (Dutton, Dukerich, and Harquail 1994). Once employees consider distant
colleagues as belonging to similar categories (e.g. mothers trying to work from home amidst the
COVID-19 health crisis; experts in education who want to volunteer to help school districts to
deliver instruction online due to school closure for the outbreak, etc.), they tend to develop a set
of common goals (e.g. meeting a deadline, changing a particular problem, etc.) and thus, a
shared identity, that can increase their perceived proximity (Wilson et al. 2008). In the process
of sharing commonalities, one should not shy away from expressing both positive and negative
emotions they are experiencing in regards to the crisis (e.g. renewed sense of appreciation for
close one’s good health; frustration of being torn between family and work demands) in a
constructive manner. Emotional carrying capacity (ECC) of a relationship (i.e. the extent to
which both positive and negative emotions can be shared in a relationship) is likely to increase
relationship quality and individual resilience (Stephens et al. 2013). Again, while there is no
doubt that affect or emotions matter for shaping all critical organizational behaviours and
outcomes (Barsade and Gibson 2007), not all organizations or industries are receptive to the
idea of employees expressing emotions. Needless to say that HRD professionals should play an
important role in challenging age-old organizational norms that stifle the authentic expression of
emotions, especially amidst crisis situations as giving employee autonomy to engage with their
emotions can enable sensemaking to understand novel situations such as the COVID-19
outbreak (Heaphy 2017).

In summary, HRD professionals can play a strategic role as change agents in supporting
employees across different occupations and industries to engage in frequent, substantive,
interactive, and authentic communication with colleagues, thus, enabling them to perceive high
proximity with each other in virtual spaces and develop a shared identity as a means to build
resilience (Mitsakis 2019; Wang, Hutchins, and Garavan 2009). HRD professionals can lead
the discussion on how to prepare individuals, teams, and organizations of this new normal, how
to prepare WFH and displaced workers to be ready for the future of work, and how to work
with and manage the change of organizations. Again, this is just the beginning, we welcome
ideas and discussions that help us cope, respond, and prepare for the future at this time of
drastic changes.

METHODOLOGY

This chapter presents an overview of the method that was used in the study. Areas

covered include the research design, hypothesis, participants of the study, sampling techniques,

data to be gathered, and statistical treatment of the data.

Research Design

In order to determine the needed information in the study. The descriptive method was

used in the study, which include the collection of data to answer the question concerning the

status of subject. Descriptive method of research, is used to described the characteristics and

behaviour os sample or phenomenon being studied(Robinsons,2010).

Hypothesis (Chapter 1)

There is no significant relationship between the Survival and Resilience Strategies in

terms of Impacts of Global Pandemic in Hotel Accommodations in Cavite and the perception of
the participants towards the Accommodation Establishment in the whole Cavite Amidst

Pandemic in terms of Agricultural, Social, Economic and Environmental Aspects.

Sources of Data

The primary data were gathered through online survey. This was conducted on April 21,

2021. The interview dealt with the google form. It talks about how will Cavite survive in this

pandemic, the operations plan of some activities that will be done online and the possible date of

its operation.

The secondary data were retrieved through the use of a survey questionnaire. The
questionnaire has four parts. The first part is the Survival and Resilience Strategies of the
participants in terms of changes in Bayleaf and Microtel Hotel during Pandemic. The second
part was about the perception of Respondent towards an in SocMed in terms of economic,
aspects, environmental aspects, agricultural aspects and social aspects.

Participants of the study

The participants of the study were the Respondent from supervisors and managers

Table1. Participants of the study

Sampling Technique

Stratified random sampling was used in the study. Stratified random sampling is a

method of sampling that involves the division of a population into smaller groups known as
strata. In stratified random sampling, the strata are formed based on members share attributes or

characteristic. These subset of the strata are then pooled to form a random sample.

Data Gathering

Survey questionnaire and Google form were used as the main data gathering instrument for

the study. The survey questionnaire is composed of two main section. The first section aimed to

determine the changes in Bayleaf and Microtel Hotel, Numbers of Customers, hours of

operation, profit of Hotel, numbers of Employees and Impacts of Global Pandemic in Hotel

Accommodations in Cavite during pandemic. The second section was about the perception of

Employoee towards an Accommodation Establishment in the whole Cavite Amidst Pandemic.

The structured survey questionnaire was submitted one BSTM instructor and research

adviser for comments and suggestion regarding the format and item content. The suggestion

served as guidelines for the revision of the content and they also validated the questionnaire.

Scoring

Participants Questionnaire

Instructiontions

This survey is designed to solicit your opinion about the effects of covid-19 in Hotel

Accomodations. each item ask you to rate the extent to whcih you agree or disagree with the

statement. Please rate each statement on the scale: 1=Strongly Disagree 5= Strongly Agree

You may use any whole number or non whole number in rating your response. Gir

Example, If yoir opinion of the statement falls somewhere between 2 or 3, you could respond
with the rating 2.4 Here are some statements and responses to give you an idea of how to

complete the survey.

Statistical Treatment of Data

Frequency and percentage were used to described the profile of the participants,

weighted mean, used for the perception of Respondent Employee of Bay Leaf and Micro Hotel

towards the Accommodation Establishment in the whole Cavite Amidst Pandemic in terms of

Survival and Resilience Strategies. While Pearson correlation coefficient was used to determine

the significant relationship between the Survival and Resilience Strategies profile of the

respondents and perception of Respondenet Employee of Bay Leaf Hotel and Micro Hotel

towards the Accommodation Establishment in the whole Cavite Amidst Pandemic.

