"Work Life Balance of Employees in Selected Hotels in Cagayan de Oro City and Iligan City During Covid 19"-Jamon, Ligtas, Villar

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“WORK LIFE BALANCE OF EMPLOYEES IN SELECTED HOTELS IN CAGAYAN

DE ORO CITY AND ILIGAN CITY DURING COVID 19”
An Undergraduate Thesis Presented to the Faculty of the

College of Business Administration and Accountancy
Mindanao State University at Naawan
In Partial Fulfillment of the Requirements for the Degree

Bachelor of Science in Hospitality Management
AILYN L. JAMON
JUVILYN Z. LIGTAS
NICA VILLAR
JULY, 2022
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APPROVAL SHEET
The Undergraduate Thesis, attached hereto, entitled “WORK LIFE

BALANCE OF EMPLOYEES IN SELECTED HOTELS IN CAGAYAN DE ORO CITY
AND ILIGAN CITY DURING COVID 19” prepared and submitted by Ailyn L. Jamon,
Juvilyn Z. Ligtas, Nica Villar, in partial fulfilment of the requirements for the degree of
Bachelor of Science in Hospitality Management was successfully defended and
approved on June 21, 2022.
LORELUZ L. ESTOLLOSO, MSHRM VALERIE ANNE ROSE Q. PONTILLO, MBA-HRM

Panel Member Panel Member
MANILYN M. GARCIA, MBA-HRM

Adviser
The Department of Hospitality Management endorses the acceptance of this

undergraduate thesis in partial fulfillment of the requirements for the degree of
Bachelor of Science in Hospitality Management
STEPHEN JHON V. MAGONCIA, MSHM

Chairperson
Department of Hospitality Management
This Undergraduate Thesis is hereby officially accepted in partial fulfillment of

the requirements for the degree of Bachelor of Science in Hospitality Management.
DR. RODOLFO B. TRINIDAD, CPA

Dean
College of Business Administration and Accountancy
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ABSTRACT
As the pandemic COVID-19 virus continues to affect business operations of

employees working in the hospitality industry. Many hotels have closed, and many
employees are struggling to balance work and life. This study aims to determine the
work life balance of hotel employees in the selected hotels in Cagayan de Oro city
and Iligan City during covid 19 pandemic in terms of temporal, physical and
psychological and to analyze the findings and come up with the idea of a coping
mechanism that would be helpful to the employees of hotels during this pandemic. A
quantitative survey approach was employed in this study and this survey was
conducted entirely online. A self-made questionnaire was used by the researchers as
the data collection instrument to attain the needed data for the study. The pilot test
was done by the researchers and answered by 30 respondents. For the final survey,
the researchers accumulated 100 responses from the respondents. Based on the
result, it was found that most respondents agreed that they are able to balance work
and life. Most respondents belong in the younger age group of 21-25 years old,
mostly female, assigned in the Food and Beverage department as
Waiter/waitress/Service Associate/Service Crew/Server/Dining Staff, had a 10,000
and below monthly income and had 2-3 years of work experience in the field. The
data of this study will provide relevant information to the Hotel Administrator,Human
Resource Management,Employees,Researchers, and Future researchers with
regards to the work life balance of employees in hotels during covid19.
Keywords: Covid 19 pandemic, coping mechanisms, operations
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ACKNOWLEDGEMENT
First and foremost, praises and thanks to God Almighty who is the source of
knowledge, wisdom and skills and provides them guidance and protection to
accomplish this study.
The researchers greatly express their sincere appreciation and gratitude to
the following individuals who have given their advices, encouragement and interest
that made this research work successful.
To Ms. Manilyn Garcia MBA-HRM, for her dedication in guiding the authors
and for carefully checking and giving ideas that are essentially needed towards the
success of the research;
To the panel members namely: Mr. Stephen Jhon Magoncia MSHM, Ms.
Valerie Anne Rose Q. Pontillo MBA-HRM, and Ms. Loreluz Estolloso MSHRM,
for their time, suggestions and comments to enrich this paper.
To the researchers’ dear parents: Mr. & Mrs. Aldrin M. Jamon, Mr. and Mrs.
Joewy P. Ligtas Mr. and Mrs. Leo Kristofer Acera their beloved parents who gave
utmost support both moral and financial support to the authors. This accomplishment
would not have been possible without them.
Lastly, to the researchers’ classmate and friends who shared their helpful
knowledge, learning and gave them moral support.

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TABLE OF CONTENTS
Page
Title Page i
Approval Sheet ii
Abstract Iii
Acknowledgement iv
Dedication v
Table of Contents vi
List of Tables vii
List of Figures viii
Chapter
1 THE PROBLEM AND ITS SETTING

Introduction 1
Theoretical Framework 3
Conceptual Framework 5
Statement of the Problem 6
Scope and Delimitation of the Study 8
Significance of the Study 8
Definition of Terms 10
2 REVIEW OF RELATED LITERATURE AND STUDIES

Related Literature 12
Related Study 14
3 RESEARCH METHODS
Research Design 23
Locale of the Study 24
Respondents of the Study 25
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Sampling Procedure 25
Data Gathering Procedure 25
Research Instrument 25
Validity and Reliability of the Instrument 26
Scoring Procedure 26
Statistical Treatment of Data 27
4 PRESENTATION, ANALYSIS AND INTERPRETATION OF 28

DATA
5 SUMMARY, CONCLUSION AND RECOMMENDATION 58
Reference List 65
Appendices
Appendix A – Letter to the Respondents 68
Appendix B – Research Instrument 69
Curriculum Vitae 73
LIST OF TABLES
Tables Page
1.1 Frequency and percentage distribution of the 29
respondents according to age
respondents according to sex
respondents according to assigned department
respondents according to position
respondents according to monthly income
respondents according to length of service
2.1 Respondents’ assessment in terms of Temporal domain 35
during covid 19 pandemic
2.2 Respondents' assessments in terms of Physical domain 37
during COVID 19 pandemic
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2.3 Respondents' assessments in terms of Psychological 39

domain during COVID 19 pandemic
2.4 Respondents' Assessments in terms of Temporal, 41
Physical and Psychological during COVID 19 pandemic
3.1 Significant difference in the respondents' assessments in 42
their Temporal during COVID 19 pandemic when
grouped
their Physical during COVID 19 pandemic when grouped
according to their profile
their Psychological during COVID 19 pandemic when
grouped according to their profile
their work life balance during COVID 19 pandemic when
grouped according to their profile
LIST OF FIGURES
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Figure Page
1 Research Paradigm of the Study 5

2 Location Map of Cagayan de Oro City 24
3 Location Map of Iligan City 24
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Chapter 1
THE PROBLEM AND ITS SETTING
INTRODUCTION
The Coronavirus disease (COVID 19) pandemic has greatly impacted
organizations worldwide and has put the world economy at a major risk. The hotel
industry is one of those that has been severely impacted. Hotels had forced their
employees to retire early, be laid off, take unpaid leave, had their welfare benefits
reduced, and change their working shifts or positions. Employees have become
uneasy about their jobs as a result of these oppressive working conditions, and they
are concerned about their future employment opportunities. The pandemic has
impacted the hospitality industry with a lot of challenges. It has resulted in temporary
closure of many hospitality businesses and it has resulted in decreased demand for
businesses that were allowed to operate. Employees are having hard time on their
work life balance because the pandemic gives different challenges during the
pandemic such as difficulty in balancing time between family and work, family
matters interfered during work hours, anxious whenever going to the workplace due
to the fear of being the carrier of the virus towards the family and workmates.
The importance of this study is to analyze the work-life balance of hotel
employees during Covid 19 pandemic and how the employees handle the pressures,
heavy workload and the difficulties in their work, especially the strict implementation
of the minimum health protocols. The skeletal workforce that offers minimum
compensation compares to the regular workforce. To give recommendations to hotel
general managers a coping mechanism program they can use for their employees to
cope up during the pandemic.
Work-life Balance has become a concern to those wishing to have good
quality of life for they experience a heightened sense of job insecurity as they may be
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told to not report to work due to decrease in demands. As a result of the pandemic,
employees face several burdens of longer shifts at work and to balance work and
family responsibilities and this has always been a challenge for the hotel employees.
Employees can find it difficult to balance work and other important life
responsibilities. During a pandemic, health protocols would be strictly followed by
hotel employees to ensure the cleanliness and sanitation of the hotels, particularly
those serving as quarantine facilities. Work-Life balance has been a challenge for
employees for they faced such a problem that can be elaborated by the Border
theory of Clark (2000) and Boundary theory by Zerubavel (1996). The Border Theory
has been divided into physical, temporal, or psychological borders.
The objective of this study is to know if the employees of hotels balanced their
work and home life despite the Covid-19 pandemic and with the numerous
challenges they face. To know if the Work Life Balance variables affect the
employees in terms of Temporal domain, Physical domain, and Psychological
domain. In addition, the authors would like to recommend a coping mechanism
program to the hotel managers that they can use to help the employees cope up
during the pandemic.
The study was carried out during the second semester of academic year
2021-2022.
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Theoretical Framework
This study made use of the Border theory by Clark (2000) and Boundary
theory by Zerubavel (1996). Boundary theory (Zerubavel, 1991, 1996) is a general
cognitive theory of social categorization that focused on outcomes such as the
meanings people attribute to their homes and workplaces. It evolved from the classic
sociological work of Nippert-Eng (1996) and is based on a general cognitive theory of
social classification that focused on outcomes such as the meanings people assign
to work and home, and the ease with which they can transition between the two.
Boundary theory, as applied to the work–family literature, is concerned with the
cognitive, physical, and/or behavioral boundaries that exist between an individual's
work and family worlds, defining the two entities as separate entities (Ashforth et al.
2000, Hall & Richter 1988, Nippert-Eng 1996). Boundaries can ranged from thick
(associated with keeping work and family separate) to thin (associated with blending
work and family). Roles tend to be bounded in space and time, in that they are more
relevant within specific locations and at specific times of the day and the week.
In contrast to boundary theory, work-family border theory is focused solely on
the work and family domains, with work-family balance being the result of interest.
Work-family balance, defined as satisfaction and superior performance at work and
at home with minimal role conflict, can be achieved in a variety of ways, depending
on the similarity of work and family domains, the strength of the boundaries between
these domains, and a variety of other factors, according to the theory (Desrochers,
Hilton, & Larwood, 2005).Border theory, according to Clark (2000), is a theory
regarding work–family balance that suggests that work–family balance can be
achieved in a variety of ways based on factors including the similarity of the work and
family domains and the strength of the domain boundaries. Individuals cross borders
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on a regular basis, both physically and psychologically, as they move between work
and home, according to border theory. Borders are the lines between domains and
can be physical, temporal, or psychological.
Physical borders define where role-domain behavior occurs. Temporal
borders determine when role-specific work is done. Psychological borders are rules
created by individuals with regard to when thinking patterns, behavior patterns, and
emotions are appropriate for one domain but not for the other.
Both boundary and border theories believe that keeping work and family
distinct makes it easier to manage work-family borders, while integrating the two
domains makes transitions smoother, and that either technique can promote
employee well-being. According to boundary theory studies (e.g., Hyland and
Prottas, 2017), permeability is asymmetrical—work demands tend to spill over into
non-work domains. Individuals with strong segmentation preferences struggle to
cross boundaries, whereas those with strong integration preferences struggle to
create and maintain boundaries.
In relation to the theory the researchers want to emphasize on how the Hotel
employees were affected by the pandemic. Also, what are the driving factors that
make them balance their work and life during those times Furthermore, as Hospitality
Management students, the researchers emphasize that the work-life balance of Hotel
employees during Covid 19 can affect the performance and the productivity of the
employees.
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Conceptual Framework
Based on the theories being studied figure 1 describes the conceptual
framework of the study, the researcher constructed a conceptual framework that will
serve as the backbone of the study that guides the researchers towards addressing
the problem. This study was anchored on the work life balance of employees in Hotel
during COVID 19 pandemic.
The conceptual framework of this study focused on the dependent variables
such as the profile of the respondents that presented their age, sex, assigned
department, position, monthly income, length of service and the independent
variables of the study would be the work life balance variables such as Temporal
domain, Physical domainand Psychological domain. As a result of this study the
researchers came up with the Coping Mechanism Program.
Figure1. The Paradigm of the Study

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STATEMENT OF THE PROBLEM
This study aimed to understand the assessment of respondent’s work-life
balance of employees in hotels during Covid 19 pandemic.
Specifically, this study seeks the answers to the following questions:
1. What is the profile of the respondents in terms of;
1.1 age;
1.2. sex;
1.3 assigned department;
1.4 position;
1.5 monthly income, and;
1.6 length of Service?
2. What are the respondents' level of assessment in their work-life balance in terms
of
2.1 temporal domain;
2.2 physical domain;
2.3 psychological domain ;
2.4 temporal, physical and psychological domain?

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3. Is there a significant difference in the respondents' assessments in terms of;
Temporal, Physical and psychological domain their work life balance during Covid 19
pandemic when grouped according to their profile?
4. What coping mechanism program can be formulated based on the finding of the
theory?
Null Hypothesis
HO3: There is no significant difference in the respondents' level of assessments in
their work life balance when grouped according to their profile.

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SCOPE AND DELIMITATION
The general goal of this study is to understand the work-life balance in
selected hotels in Cagayan de Oro City and Iligan City during Covid 19. The
variables used in this study are; independent and dependent variables wherein the
independent variables of the work-life balance are the Temporal domain, Physical
domain and Psychological domain and the dependent variables are the respondents
profile. This study made use of the quantitative descriptive research wherein the
researchers collect quantifiable information for statistical population samples. This
study deals with the employees of the selected hotels in Cagayan de Oro City and
Iligan City and would delimit on the information that can show how hotel employees
balance their work and life during Covid 19.Sampling procedure would made use of
purposive random sampling,
Significance of the study
The findings of this study would be a significant contribution to the following
individuals but also to the specific people who wanted to understand how employees
in hotels balance their life during the pandemic especially in the aspects of their life at
work and their life at home. Furthermore, the results of this study provides valuable
information regarding the work life balance of employees in hotels during covid19.
Hence, this would be beneficial to the following.
Hotel Administrator - This study would be beneficial for the hotel
administrator in order for them to have a successful balance in their life for they are
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the one who decides and controls everything from the hotel's accounting, finances,
marketing, operations, supply chain management etc. To decide which coping
mechanism program to implement for the employees.
Human Resource Management- This study would be significant to the
Human resource managers for this would help them know how their employees
managed the challenges during pandemic and to broaden their knowledge in
managing the employees at all levels of an organization. To implement a coping
mechanism program that can help the employees cope up during the pandemic.
Hotel Employees- This study would benefit the employees so that they may
be aware of the importance of a balanced Work and Life.
Researchers - This study has given an opportunity to the researchers to get
information on how Hotel employees balance work and life during Covid-19 and
applied it in real life. Also, to broaden their knowledge about Work life balance and
apply it to the corporate world.
Future researchers - This would serve as a reference of their future study.
This would help them in the progress of their study for this can be their example in
their future study. In addition, future researchers can apply the knowledge from this
study in the corporate world to help them in their work life balance.
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DEFINITION OF TERMS
To ensure better understanding of this study, researchers listed terms that are
used in the study. The following terms are defined conceptually and operationally as
they are used in the study.
COPING MECHANISM PROGRAM. This term refers to strategies people often use
to prevent or reduce threat, harm, and loss, or to reduce the distress that is often
associated with those experiences (Carver 2013). In this study, this refers to the
program wherein the employees may cope with stress, especially when emotions
cannot be controlled, it helps people adjust to stressful situations while helping them
maintain their work life balance.
COVID 19. This term refers to an illness caused by a novel coronavirus called severe
acute respiratory syndrome coronavirus 2 (SARS-CoV-2; formerly called 2019-
nCoV). According to (Cennimo 2022) formerly, this disease was referred to as '2019
novel coronavirus' or '2019-nCoV.' In this study, it was a disease outbreak that has
created a global health crisis that had a deep impact on the lives of hospitality
employees. It has resulted in temporary closure of many hospitality businesses and
significantly decreased the demand for businesses that were allowed to continue to
operate (Nakisci-Kavas and Develi 2020).
Hotel. An establishment that provides paid lodging on a short-term basis. Facilities
provided inside a hotel room may range from a modest-quality mattress in a small
room to large suites with bigger, higher-quality beds, a dresser, a refrigerator and
other kitchen facilities, upholstered chairs, a flat screen television, and en-suite
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bathrooms. In this study, it is the establishment where the respondents work despite
the pandemic.
Physical domain. A physical domain is a naturally occurring barrier between two or
more areas. In this study, it is to compare the relevance of various nonwork domains
outside of the family to contribute to the WLB research. In this study, Physical
borders define where role-domain behavior occurs either from work or personal life.
Psychological domain. Is a vast field of knowledge that can be approached in
many ways. One is the understanding of its dynamic nature, in terms of its
involvement in shaping human identity, from significant social interaction and
associated emotional correlation. In this study, it is used to assess the respondent’s
psychological quality of life, such as emotions feeling happy, optimistic, satisfied, and
interested in life, as opposed to feeling negative, anxious, or depressed.
Temporal domains. are borders on the plane of time: they divide between different
periods. In this study, it defines the time where the respondents make time on many
things such as time to do work and in the family.
Work life balance. It is a level of prioritization between personal and professional
activities in an individual’s life and the level to which activities related to their job are
present in the home. In this study, it is how the employees balance their work and
life. In this study, it s formed when a person has the same level of priorities in relation
to his or her career requirements and personal life requirements (Sanfilippo, 2020).
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Chapter 2
REVIEW OF RELATED LITERATURE AND STUDY
Presented in this chapter are studies gathered from online journal resources
used by the researchers who were seeking this paper as a guide in order to have
more accurate studies. This Related Literature helped the researchers have a
better understanding and a wider perspective on the topic gathered.
Related Literature
Work Life Balance was thoroughly described by these researchers wherein
they stated that Work-Life Balance is defined as a life that is satisfying, healthy, and
productive that incorporates work, leisure, and love (Kofodimos1993). The inclination
to become fully engaged in every role in one's complete role system, to approach
every normal role and role partner with an attitude of concentration and care, is
known as role balance. Living a balanced life entails having satisfying experiences in
all aspects of one's life, and this necessitates a well-balanced distribution of personal
resources such as energy, time, and commitment across domains (Kirschmeyer
2000). Satisfaction and excellent functioning at work and at home with little role
conflict is what Work Life Balance is all about (2000 Clark). Work-life balance is
defined as the degree to which an individual's effectiveness and satisfaction in work
and family roles are compatible with an individual's life-role priorities at any given
time (2006 Greenhaus & Allen). Work life balance is the fulfillment of role-related
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expectations that are negotiated and shared by an individual and his or her role
partners in the work and family domains (2007 Grzywacz & Carlson).
According to Greenhaus and Allen (2010) work life balance is the degree to
which the effectiveness and satisfaction experienced by a person in terms of his work
and family roles are attuned to his role priorities of life. One of the struggles every
employee faces in their life, especially in the hotel industry, is the balance between
work and personal life. No matter the circumstances, one is always taking over the
other. Everyone wants to succeed in all aspects of life, but having the lack of work-
life balance in the lodging industry can affect more than just the employees. It can
affect everyone’s relationships in the family, friends and co-workers. An employee
that has positive experiences with the work and is able to manage both personal and
professional goals would lead to social need and job satisfaction. Also according to
(Ashforth et al, 2000,) conflict occurs when the demands of work and home roles are
incompatible so that meeting the demands in work or home life makes it difficult to
meet the demands in the other domain. Border-keepers are members of a domain
who are influential in defining the border and the domain. Conflict may arise when
border-keepers and border-crossers do not agree on the exact boundaries of a
domain. They may also disagree about the flexibility and permeability of the
boundary.
As a result of these, employees sometimes struggle to balance work with
other important life roles especially in this time of Covid19. The challenges
employees face in this time of Covid 19 can make their time in work and life
imbalance. According to (Delecta (2011), Work life balance is described as an
individual's ability to satisfy their work and family commitments, as well as other non-
work responsibilities. (Beauregard, 2009), stated that Work Life balance is an
excellent method for producing a beneficial result when considering the interaction
between work and family. According to (Kalliath 2008), work-life balance is defined
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as the attainment and fulfillment of family needs while also fulfilling job
responsibilities, resulting in employee job satisfaction as well as a sense of fairness
between work and family responsibilities. Then, (Robbins 2010) stated that work-life
balance is the degree to which individuals are equally engaged and content with their
roles in both work and personal life (e.g., with spouses, parents, friends, and
community members), and there is no conflict between the two.
Early studies regarded work and family systems as if they operated
independently because they are typically physically and temporally separate, and
since women had traditionally assumed the roles of breadwinner and homemaker.
(Katz & Khan, 1978), in which researchers hypothesized that occurrences at home
influenced events at work, and vice versa.
Related Studies
According to (Steve M. Alex et al 2009), Segmentation was a given in the
conventional work environment, when employees had reasonably clear physical and
psychological borders between work and home without instant messaging or cellular
phone technologies. The findings of this study on segmentation in work nonwork
management had crucial theoretical and practical consequences as our work and
nonwork boundaries become increasingly blurred as a result of increased used of
CIT. Individual differences in segmentation choice to manage work and nonwork had
been demonstrated to be connected to real boundary management, according to
boundary theory. In addition, unlike previous boundary management studies (Kreiner,
2006; Olson-Buchanan & Boswell, 2006), the study discovered the bidirectional
nature of segmentation preference, as well as its domain-specific association with
border formation. The current discovery is consistent with the findings of a prior study
that looked into bidirectional segmentation preference and its unique outcomes
(Methot & LePine, 2009).