Standard Deviation- Standard deviation is a measure of the dispersion of a set of data from its

mean. If the data points are further from the mean, there is higher deviation within the data set.

Standard deviation is calculated as the square root of variance by determining the variation

between each data point relative to the mean (Investopedia,2016)

µ = is the total mean

xi = is represent the Survival and Resilience Strategies of the respondent

n = is the total population of the respondents

Pearson of correlation coefficient

This formula answer if there is any significant relationship between the Survival and Resilience

Strategies of the study and their perception in the study

Where:

r = is the person formula

n = is represent the total population

× = is represent the Survival and Resilience Strategies of the respondent

y = is the represent the Impacts of Global Pandemic in Hotel Accommodations in Cavite

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BIOGRPHICAL DATA
SANTILLAN, JEREMIE B.
213 Santa Clara
General Trias City
Mobile #: 09166848112
E-mail add: jeremie.santillan@cvsu.edu.ph

OBJECTIVE

To secure a responsible career opportunity, where I can fully utilize my training, human
resource and technical skills, while making a significant contribution to the success of my
employer.

PERSONAL INFORMATION

Age: 25 Civil Status: Single

Gender: Male Nationality: Filipino
Birthdate: August 21, 1996 Language/s: Filipino & English
Birthplace: Algeciras,Agutaya,Palawan Father’s name: George D. Santillan
Weight: 63 kg Mother’s name: Maricel P. Bobadilla
Height: 5’9
Religion: Catholic

EDUCATIONAL ATTAINMENT

General Artemio Ricarte Memorial School 2009 - 20010

Sotto , General Trias City

Governor Ferrer Memorial National High School 2013 – 2014

Pinagtipunan , General Trias City

Cavite State University - GENTRI 2019 -UP TO PRESENT

SKILLS AND TALENTS:

• Knows how to speak Tagalog and English

• Can communicate well with other people
• Knows how to use Microsoft Word, and Powerpoint

I, the undersigned, certify that the above information is true in depths of my belief and
knowledge.

JEREMIE B. SANTILLAN
STUDENT

FAUSTINO, JASMIN G
Block20 Lot60 Tejero , General Trias Cavite
09361673698
faustinojasmin@gmail.com
Objective:
To acquire a challenging position in an environment where I can best utilize my skills and
education.

Personal Information:
Age: 27 Civil Status: Single
Gender: Female Nationality: Filipino
Birthdate: July 25, 1993 Language/s: Filipino & English
Birthplace: San Miguel, Bulacan Father’s name: Benefecto C. Faustino
Weight: 55kg Mother’s name: Edna G.Faustino
Height: 5’4
Religion: Catholic

Educational Background:
2006 – 2007 MagmaraleElementary School San Miguel, Bulacan

2007 – 2011 San Miguel National high School San Miguel ,Bulacan

2018 up to present Bachelor of Science in Tourism Management

Cavite State University , General Trias Cavite

Skills and Talents:

• Knows how to speak Tagalog and English

• Can communicate well with other people
• Knows how to use Microsoft Word, and Powerpoint

I, the undersigned, certify that the above information is true in depths of my belief and
knowledge.

FAUSTINO, JASMIN G.
STUDENT
CATAIN, ANGELICA B.
BLK13LOT24, NAVARRO GENERAL TRIAS CAVITE.
09756233219
angelicacatain@gmail.com

Objective:
To acquire a challenging position in an environment where I can best utilize my skills and
education.

Personal Information:
Age: 21 Civil Status: Single
Gender: Female Nationality: Filipino
Birthdate: August 05, 1999 Language/s: Bisaya/Filipino & English
Birthplace: Algeciras,Agutaya,Palawan Father’s name: Benito Catain
Weight: 56kg Mother’s name: Genita Catain
Height: 5’6
Religion: Catholic

Educational Background:
2011-2012 Algeciras Elementary School Agutaya Palawan

2015-2016 Concepcion National High School Agutaya Palawan

2016-2018 Manamoc National Senior High School- Cuyo Palawan

2018 up to present Bachelor of Science in Tourism Management

Cavite State University , General Trias Cavite

Skills and Talents:

 • Knows how to speak Tagalog and English
• Can communicate well with other people
• Knows how to use Microsoft Word, and Powerpoint

I, the undersigned, certify that the above information is true in depths of my belief and
knowledge.

ANGELICA B. CATAIN
STUDENT

DE OCAMPO IAN JAY DULCE

Country Homes Bucal, Tanza Cavite
09678166540
ianjaydulce@gmail.com

Objectives
To acquire a challenging position in an environme where i can best utilize my skills and
education.

Age: 20
Gender: Male
Birthdate: July 18, 2000
Birthplace: Dela cruz hospital Cavite City
Height: 5'8
Weight: 55kg
Nationality: Filipino
Religion: Catholic
Language: English and Tagalog
Father's name: Reynaldo De Ocampo
Mother's name: Consuelo Dulce

Educational Background

2005-2012 Elementary School Sta. Cruz Bucal Elementary School

2005-2016 - Junior High School Tanza National Comprehensive High School
2016-2018 -Senior High School Tanza Senior High School
2018-present College Cavite State University General Trias City Campus

Skills
Have a Good Interpersonal skills
Capable analyzing the problem
Good in communication Both Verbal and Hand written.
IAN JAY DULCE DE OCAMPO
STUDENT