xxiii
Based on the studies by Tammy D. Allen, Eunae Cho, and Laurenz L. Meier,”
Work–Family Boundary Dynamics” the basic tenets of boundary theory and border
theory are essentially the same. Both theories provide frameworks intended to
increase understanding concerning the ways in which individuals create and manage
the boundaries between work and family. However, the origins of the two theories
differ. Specifically, boundary theory was originally developed as a cognitive
sociological perspective for understanding the processes and social implications
related to the everyday distinctions that people make in life. Due to the difficulty in
understanding the world as a whole, individuals tend to classify sets of entities into
bounded categories (Zerubavel 1991). The theory has been applied to work–family
interactions to better understand the meanings people assign to home and work
(Nippert-Eng 1996) as well as the ease and frequency of transitioning between work
and family roles (Ashforth et al. 2000, Desrochers & Sargent 2004). By contrast,
border theory was developed in response to dissatisfaction with existing work–family
theories and, as such, is limited to the work and family domains (Clark 2000).
Nevertheless, in their view, the two are not distinct theories, but rather two
articulations and extensions of the same basic underlying principles evolving from
(Hall & Richter 1988) and (Nippert-Eng 1996).
According to the study of Wepfer, Ariane G, et.al of “ Work Life boundaries
and well-being: does work-to-life integration impair well-being through lack of
recovery?” The results of their study suggest that work-to-life boundary enactment
has implications for employee’s well-being. From an occupational health perspective,
it is important to understand these implications, the mechanisms behind them and to
identify determinants of work-life boundary enactment. Based on this knowledge,
practitioners and policy makers can adjust organizational policy and culture and help
employees manage their work-nonwork boundaries in a way that does not impair
their well-being. They believe that by investigating the effect of work-life integration
xxiv
enactment on exhaustion and work-life balance and by identifying a mechanism
behind this association, we add to the existing knowledge of boundary dynamics and
their impact on well-being.
(Nakisci-Kavas and Develi 2020) mentioned, The COVID-19 pandemic
produced major challenges, particularly for female health professionals, disrupting
the balance between their personal and professional lives. The ideas connected with
work and home duties can be used to define psychological traits. Work-life balance is
described as the interaction between work and non-work life, as well as the balance
in which a person's work and personal obligations are equal (Korkmaz & Erdogan,
2014).
(Lu & Kao, 2013; Singh, 2010) Analyzed that Concerns about work-life
balance continue to impact the rising interest in it. Work-life balance concerns can
lead to health problems, reduced productivity, and financial ramifications. Individuals,
their families, and organizations are all affected.
(Rudolph & Zacher, 2020) stated that, COVID-19 clearly presents a number
of challenges for understanding age at work, and the aging workforce. For example,
ageist sentiments and narratives of intergenerational tension to explain various
aspects of the pandemic in relation to work started appearing in early 2020. Given
the health risks faced by older employees as well as early retirement incentives that
we anticipate organizations dealing with budget shortfalls to offer, it is possible that
the post-COVID workplace is less diverse with respect to age. On the other hand, to
the degree that COVID-related losses in employees’ defined contribution retirement
plans prompt older workers to delay retirement and continue working, it is possible
that we would see increased age diversity in the workplace resulting from this crisis
(e.g., Van Solinge & Henkens, 2014).

xxv
According to the study of (Keene and Quadagno, 2004), People's perceptions
of work-life balance vary by gender. The greatest challenge for women is how to
balance their family life and their work (Sudha and Karthikeyan, 2014). Some surveys
revealed that individuals make certain concessions in their family life to fulfill their
organizational commitment (Damaske et al., 2014). Women account for a large
proportion of workers in the hospitality industry (Carvalho et al., 2019). Tiwari (2017)
points out that employees, especially women, play two roles within their lives: one in
the workplace and the other is at home. Hotel management could be a rewarding
career path, but it is not without any challenges.
One of the largest challenges facing food and beverage department in hotels
today has been the ever growing competition (Karatepe & Ekiz, 2004; Kundampully &
Suhartanto, 2000; LitsBarker, & Kundampully 2003) this has its main implications for
the guests providing a range of choices, increasing value for money and enhancing
the level of services offered which helps us to differentiate one hotel products and
services from else. (Acharya et al., 2011; Kundampully & Suhartanto, 2000).
(Vyas and Shrivastava 2017) mentioned that individual variables impacting
work-life balance include work orientation or the degree to which work is a primary
emphasis in one's life, as well as psychological qualities such as the desire for
accomplishment and a proclivity for work participation. Energy levels are usually
ignored, even though they must be taken into account especially in the context of
rising demand. They may be related issues such as work-life balance and endurance
for coping with conflicting demands that but also, as discussed according
Work Life Boundaries, organizations can gave their employees more or less
freedom to be able to manage their WLB (Besseyre des Horts et al., 2011). Naturally
this may also relate to what kind of job an individual is having and his/her social class
xxvi
since what conditions you had is all depending on what you are working with (Austen
& Ong 2014).are developing as a result of this increase.
As stated by (Chandran & Abukhalifeh, 2021), Work-life balance in temporal
improves time on many things such as time to do more chores in the house, time for
self-meditation, time to spend on family and time to improve job satisfaction and
performance while also lowering absenteeism and stress.
(Allen 2002) defines the construct as the extent to which an individual‟s
effectiveness and satisfaction in work- family roles are compatible with the
individual‟s life role priorities at a given point in time. A balance in work, family and
personal life is expected when there is a proper functioning at work, home and at
personal levels with minimum role conflict. The incompatibility between the demands
from work and non-work domain result in conflict and consequently, employees
experience a lack of work balance. According to (Clark, 2000), it does not only
enable working from different places, it also includes being able to take care of
private duties or tasks when most convenient for the employee.
(Yıldırım and Arslan, 2020) mentioned that Stressful life situations such as
pandemics can had significant negative implications for the mental health and
psychological functioning of an individual. Stress, anxiety, mental confusion, social
deprivation, and depression are a few examples of these mental and psychological
issues. (Brooks et al. 2020) also support that quarantined experiences due to
COVID-19 lead to stress, fear, and frustration in individuals. Similarly, uncertainty
due to COVID-19 is also associated with significant changes in our daily routines that
can increase stress, depression, and anxiety (Arslan et al., 2020; Talaee et al., 2020;
Mergel and Schützwohl, 2021). Likewise, a recent systematic review on the COVID-
19 pandemic and mental health by (Vindegaard and Benros 2020) and a narrative
review on COVID-19 related mental health effects in the workplace by (Giorgi et al.
xxvii
2020) also concluded that COVID-19 has resulted in increased levels of depression,
anxiety, and poor sleep quality.
In general, the concept of boundaries refers to the physical, temporal,
emotional, cognitive, and relational limits that separate one entity from another. Thus,
employees create and maintain physical, behavioral, and psychological boundaries
that differentiate the work and the home domain as what (Ashforth et al., 2000)
indicate in their study. Previous research showed that home‐based telework tends to
blur the boundary between work and private life, allowing for more interruptions or
violations from one domain to another (Delanoeije et al., 2019)
(Cabaraban and Borbon 2021) Analyzed that men and women alike prefer to
work in organizations that encourage a work-life balance. Men appeared to gain an
advantage over women. Men are happier when they achieve more at work, even if it
means neglecting their families. Assigned departments also don't affect their
assessment for all the departments of the hotel had the same hours of duty 8 hours
to be exact. The length of service does not affect the respondents' assessments for
whether they are old or new employees; they are both experiencing the same
experiences in this pandemic.
This implies that respondents may be able to achieve a balance
between time at home and time at work despite the risk of pandemic with the
assistance of their spouse, parents, children, supervisors, friends, and peer
group. This also implies that the respondents need the assistance and support of
their families to had a smooth personal environment and growth of themselves
(Chandran & Abukhalifeh, 2021).
(Ya-Yuan Hsu, Chyi-Huey Bai, and Chih-Hung Lin 2019) stated that, the amount of
time that workers are able to spend with their families is reduced by having longer
xxviii
working hours, and this reduced family time leads to a poor work-life balance that, in
turn, ultimately affects the productivity levels of those workers.
A healthy work environment requires an honest and decent work-life
balance. In order to avoid fatigue at work, a healthy work-life balance should
be maintained to reduce strain and prevent workplace fatigue. Employers can
economize and maintain a healthier, more productive workforce by creating a
piece of work environment that prioritizes work-life balance. Employees are
happier when they arrive at work when they had a healthy work-life balance. Fatigue
or burnout may end up in a variety of symptoms, including mood swings and
irritability, as well as fatigue can decrease productivity. This also implies that the
respondents need the assistance and support of their families to had a smooth
personal environment and growth of themselves (Cabaraban & Borbon 2021).
In general, the concept of boundaries refers to the physical, temporal,
emotional, cognitive, and relational limits that separate one entity from another. Thus,
employees create and maintain physical, behavioral, and psychological boundaries
that differentiate the work and the home domain (Ashforth et al., 2000). Previous
research showed that home‐based telework tends to blur the boundary between work
and private life, allowing for more interruptions or violations from one domain to
another (Delanoeije et al., 2019)
Some aspects may had positively impacted quality of life during the
pandemic, such as improved sleep time and quality of sleep, additional spare time
spent at home, more time preparing meals and potential improvement in the quality
of diet, more interaction with family members and fewer academic duties.” Joe
Cramigna 2022.
COVID-19 clearly presents a number of challenges for understanding age at
work, and the aging workforce. For example, ageist sentiments and narratives of
xxix
intergenerational tension to explain various aspects of the pandemic in relation to
work started appearing in early 2020 (Rudolph & Zacher, 2020).
Given the health risks faced by older employees as well as early retirement
incentives that we anticipate organizations dealing with budget shortfalls to offer, it is
possible that the post-COVID workplace is less diverse with respect to age. On the
other hand, to the degree that COVID-related losses in employees’ defined
contribution retirement plans prompt older workers to delay retirement and continue
working, it is possible that we would see increased age diversity in the workplace
resulting from this crisis (e.g., Van Solinge & Henkens, 2014).
Young people are enthused about working in the hospitality industry,
according to the findings, because they can readily put their creative ideas into effect.
In the pandemic crisis caused by COVID-19, communicating with others and dealing
with client complaints is difficult, and maintaining a work-life balance throughout the
pandemic is also difficult. Work-life balance is frequently understood differently by
different generations, particularly during the current pandemic, because they cope in
different ways.
People's perceptions of work-life balance vary by gender (Keene and
Quadagno, 2004). Women account for a large proportion of workers in the hospitality
industry (Carvalho et al., 2019). Tiwari (2017) points out that employees, especially
women, play two roles within their lives: one in the workplace and the other is at
home. Hotel management could be a rewarding career path, but it is not without any
challenges. (Tinuke Fapohunda 2014) stated that both genders indicated they had
work-life imbalance but there were gender differences in the used of work-balance
options.
According to the study of (Nath 2012) the total number of people employed in
this department is 1.3 million, making up 10.27% of the total number of people
xxx
employed across all industries. The second one is the Housekeeping department
where they also had housekeepers and room attendants. In the hospitality industry
food and beverage service has emerged as an important aspect worldwide. In a lot of
countries, the hospitality industry creates many job opportunities in various
hotels/resorts and other outlets of food & beverage services. Among the many
industries impacted by the pandemic, the food and beverage industry is unique,
fulfilling some of the most basic needs of humankind. This industry is one of the fast-
growing industries in the world and many employees still choose to work in Food and
Beverage service despite the pandemic. One of the largest challenges facing food
and beverage department in hotels today has been the ever growing competition
(Karatepe & Ekiz, 2004; Kundampully & Suhartanto, 2000; LitsBarker, &
Kundampully 2003) this has its main implications for the guests providing a range of
choices, increasing value for money and enhancing the level of services offered
which helps us to differentiate one hotel products and services from else. (Acharya et
al., 2011; Kundampully & Suhartanto, 2000).
According to Vyas and Shrivastava 2017), individual variables impacting
work-life balance include work orientation or the degree to which work is a primary
emphasis in one's life, as well as psychological qualities such as the desire for
accomplishment and a proclivity for work participation. Energy levels are usually
ignored, even though they must be taken into account especially in the context of
rising demand. They may be related issues such as work-life balance and endurance
for coping with conflicting demands that But also, as discussed accordingly.
Work Life Boundaries, organizations can gave their employees more or less
freedom to be able to manage their WLB (Besseyre des Horts et al., 2011). Naturally
this may also relate to what kind of job an individual is having and his/her social class
since what conditions you had is all depending on what you are working with (Austen
& Ong 2014).are developing as a result of this increase.

xxxi
Chapter 3
RESEARCH METHOD
This chapter presents the methodology that was used in conducting the
research. It contains the research design, locale of the study, respondents, sampling
procedure, data gathering procedure, research instrument used and statistical
treatment of ideas.
Research Design
This study made use of quantitative descriptive research. Quantitative
descriptive research aims to gather quantifiable data from the population sample for
statistical analysis, making it the appropriate research design for this subject. A
population or condition is accurately described using the descriptive research
method. Quantifiable data would be gathered by the researchers to use in statistical
population samples.
Locale of the Study
The researchers conducted the study at the selected hotels in Cagayan de
Oro City and Iligan City. Cagayan de Oro City is the provincial capital of the province
xxxii
of Misamis Oriental and the "Gateway of Northern Mindanao" lying along the
northern coastline on Mindanao Island in the southern part of the Philippines.
Cagayan de Oro is famous not only for its place but also for its people. Cagayan de
Oro may very well be the happiest place in the country. The “City of Golden
Friendship,” as it is sometimes called, is home to especially friendly and warm
Filipinos. Iligan is known as the Industrial Center of the South and its economy is
largely based on heavy industries. It produces hydroelectric power for the Mindanao
region through the National Power Corporation (NAPOCOR), the site of the
Mindanao Regional Center (MRC) housing Agus V, VI, and VII hydroelectric
plants.Cagayan de Oro City and Iligan City is the chosen locale for it has a lot of
hotels that will be accessible for the researchers to gather data. The researchers are
living in Iligan city, Naawan and Cagayan de Oro city. Both Cagayan de Oro city and
Iligan city are the best choice for the researchers to gather data because it is more
accessible and easy for them.
Figure 2. Location Map of Cagayan de Oro City

xxxiii
Figure 3. Location Map of Iligan City
Research Respondents
In this study, the researchers randomly selected the respondents who worked
full-time and part-time employees of the chosen hotels in Cagayan de Oro City and
Iligan City who worked actively during Covid 19. A total of one hundred (100)
respondents were gathered for the study in the chosen hotel.
Sampling Procedure
This study made use of the purposive random sampling.This is the best fit for
this study because it allows researchers to describe the major impact their findings
have on the population, and it allows researchers to use their discretion when
selecting members of the population to participate in the study. Purposive sampling
allows researchers to extract a lot of information from their collected data. This
enables researchers to describe the significant impact of their findings on the
population.
xxxiv
Data Gathering Procedure
The quantitative survey approach was employed in this study. This survey
was conducted entirely online. The survey was conducted in the month of April 2021
through online channels, including email and social networks such as Google forms.
Research Instrument
A self-made questionnaire was used by the researchers as the data collection
instrument to attain the needed data for the study. It is a 5 point Likert scale (Choices
range from Strongly Agree to Strongly Disagree) type of questionnaire. The
instrument would be composed of 30 sets of questions. The items 1 to 10 are
concerned with Temporal. Items 11 to 20 are concerned with physical and items 21
to 30 are concerned with Psychological. Moreover, it would also contain questions
regarding personal information from the respondents.
Validity and Reliability of the Instrument
To achieve the validity and reliability of the research instruments used in this
study, a pilot test was made by the researcher. This pilot test determined if
responses were well-distributed and if the questions were valid ensuring that there
were no inconsistencies and redundancies. The pilot test was administered to a
group of 30 randomly selected respondents and the results of the pilot test yielded
at .763. This means that the validity and reliability values of the two researcher-made
instruments would ensure that it measured the constructs of the present study.
Scoring Procedure.
The responses for all factors would be assigned to a five-point likelihood
scale with the following intervals, description and analysis.
Table 1
xxxv
Scoring procedure for the Work life balance of hotel employees in the selected hotels
in Cagayan de Oro city and Iligan City during covid 19 pandemic .
Score Range Scale Description Interpretation
4.21 – 5.00 5 Strongly Agree Frequently
3.41 – 4.20 4 Agree Occasionally
2.61 - 3.40 3 Neutral Seldomly
1.81 – 2.60 2 Disagree Rarely
1.0 – 1.81 1 Strongly Disagree Never
Statistical Treatment of Data
The following statistical tools were used by the researchers to evaluate the
data collected in this study:
Frequency Count. This tool was used to compute the total number of
responses on the survey questionnaire provided by respondents. It shows either the
actual number of observations falling in each range for the percentage of
observations or the percentage distribution used in frequency distribution analysis.
This was used to tally the respondent’s responses to the online survey questionnaire.
Percentage. This tool was used to generalize the score ratio that should be
derived from respondents who filled out the questionnaire. The percentage is
calculated by taking the frequency in the category divided by the total number of
participants and multiplying by 100%.

xxxvi
Weighted Mean. This was used to get a rhythmical average when all scores
are added and divided by the number of items obtained. The formula for the sample
mean:
Chapter 4
PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA
This chapter presents the major findings of the study; it oversees the
presentation, analysis, and interpretation of the data gathered by the researchers.
The study focused on the work life balance of employees in hotels during COVID-19
pandemic period.
Survey questionnaires were given to 100 employees working in various hotels
located in Cagayan De Oro City using Google Forms via email or online messaging.
In handing out questionnaires, ethical considerations were applied, the respondents
have given their consent to partake in this study. The gathered data from the
respondents is used to determine the work life balance of the employees utilizing the
Border Theory by Clark (2000) that targets to distinguish the temporal, physical, and
psychological domains.
xxxvii
The collected data was statistically analyzed and the significant findings are
presented in tables.
SOP1: What is the profile of the respondents in terms of:
1.1 age;
1.2. Sex;
1.3 assigned department;
1.4 position;
1.5 monthly income, and;
1.6 length of Service?
Table 1.1. Frequency and percentage distribution of the respondents
according to age
Age of the Respondents Frequency Percent

20 years old and below 1 1.0%
21 years old - 25 years old 45 45.0%
41 years old and above 4 4.0%
Total 100 100%
Table 1.1 presents the frequency and percentage distribution of the
respondent’s profile according to age. Based on the data, it shows that it has a
frequency of forty five (45) and forty five percent (45%) of the respondents fell within
the age range of 21-25 years old. This means that hotels hire young employees
because they are more flexible and more productive when it comes to work. This
implies that the majority of the respondents are young employees and it shows that
they are mostly active in answering surveys especially when it is online. According to
xxxviii
Parawee Techapermphon 2017, hotels hire young people because of their
enthusiasm and passion. Young people have so much energy to contribute to their
work areas towards the achievement of the goals of the company. With full passion
and overload of enthusiasm, young people are open to any challenge in the
workplace.
Table 1.2. Frequency and percentage distribution of the respondents according

to sex
Sex Frequency Percent

Female 53 53.0%
Male 47 47.0%
Total 100 100%
Table 1.2 present the frequency and percentage distribution of the
respondent’s profile according to sex. Based on the data, it shows that there are a
frequency of fifty three (53) and fifty three percent (53%) of the respondents are all
females. This means that the data revealed that the vast majority of replies are from
females. This implies that female respondents are the ones who easily answer
surveys concerning their work; women are more likely than men to self-select to
participate in online surveys. It also implies that the majority of the workers in the
xxxix
hospitality industry are females with different roles they played from front desk to
housekeeping personnel. The hospitality industry is dominated by men but today the
industry is recognizing women as a big part of the industry. According to a McKinsey
2020 study, companies with more than 30% women on their executive teams
outperform those with 10% to 30% women, and these companies, in turn, outperform
those with no or few women executives.

to assigned department
Department Assigned Frequency Percent

Front Office 14 14.0%
Housekeeping 16 16.0%
Food and Beverage 37 37.0%
Kitchen or Food Production 12 12.0%
Security Department 3 3.0%
Engineering/Maintenance Department 1 1.0%
Human Resource Department 2 2.0%
Banquet and Catering Department 14 14.0%
Administration 1 1.0%
Total 100 100%
respondent’s profile according to the assigned department. Based on the data, it
shows that there are a frequency of thirty seven (37) and thirty seven percent (37%)
of the respondents are assigned in the food and beverage department. This means
that among all the departments in the hotel this department has many job positions to
offer. This implies that there are many job positions offered in this department due to
xl
the fact that this department is one of the busiest departments in the hotel because
this department does not only produce food and beverages but also offer room
services in the hotel. According to Suhartanto (2010) the Hotel's food and beverage
department is one of the busiest departments and this is the reason why a lot of
employees prefer to work in this department because it offers plenty of opportunities
for employment.

to position
Designation of the Respondents Frequency Percent

Commis/Assistant Cook/Demi Chef/Cook/Chef 9 9.0%
Kitchen Staff 2 2.0%
Waiter/waitress/Service Associate/Service 36 36.0%
Crew/Server/Dining Staff
Room Attendant/ Housekeeper 16 16.0%
Front Office Supervisor/Food and Beverage 5 5.0%
Supervisor
Front Office Associate/Receptionist/Front 17 17.0%
Office Clerk/Telephone Operator/Reservation
Officer
Customer Service Assistant 1 1.0%
Bell man/Concierge 2 2.0%
Office Staff 2 2.0%
AV Tech 1 1.0%
Security Guard 3 3.0%
Banquet Server/Custodian 4 4.0%
Bartender 1 1.0%
Assistant Director of Operation 1 1.0%
Total 100 100%
xli
respondent’s profile according to the position of the respondents. Based on the data,
there are a frequency of thirty six (36) and thirty six percent (36%) of the respondents
that were assigned as Waiter/waitress/Service Associate/Service Crew/Server/Dining
Staff, this means that, these positions are the most in demand positions in the hotel
compared to other departments for this department is one of the busiest departments
in the hotel. This implies that, among all the positions in the Hotel the positions in the
Food and Beverage department have much work to offer. As a result, many people
want to work in this department as waiters, waitresses, service crew, and so on. In
addition the Food and beverage is considered as one of the significant departments
of the industry for it offers many jobs and generates income in the hotel. According to
Diaz (2019) the Food and beverage department is a dominant segment of the
hospitality industry, accounting for a sizable portion of the economy and offers a lot of
employment opportunities.
Table 1.5 Frequency and percentage distribution of the respondents according

to monthly income
Average Monthly Income Frequency Percent

10,000 and below 54 54.0%
10,001 - 20,000 42 42.0%
20,001 - 30,000 3 3.0%
50,001 and above 1 1.0%
Total 100 100%
respondent’s profile according to monthly income. Based on the data, it shows that
there are a frequency of fifty four (54) and fifty four percent (54%) of the respondents
having a monthly income of ₱10,000 and below. This means that employees may still
choose to continue their work even if their wages are low, despite the serious crisis
xlii
due to the pandemic. This implies that, majority of the employees are willing to work
despite the low pay because they have no other option, as many hotels have closed,
and they need to provide for their families and needs. According to some research,
seeing one's work as highly meaningful can lead to various forms of self-sacrifice,
such as accepting high paid or underpaid labor in the name of one's calling
(Bunderson and Thompson, 2009; Dempsey and Sanders, 2010).
Table 1.6 Frequency and percentage distribution of the respondents according

to length of service
Length of Service Frequency Percent
1 year and below 28 28.0%

2 - 3 years 46 46.0%
4 - 5 years 19 19.0%
6 - 7 years 3 3.0%
8 - 9 years 2 2.0%
10 years and above 2 2.0%
Total 100 100%
respondent’s profile according to length of service. Based on the data, it shows that
forty six (46) forty six percent (46%) of the respondents were between 2-3 years.
Based on this data, one might conclude that the reason for the industry's young age
xliii
is that the majority of respondents do not stay in the industry for more than a few
years. This implies that there is a low percentage of employee retention in a specific
hotel industry. This means that, before the pandemic they are newly hired and even
in the midst of the pandemic they are working though they are experiencing skeletal
workforce arrangement wherein they will work several times a week. This implies that
before the pandemic there were a lot of new employees hired. According to Perez
the employees will be retained in the hotel company if they can manage their task
properly (Aung, 2018).
SOP2: What are the respondents' assessments in their work-life balance in
terms of temporal, physical and psychological during Covid 19 pandemic in
terms of:
2.1 Respondents’ assessments in terms of temporal domain during

covid pandemic;
2.2 Respondents’ assessments in terms of physical domain during

covid 19 pandemic;
2.3 Respondents’ assessments in terms of psychological domain during

covid 19 pandemic;
2.4Respondents’ assessments in terms of Temporal, Physical and

psychological domain during covid 19 pandemic?
Table 2.1 Respondents’ assessments in terms of temporal during covid

pandemic
Indicator Mean SD Interpretation
I always leave my workplace on time 3.69 1.16 Occasionally

xliv
I entertain work related communication during

my rest day. 3.33 0.97 Seldomly
I can spend more time with my family and

friends. 3.73 0.94 Frequently
I spend more time at work due to the skeletal

work arrangement. 3.16 1.03 Seldomly
The amount of time my job takes up doesn’t

make it difficult to fulfill my family
responsibilities. 3.64 0.91 Occasionally
I can easily take any time off/leave when one

of my family members is suffering from illness 3.21 0.95 Seldomly
I had enough time to think, plan and schedule

my day-to-day activities. 3.79 0.88 Occasionally
I had enough time and energy to do my hobby

or things I love. 3.33 0.89 Seldomly
I had sufficient time to relax myself despite the

risk of the covid 19 virus. 3.66 0.96 Occasionally
I don't always work after hours or on

weekends. 3.10 1.06 Seldomly
Overall Mean 3.46 0.48 Occasionally
Table 2.1 presents the respondents' assessments in their work-life balance in
terms of temporal domain during COVID 19 pandemic. The respondents
assessments in terms of temporal domain are interpreted occasionally with an overall
mean score of three point forty six (3.46). This means that the majority of the
respondents occasionally practice these indicators in temporal domain in which the
respondents were able to balance their time arrangements in work and personal life.
They were able to spend enough time with their family and themselves since they are
engaged in skeletal workforce arrangement allowing them to have irregular shifts
having more time at home than work. According to Lonnie Golden (2015) Employees
who work irregular shift times, as opposed to those who work more standard, regular
shift times, experience more work-family conflict and, in some cases, more work
stress.
As presented on the table, the indicator that got the highest mean is “I have
xlv
enough time to think, plan and schedule my day-to-day activities' with a mean score
of three point seventy nine (3.79) and is interpreted occasionally. This means that a
greater number of respondents occasionally agreed that they always find time to
think, plan and schedule their personal and work activities. This implies that despite
the pandemic, they still have time for themselves to schedule the activities they want
to do, do their hobbies and most importantly they can self-meditate. According to
WHO (2022) It is important to have an alone time to think and self-meditate during
the pandemic. This means that in some ways the assessment of the respondents are
balanced in the temporal domains.
Furthermore, the indicator “I don't always work after hours or on weekends.”
with a mean of three point ten (3.10) got the lowest rank, it means that the
respondents always follow the work schedule given to them by the hotel allowing
them to have boundaries between work and home. The data implies that the
respondent’s seldomly practice working after hours or on weekends, which means
that the respondents have been practicing the work life balance in terms of temporal
domain. They do not agree to work after hours or on weekends because they likely
have more time to spend at home with their family to help their spouse in the
household chores and take care of their children. Jason Sabo (2021) stated that
families can spend more time together and get back to basics, increasing the amount
of time they spend with their children during a pandemic.
Table 2.2 Respondents’ assessments in terms of physical during covid 19

pandemic
I always finish my work despite the risk of covid

infections. 4.22 0.65 Frequently
xlvi
I've always finished chores at home. 3.47 1 Occasionally
I’m always with my family despite my work

arrangement. 3.60 0.89 Occasionally
I can access flexible work schedules in my

organization. 3.54 0.92 Occasionally
I had more time at home to do physical activities

e.g gardening, carpentry, etc. 3.53 1.06 Occasionally
I don't stop in the middle of my work to address a

family/personal concern. 3.31 0.86 Seldomly
I only take care of personal needs at work when I

am “on break” or during my lunch hour. 3.83 0.95 Occasionally
I don't take care of work related business even at

home. 3.59 1.04 Occasionally
I don’t usually change plans with my family to

meet work related responsibilities. 3.56 0.98 Occasionally
I never try to arrange, schedule, or perform

family related activities when I’m at work. 3.31 0.93 Seldomly
Table 2.2 presents the Respondents’ assessments in terms of physical
domain during Covid 19 pandemic. The respondent’s assessments in terms of
physical domain found to have an overall mean score of three point sixty (3.60). This
means that the respondents occasionally balance their work life in the physical
domain because they occasionally finish chores at home, they have more time to do
physical activities, they are always with their family despite their work arrangement
and they only take care of personal needs at work when they are on break. It implies
that despite the pandemic, many of the employees are able to balance their work life
in the physical domain. According to Yadav et al. (2013), respondents reported an
average level of work-life balance and are generally satisfied with their working
arrangements. The study's findings show that balancing care and work has an impact
on career advancement. Work life balance is regarded as an important determinant
of intrinsic aspects of job satisfaction. The majority of employees enjoy their jobs and
xlvii
are at ease in their workplace. According to studies, it is essential for employees to
maintain a healthy balance between work and their personal lives.
Moreover, indicators such as ‘I never try to arrange, schedule, or perform
family related activities when I’m at work’ and ‘I don’t stop in the middle of my work to
address a family/personal concern’ both ranked with the lowest mean of three point
thirty-one (3.31) and is interpreted as seldomly. This means that the respondents still
arrange or perform family-related activities while at work, and they stop working due
to family/personal concerns. Many employees are still struggling to separate their
work and personal lives in what has become a boundaryless world according to
(Agovino 2022) unfortunately, while most of us recognize the need of creating
boundaries, it is frequently easier said than done, according to Murray (2018).
Table 2.3 Respondents’ assessments in terms of psychological during covid 19

pandemic.
I feel happy and comfortable with my work 4.04 0.79 Occasionally

and family life despite this pandemic.
I don't feel anxious whenever I go home 2.59 1.16 Rarely

from work because I might be a carrier of
the virus.
I don’t feel down while working even in this 3.63 0.92 Occasionally
time of pandemic.
I don’t feel emotionally drained when I get 3.41 1.04 Occasionally

home from work.
I am motivated to do my work despite this 4.20 0.80 Occasionally

pandemic.
I am constantly motivated to complete my 3.89 0.98 Occasional

tasks.
I don’t bring my work problems home. 3.96 1.03 Occasionally
I never think about nonwork issues while I 3.38 0.96 Seldomly

am at work.
xlviii
I am satisfied with my work performance. 4.10 0.89 Occasionally
I don’t feel tense or stressed out during 3.47 0.93 Occasionally

my workday
Table 2.3 presents the respondents' assessments in terms of psychological
domain during COVID 19 pandemic. The psychological total mean score of three
point sixty seven (3.67), interpreted as occasionally. This means that the
respondents have been happy and satisfied with their work and life during the
pandemic because they are with their family. The respondents have been optimistic
despite the pandemic and they still find the bright side of the pandemic when they
spend their time with their family. It implies that employees feel happy and they felt at
ease during the pandemic. According to Sirl (2022) Parents shared more dinners with
the family and read to them more often and it makes them more happy and optimistic
despite the pandemic.
I am motivated to do my work despite this pandemic’ got the highest rank with
the mean four point thirty (4.20). This means that despite the anxiety and stress
during the pandemic the respondents still felt motivated to do and finish their
work.The pandemic has It implies that the respondents have been feeling
motivated to work despite the anxiety and stress the pandemic gave to them. It is
also natural for the hospitality industry employee to be motivated, however, being
motivated during this pandemic is unusual for them because the pandemic brings a
lot of distress to the people. According to Tarlton (2020) older adults, people with pre-
existing conditions, children, those in precarious domestic situations, and those in
fragile humanitarian and conflict settings are all experiencing high levels of
psychological distress. Being motivated during the pandemic is a good indicator that
the respondents have balanced their psychological domain.

xlix
‘I don't feel anxious whenever I go home from work because I might be a
carrier of the virus’ ranked with the lowest mean of two point fifty-nine (2.59) and was
interpreted as Rarely. This means that the majority of the respondents do feel
anxious when returning home from work, every time they go out to work; however,
this indicator ranked as lowest because some of the respondents are knowledgeable
about how to protect their health. They are confident that they will not be able to carry
the virus. This implies that although the pandemic brings stressful life and distress to
the people, the respondents still do not feel anxious when going home from work
because they know that they have precautionary measures at the hotel. Hotel
management is informing all staff of the measures that could protect their health and
the health of others, including the recommendation to stay home and seek medical
attention if they have COVID-19 symptoms (WHO 2020), which is why respondents
do not feel anxious when leaving work.
Table 2.4 Respondents’ assessments in terms of Temporal, Physical and

psychological during covid 19 pandemic
Worklife Balance Domain Mean SD Interpretation
Temporal 3.46 0.48 Occasionally
Physical 3.60 0.52 Occasionally
Psychological 3.67 0.48 Occasionally
Table 2.4 presents the Respondents’ assessments in terms of temporal,
physical and psychological during covid 19 pandemic. The results found the
respondent’s assessments in their temporal with the total mean of three point forty-
six (3.46) and is interpreted as Occasionally. This means that the Work life balance
l
variables of the respondents are balanced from the Temporal, Physical to
Psychological domain. The data implies that the respondents assessment towards
the temporal domain has a positive result. It shows that the respondents have
balanced the time they spend at home and the time they spend at work.
In the Physical domain, the respondents assessment was interpreted
occasionally; it implies that the respondents have balanced their actual location
wherein they are working or in their home. Although the respondents' assessment
towards the physical is interpreted occasionally it shows that they have an
unbalanced aspect of their physical domain but the overall interpretation of the data
shows that the physical is balanced.
On the psychological domain, the interpretation was also interpreted
occasionally. However, the data revealed that even though the interpretation of the
indicators are mostly occasionally there are also indicators that have been
interpreted as moderate and low. The respondents answered that even though they
feel happy and content in their family in this pandemic time they also felt anxious and
tense when they go home after work but, the overall assessment was interpreted
occasionally and it means the psychological domain is balanced.
Problem 3: Is there a significant difference in the respondents' assessments in

their work life balance during Covid 19 pandemic when grouped according to
their profile?
Table 3.1 Significant difference in the respondents’ assessments in their

Temporal during covid 19 pandemic when grouped according to their profile.
Mea p
Profile n Interpretation value Interpretation
Age of the Respondents
20 years old and below 3.70 Occasionally
21 years old - 25 years old 3.34 Seldomly
26 years old - 30 years old 3.62 Occasionally 0.002 Significant
31 years old - 35 years old 3.73 Occasionally
41 years old and above 2.85 Seldomly
Sex of the Respondents
Female 3.54 Occasionally 0.08 Not Significant
li
Male 3.37 Seldomly

Department Assigned
Front Office 3.61 Occasionally
Housekeeping 3.48 Occasionally
Food and Beverage 3.40 Seldomly
Kitchen or Food Production 3.58 Occasionally
Security Department 3.43 Occasionally 0.872 Not Significant
Engineering/Maintenance
Department 3.10 Seldomly
Human Resource
Department 3.25 Seldomly
Banquet and Catering
Department 3.44 Occasionally
Administration 3.30 Seldomly
p
Profile Mean Interpretation value Interpretation
Designation of the Respondents
Commis/Assistant
Cook/Demi Chef/Cook/Chef 3.06 Seldomly
Kitchen Staff 3.85 Occasionally
Waiter/waitress/Service
Associate/Service
Crew/Server/Dining Staff 3.43 Occasionally
Room Attendant/
Housekeeper 3.58 Occasionally
Front Office Supervisor/Food
and Beverage Supervisor 3.18 Seldomly
Front Office
Associate/Receptionist/Front
Office Clerk/Telephone
Operator/Reservation Officer 3.68 Occasionally
Customer Service Assistant 3.30 Seldomly 0.014 Significant
Bell man/Concierge 4.00 Occasionally
Office Staff 3.35 Seldomly
AV Tech 3.00 Seldomly
Security Guard 3.87 Occasionally
Banquet Server/Custodian 3.48 Occasionally
Bartender 2.80 Seldomly
Assistant Director of 2.60 Rarely
lii
Operation
Average Monthly Income
10,000 and below 3.34 Seldomly
10,001 - 20,000 3.64 Occasionally 0.006 Significant
20,001 - 30,000 3.47 Occasionally
50,001 and above 2.60 Rarely
Length of Service
1 year and below 3.46 Occasionally
2 - 3 years 3.54 Occasionally
4 - 5 years 3.32 Seldomly 0.441 Not Significant
10 years and above 3.00 Seldomly
The table 3.1 presents the significant difference in the respondent’s
assessments in their Temporal during Covid 19 pandemic when group according to
their profile. It shows that age found to be significant, it implies that the age of the
respondents affects their assessment towards the temporal variable which varies
from ages to ages. As a result younger respondents have been interpreted as
occasionally in temporal domain than those older respondents. According to Anita
Richert-Kaźmierska et al. (2016) Employees in older age groups are more likely to
maintain WLB; older workers are less likely to agree that all workers have balanced
their time between work and home. Also, the respondents position found to be
significant to the variable which the results significantly differ to the grouped
according to their position, this means that the higher position have been interpreted
as rarely in temporal domain than those low position which implies that positions
have affected the respondents assessments for the data revealed that employees on
the higher position have a lower temporal domain than those on the lower position.
According to Indeed editorial team (2021) job position that provides work-life balance
is one that offers flexibility, higher position tend to have unbalance work life.
The data also shows that monthly income found to be significant to the
variable this means that the results significantly differ when grouped according to
their monthly income. This implies that those who have been interpreted as
occasionally in the monthly income tend to have been interpreted as rarely in

liii
temporal domain than those who have low monthly income. The monthly income has
affected the respondents' assessments for the employees that have higher income
have lower temporal domain than those who have lower income. Low income
earners tend to balance their time between work and home in order for them to have
more income by having long working hours to have their income to be higher.
According to Brent Bleys et. al (2019) People want to change their working hours to
make their income higher.
Thus, the respondent’s assessments in their temporal domain is not different
when grouped according to their sex, it implies that no matter of what the
respondent’s sex, which department they assigned and how long their service are
their temporal domain are most likely the same.

physical during covid 19 pandemic when grouped according to their profile
Profile Mean Interpretation p Interpretation

value
20 years old and below 2.80 Seldomly
41 years old and above 3.53 Occasionally
Male 3.59 Occasionally
Department Assigned
liv

Food and Beverage 3.54 Occasionally
Engineering/Maintenance 3.70 Occasionally
Department
Human Resource 3.50 Occasionally
Department
Banquet and Catering 3.68 Occasionally
Department
Administration 2.50 Never
Profile Mean Interpretation p Interpretation

value
POSITION
Commis/Assistant 3.37 Seldomly
Cook/Demi Chef/Cook/Chef
Waiter/waitress/Service 3.48 Occasionally
Associate/Service
Room Attendant/ 3.73 Occasionally
Housekeeper
Front Office Supervisor/Food 3.32 Seldomly
and Beverage Supervisor
Operator/Reservation Officer
Customer Service Assistant 3.90 Occasionally 0.005 Significant
Bell man/Concierge 4.45 Frequently
AV Tech 3.80 Occasionally
Security Guard 4.27 Frequently
lv

Assistant Director of 3.00 Seldomly
Operation
10,000 and below 3.41 Occasionally
20,001 - 30,000 3.33 Occasionally
50,001 and above 3.00 Seldomly
Length of Service
4 - 5 years 3.54 Occasionally 0.614 Not Significant
6 - 7 years 3.20 Seldomly
10 years and above 3.45 Occasionally
Table 3.2 presents the significant difference in the respondent’s assessments
in their physical domain during COVID 19 pandemic when grouped according to their
profile. The table shows that age found to be significant to the variable, this means
that the age of the respondents affects their assessment towards the physical
domain. It implies that the results of the older respondents have been interpreted as
Occasionally in physical domain than those younger respondents. According to Alan
Kohll (2018), the older generation is subjected to a variety of adversities at a young
age. Making a decent living was not easy, and as a result, this generation craved job
stability and valued the opportunity to work. As a result, work-life balance is a top
priority or concern.
The data also shows that monthly income; found to be significant to variables,
this means that the results significantly differ when grouped according to their
monthly income. This implies that for the respondent’s monthly income; those who
have high monthly income tend to have been interpreted as rarely in physical domain
than those who have low monthly income. According to Liu (2020) income and work
are the biggest factors contributing to an employee's idea of work-life balance.
Income affects the work-life balance of employees because employees with high
income are having difficulty in balancing their work-life.

lvi
However, the respondents' position was found to be significant to the variable
with a p-value of zero point zero zero five (0.005) since the p-values are less than
zero point zero five (0.05) level of significance. This could mean that the higher
position has been interpreted as rarely in the physical domain than those in the low
position. It implies that the respondents assessment towards the physical domain
when grouped according to their assigned position is significant in assessing the
physical domain. According to (Schulz& Schultz, 2006), It is believed that
professional or designation level of job could profoundly influence one’s satisfaction;
higher job level could present greater autonomy, challenge, responsibility, and
greater opportunity for satisfying motivator needs.
Thus, the respondent’s assessments in their physical domain is not different
when grouped according to their sex with an overall p-value of zero point nine
hundred thirty five (0.935), the assigned department with an overall p-value of zero
point four hundred fifty one (0.451) and the Length of service with an overall p-value
of zero point six hundred fourteen (0.614) are not significant in assessing the domain,
it implies that no matter what the respondent’s sex, which department they are
assigned and how long their service are their physical domain are most likely the
same.

Psychological during Covid 19 pandemic when grouped according to their
profile.
p
41 years old and above 3.44 Occasionally
lvii

Department Assigned
Engineering/Maintenance
Human Resource
Banquet and Catering
p
Designation of the Respondents
Commis/Assistant
Cook/Demi Chef/Cook/Chef 3.43 Occasionally
Waiter/waitress/Service
Associate/Service
Crew/Server/Dining Staff 3.58 Occasionally
Room Attendant/
Housekeeper 3.68 Occasionally
Front Office Supervisor/Food
and Beverage Supervisor 4.16 Occasionally
Front Office
Operator/Reservation Officer 3.78 Occasionally
Customer Service Assistant 3.00 Seldomly 0.2 Not Significant
Office Staff 3.45 Occasionally
Assistant Director of
Operation 3.40 Seldomly
20,001 - 30,000 4.27 Occasionally
lviii
Length of Service
in their psychological domain during COVID 19 pandemic when grouped according
to their profile. The table shows that age found to be significant to the variable with a
p-value of zero point zero thirty three (0.033 ) since the p-values are less than 0.05
level of significance. This means that the age of the respondents affects their
assessment towards the psychological domain. It implies that the result of younger
respondents have been interpreted as occasionally in psychological domain than
those older respondents. According to The National Institute of Aging Research
(2020) stated that age brings changes in cognition and emotion that have impacts on
subjective well-being, social relationships, decision making, and self-control. It means
that the respondents' assessment towards the questions are affected by the age of
the respondents and the answers vary from ages to ages. Age is a factor that can
influence the psychological domain of the respondents and it means the work-life
balance of the respondents can be affected by their age.
The data also shows that monthly income is found to be significant to
variables with an overall p-value of zero point zero one (0.01) since the p-values are
less than zero point zero five (0.05) level of significance. This means that the monthly
lix
income of the respondents affects their assessment towards the psychological
domain and the results significantly differ when grouped according to their monthly
income. This implies that those who have high monthly income tend to have
interpreted as rarely in psychological domain than those who have low monthly
income. The monthly income affects the work life balance of the employees during
the covid 19 pandemic since it affects the happiness and the psychological domain of
the employees as what was stated by Cory Steig.
Thus, the respondent’s assessments in their psychological domain is not
different when grouped according to their sex with an overall p-value of zero point
one hundred four (0.104), the assigned department with an overall p-value of zero
point eight hundred sixty one (0.861), the position with an overall p-value of zero
point two (0.2), and the Length of service with an overall p-value of zero point two
hundred fifty eight (0.258) are not significant in assessing the psychological domain,
it implies that no matter what the respondent’s sex, which department they are
assigned and how long their service are their psychological domain are most likely
the same.
Table 3.4 Significant difference in the respondents' assessments in their work

life balance during COVID 19 pandemic when grouped according to their
profile
Mean Interpretation p Interpretation

value
41 years old and above 3.27 Seldomly
Department Assigned
lx

Engineering/Maintenance 3.57 Occasionally
Department
Human Resource 3.42 Occasionally
Department
Banquet and Catering 3.60 Occasionally
Department
Designation of the
Respondents
Commis/Assistant 3.28 Seldomly
Cook/Demi Chef/Cook/Chef
Kitchen Staff 3.73 Occasionalyl
Waiter/waitress/Service 3.50 Occasionally
Associate/Service
Room Attendant/ 3.66 Occasionally
Housekeeper
Front Office Supervisor/Food 3.55 Occasionally
and Beverage Supervisor
Operator/Reservation Officer
Customer Service Assistant 3.40 Seldomly 0.012 Significant
Assistant Director of 3.00 Seldomly
Operation
20,001 - 30,000 3.69 Occasionally
Length of Service
in their work life balance variables during COVID 19 pandemic when grouped
according to their profile. The table shows that age found to be significant to the
lxi
variable with a p-value of zero point zero zero one (0.001) since the p-values are less
than 0.05 level of significance. This means that the age of the respondents affects
their assessment towards their work life balance variables, it implies that the results
of the younger respondents have been interpreted as occasionally as those older
respondents. According to Anita Richert-Kaźmierska et al. Work (2016), indicated
that employees representing older age groups are more likely to indicate the
maintenance of WLB; older workers more frequently do not agree that all workers
have equal opportunities to benefit from flexible solutions aimed at ensuring the
maintenance of WLB. The age of the respondents plays a vital role in the work-life
balance since the response of the respondents towards the questions vary from ages
to ages.
The table shows that position found to be significant to the work life balance
variables with a p-value of zero point zero twelve (0.012) since the p-values are less
than 0.05 level of significance. This means that the position of the respondents
affects their assessment towards their work life balance variables. It implies that the
higher positions have been interpreted as rarely than those low positions.
However the data also shows that monthly income is found to be significant to
work life balance variables with an overall p-value of zero (0) since the p-values are
less than zero point zero five (0.05) level of significance. This means that the monthly
income of the respondents affects their assessment towards their work life balance
variables. This implies that those who have high monthly income tend to be
interpreted as rarely in work life balance variables than those who have low monthly
income. According to Teo (2016), income and gender have a significant impact on an
employee's WLB.
Thus, the respondent’s assessments in their work life balance variables is
not different when grouped according to their sex with an overall p-value of zero point
lxii
nine hundred thirty five (0.935), the assigned department with an overall p-value of
zero point eight hundred twenty three (0.823), and the Length of service with an
overall p-value of zero point five hundred twenty two (0.522) are not significant in
assessing in their work life balance variables, it implies that no matter of what the
respondent’s sex, which department they assigned and how long their service are
their work life balance variables assessment during COVID 19 pandemic are most
likely the same.
SOP4: What Coping mechanism program can be crafted based on the findings
and result of the study?
WORK LIFE BALANCE COPING MECHANISM PROGRAM
I. RATIONALE:
lxiii
Creating a balance between work and life can be challenging where both
demand attention and energy. By balancing a career and life people become
healthier, mentally and physically, with an enhanced lifestyle. Working in hospitality
establishments involves high levels of stress, partially due to the antisocial shift
rotations and the high levels of emotional labor needed especially during pandemic.
Thus, it is of great importance to identify effective coping strategies to maintain a
sustainable hotel work force. With a work-life balance, employees will be able to
manage their time better, which will impact various aspects of their life positively.
This coping mechanism program will provide training in focusing on relevant life and
work matters, set practical goals, and communicate and manage better.
The overall purpose of the Work Life balance program is to help the
organization provide training and development to the employees that is on target,
fun, retained and above all it helps the employees achieve their goals. It will also help
the hotel employees understand the benefits of a work-life balance, to master time
management and goal setting, and to create a balance at work and at home.
II. OBJECTIVES
1. To help the hotel establishment to improve the work life balance of their
employees.
2. To help employees:
● Increase their productivity

lxiv
● Reduced absenteeism
● Be happier, less stressed in the workforce
TARGET PROGRAM/ BUDG PERSON MONITORIN

AREA PROJECTS/ ET G SCHEME
ACTIVITIES/ INVOLV
ED
 Gantt
Schedules Effort- All chart
Recovery ₱50,00 employee software
Model 0 s of the
Hotel
 Flexible
Schedul
es
 Job  Biometric
Flexible Sharing All s
Work  Job ₱30,000 employees
Options Redesign of the Hotel
 Free  Self
Stress counsel All assessm
managem ing ₱80,00 employee ent
ent  Cognitiv 0 s of the
e- Hotel
behavio
ral
therapy
The Hospitality industry used these coping mechanism programs to
help the employees cope up in their work-life balance during Covid 19
pandemic.
 EFFORT-RECOVERY MODEL
In order for the employees to cope up in the temporal domain during
the pandemic, specifically when the employees work after hours the
programme effort-recovery model allows the employees to have work

lxv
detachment during non-working hours. Also, it allows the employees to
evaluate the schedules they have to further balance their time during
pandemic.Hsu et.al, (2019) explained the effort-recovery model, which posits
that if employees achieve psychological detachment from their work during
non-working hours, it will enhance their productivity during working hours.
Past investigations have found that both work-life balance and job satisfaction
are impacted by overtime work. At the same time, the relationships between
prolonged working hours and occupational wellbeing, health, and quality of life
are not yet completely clear.
 FLEXIBLE WORK ARRANGEMENT
Flexible work arrangements are alternate arrangements or schedules from
the traditional working day and week. Employees may choose a different work
schedule to meet personal or family needs. Employees can have the freedom to job
share with their workmates or redesign their work. Alternatively, employers may
initiate various schedules to meet their customer needs. In order for the employees to
balance the physical locations they have be it their work or in their home the hotel
establishment needs to apply flexible work options in order for the employees to have
accessible work schedules that can help balance their physical domain. Flexible work
options do not benefit only the employees but also the Hotel. According to Canadian
Centre for Occupational Health & Safety (2021) the benefits of flexible work options
are; Increased ability to attract, retain and motivate high-performing and experienced
employees, Reduced absenteeism and presenteeism, Helps employees manage
their responsibilities outside of work,Increased job satisfaction, energy, creativity, and
ability to handle stress,lower office overhead costs. However, No matter which
program or how many options are available, the duties, expectations, and deadlines
should be clearly outlined by the supervisor and agreed upon by both the supervisor
lxvi
and the employee. Supportive organizational culture, clear communication, teamwork
and reciprocal support between management and employees will help ensure the
success of these arrangements.
 STRESS MANAGEMENT PROGRAMME
The pandemic causes the people to have psychological distress and anxiety.
Employees are having a hard time coping up during the pandemic and it is
one of the reasons why the psychological domain is not totally balanced.
According to the study of Naik and Sankaranarayanan (2019) entitled Stress
Management and Coping Strategies In Hospitality Industry it stated that the
programmes related to stress management are conducted by the organization
on a regular basis in order to create a positive work environment as well as to
deal with crises which may occur due to stressful situations. The stress
among employees occurs either because of working conditions or due to
personal life. The organization takes effective measures to create a positive
environment by providing better working conditions such as physical
infrastructure, proper allocation of work assignments, role clarity, group
activity and various welfare programmes for employees. The following
activities or programmes are conducted in general in the hospitality industry.

lxvii
Chapter 5
SUMMARY, CONCLUSIONS AND RECOMMENDATION
This chapter includes a summary of findings, the conclusions drawn from
these findings and the corresponding recommendations.
Summary
Work-life balance is the study of how people manage their time at work and
home, taking into account management relationships, family obligations, and other
outside interests and hobbies. (Voydanoff 2005) defined work-life balance as a global
assessment that works resources meet family demands and family resources meet
work demands such that participation is effective in both domains. The novel
coronavirus disease known as COVID-19 has caused severe consequences as a
result of its rapid spread worldwide. This pandemic continues to have significant
impacts on the hospitality industry and especially to the people’s work and daily life.
The objective of this study is to know if the employees of Hotels balanced
their work and home life despite the Covid-19 pandemic. The Dependent variable of
the study shall be the employee’s demographics profile such as Age, Sex, Assigned
Department, Position, Monthly Income, Length of Service and the Independent
variables of the study shall be the Work life Balance variables such as Temporal,
Physical and Psychological domains.
This study will make use of the Quantitative Descriptive Research, wherein
the researchers will collect quantifiable information for statistical population samples.
Data has been collected from employee’s point of view to gather insights about their
experience as well as problems when most of them are working in the midst of
pandemic COVID-19. This Study will make use of the purposive random sampling, in
which the researchers will rely on their judgment when choosing members of the
population to participate in the study. An Online Quantitative Questionnaire Survey

lxviii
Method will be used. The Quantitative Survey Approach was employed in this study.
In gathering the data a self-made questionnaire is used by the researchers, it is a 5
point Likert scale (Choices range from Strongly Agree to Strongly Disagree) type of
questionnaire. The instrument would be composed of 30 sets of questions. The data
will be collected through an online questionnaire via Google form.

lxix
Findings
The findings of the study were summarized according to the statement of the
problem stated in chapter 1:
1. As a whole, most respondents belong in the younger age group of 21-25
years old, mostly female, assigned in the Food and Beverage department as
Waiter/waitress/Service Associate/Service Crew/Server/Dining Staff, had a
10,000 and below monthly income and had 2-3 years of work experience in
the field.
2. As a whole, the respondents assessment in terms of Temporal domain is
found to be interpreted occasionally with an overall mean score of three point
forty six (3.46). This means that the respondents occasionally practice these
indicators and the respondents mostly agree with the questions. In terms of
Physical domain, the respondents assessment is found to be interpreted
occasionally with an overall mean score of three point sixty (3.60), this means
that the respondents occasionally practice these indicators in terms of
Physical despite the pandemic .The respondent’s assessment towards the
psychological found to be interpreted occasionally with an overall mean score
of three point sixty seven (3.67), it implies that despite the pandemic they the
respondents feel happy and content.
3. The results found that the respondent’s assessments in their work life balance
variables during COVID 19 pandemic is significantly differ when grouped
according to their age, as a results the younger respondents have high work
life balance variables than those older respondents, the respondents
designation; the higher position have low work life balance variables than
those low position, and as for the respondents average monthly income;
those who have high average monthly income tend to have low work life
balance variables than those who have low average monthly income.
lxx
However, the results also found that the respondent’s assessments in their
work life balance variables during COVID 19 pandemic is not significantly
differ when grouped according to their sex, department assigned, and length
of service, it implies that no matter of what the respondent’s sex, which
department they assigned and how long their service are their work life
balance variables assessment during COVID 19 pandemic are most likely the
same.
lxxi
Conclusions
Work-life balance is always a challenge for all employees. Work Life Balance
is very important for employees and has a significant impact on the productivity and
growth of both the organization and the employee. The ability of employees to deal
with the successful combining of work, family responsibilities, and personal life is
crucial for both employers and family members of employees. Work-life balance is an
important issue affecting wellbeing because family and work are the most important
aspects of everyone's life.
The result found that the null hypothesis is accepted towards the study for the
result showed that there is a significant difference in the respondents' level of
assessments in their work life balance when grouped according to their profile. The
results found out that the respondents' assessments differ in physical, temporal and
psychological domain. The age found to be significant to the variable, this means that
the age of the respondents affects their assessment towards their work life balance
variables, it implies that the results of the younger respondents have been interpreted
as occasionally as those older respondents. The respondent’s position was found to
be significant to the work life balance variables, this means that the position of the
respondents affects their assessment towards their work life balance variables. It
implies that the higher positions have been interpreted as rarely than those low
positions. However the data also shows that monthly income is found to be
significant to work life balance variables, this means that the monthly income of the
respondents affects their assessment towards their work life balance variables. This
implies that those who have high monthly income tend to be interpreted as rarely in
work life balance variables than those who have low monthly income.
lxxii
Recommendations
This study contributed to the Work Life Balance of employees of hotels during
covid 19 pandemic. Based on the findings and conclusions the following
recommendations are offered:
Hotel General managers. They may focus on productivity rather than hours
so that the employees can be more productive because they would only focus on
their productivity at work. Managers may be encouraged to gave attention to the
completion of tasks given to the employees rather than the number of hours they
work to increase productivity.
Human Resource Department of the Hotels. They can offer flexible working
hours to the employees. Employees whom given the exact amount of time to work
and not calling them during their rest days feel valued especially when they finish
work earlier, get time off when one of their family members gets ill, feel safe when
going home from work especially in this pandemic and had enough time at home to
do physical activities and time at work to finish the task given to them. This allows
them to feel safe in the knowledge that their employers would not terminate them
because they are not able to get their job done.
Hotel Employees. The findings of this study would provide valuable
information to hotel employees on the work life balance. This study also is a useful
tool for the work life balance of employees amidst any pandemic that they may get
useful information from this study and apply it.
Students. The findings of this study would provide as a guide to the student
that they may use this study as a reference in the future.

lxxiii
Future Researchers. The researchers recommend having an in-depth study
should be conducted on the work life balance of hotel employees during covid 19 and
what are the coping strategies the hotel employees had been doing in the pandemic.
lxxiv
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lxxvii
APPENDIX A
LETTER TO THE RESPONDENTS
Title: WORK LIFE BALANCE OF EMPLOYEES IN HOTEL DURING COVID 19
This letter is to assist you to decide whether you wish to participate in the present
study. This is to inform you but you are free to decide not to participate or to
withdraw at any time without affecting your relationship with this department, the
researchers, the instruction or the University.
The objective of the study is to determine the work life balance of employees in hotel
during covid-19 in chosen hotel in Iligan City . This is also leads to determining
whether hotel establishment do-follow or implement safety measures imposed by
IATF in the defense control of the Covid-19
Data would be collected through an online questionnaire via Google form. It is a 5
point liken scale (Choices range from Strongly Agree to Strongly Disagree) type of
questionnaire and takes an estimated 15 minutes to finish he survey.
If there are any questions or concern please do contact either one of the researchers
Also, we would be pleased to share with you the findings of the study after it is
completed.
There are no risks and/or discomfort associated with the study. Rest assured that
your information would full respect and almost confidentially (as per Republic Act
10173 or the Data Privacy Act of 2012) and would be used for academic purposes
only.
Your participation would greatly help us to determine the feasibility of our study
We appreciate the time you invested in this important endeavor. Thank you.
Respectfully yours,
AILYN L. JAMON
Researcher
JUVILYN Z. LIGTAS
Researcher
NICA VILLAR
Researcher
Ms. Manilyn Garcia

Adviser
lxxviii
APPENDIX B
WORK LIFE BALANCE OF EMPLOYEES IN HOTEL DURING COVID 19

QUESTIONNAIRE
Name: (optional)___________________
Age: ____________
Sex: ____________
Assigned Department: ______________________
Position: _________________
Monthly Income: _____________
Length of Service: _____________
DIRECTION: The following questions are concerned with how you currently manage
the boundaries between work and non-work life during the Covid 19 pandemic.
Please rate your level of agreement on the following statements that match your own
behavior. Put a check mark (√) on the box column that best corresponds to your
answer. Use the Likert scale below.
TEMPORAL (Since the pandemic)
During pandemic… Strongly Disagree Neutral Agree Strongly

Disagree Agree
1. I always leave my
workplace on time.
2. I don’t entertain work

related communication
during my rest day.
3. I can spend more time with

my family and friends.
4. I spend less time at work

due to the skeletal work
arrangement.
5. The amount of time my job

takes up doesn’t makes it
difficult to fulfill my family
responsibilities.
lxxix
6. I can't easily take any time

off/leave when one of my
family members is suffering
from illness.
7. I had enough time to think,

plan and schedule my day-
to-day activities.
8. I don't had enough time and

energy to do my hobby or
things I love.
9. I had sufficient time to

relax myself despite the
risk of the covid 19 virus.
10. I always work after hours

or on weekends.
PHYSICAL

Disagree Agree
1. I always finish my work

despite the risk of covid
infections.
2. I've always had unfinished

chores at home.
3. I’m always with my family

despite my work
arrangement.
4. I cannot access flexible

work schedules in my
organization.
5. I had more time at home to

do physical activities e.g
gardening, carpentry, etc.
6. I stop in the middle of my

work to address a
family/personal concern.
lxxx
7. I only take care of personal

needs at work when I am
“on break” or during my
lunch hour.
8. I took care of work related

business even at home.
9. I don’t usually change plans

with my family to meet work
related responsibilities.
10. I often try to arrange,

schedule, or perform family
related activities when I’m
at work.
PSYCHOLOGICAL

Disagree Agree
1. I feel happy and

comfortable with my work
and family life despite this
pandemic.
2. I feel anxious whenever I

go home from work
because I might be a
carrier of the virus.
3. I don’t feel down while

working even in this time of
pandemic.
4. I am emotionally drained
when I get home from work.
5. I am motivated to do my
work despite this pandemic.
6. I am constantly
unmotivated to complete
my tasks.
7. I don’t bring my work

problems at home.
8. I often think about nonwork

issues while I am at work.
lxxxi
9. I am satisfied with my work

performance.
10. I typically feel tense or

stressed out during my
workday.
CURRICULUM VITAE
lxxxii
PERSONAL INFORMATION
Name : Ailyn L. Jamon
Email : Jamonailyn@gmail.com
Gender : Female
Date of Birth : September 12, 1999
Place of Birth : Sta.Filomena Iligan City
Address : Sta.Filomena Iligan City
PARENTS : Aldrin M. Jamon
: Marilou L. Jamon
EDUCATIONAL BACKGROUND
ELEMENTARY : North East I-A Central School
: Iligan City
SECONDARY : Iligan City East National High School

(Junior HS)
: Iligan Medical Center College- Basic

Education Department (Senior High)
TERTIARY : Mindanao State University at Naawan
: Naawan, Misamis Oriental
CURRICULUM VITAE
lxxxiii
Name : JUVILYN Z. LIGTAS
Email : juvilynligtas@gmail.com
Gender : Female
Date of Birth : November 10,1999
Place of Birth : Naawan, Misamis Oriental
Address : Don Pedro, Naawan, Misamis
Oriental
PARENTS : Joewy Patlunag Ligtas
: Helen Zate Ligtas
ELEMENTARY : Naawan Central School
SECONDARY : Mindanao State University at

Naawan
: Integrated Developmental School
TERTIARY : Mindanao State University at

Naawan

lxxxiv
CURRICULUM VITAE
Name : Nica Villar
Email :
Villarnica04@gmail.com
Gender : Female
Date of Birth : October 4,1999
Place of Birth : Initao, Misamis Oriental
Address : Regency, Iponan Cagayan de Oro City
PARENTS : Arceneth V. Acera
: Leo Kristopher Acera
ELEMENTARY : Iponan Elementary School
: Iponan Cagayan de Oro City
SECONDARY : Iponan National High School (Junior High)
: Iponan Cagayan de Oro City
: Liceo De Cagayan University (Senior High)
: Rodolfo N. Pelaez Blvd, Cagayan de Oro
TERTIARY ` : Mindanao State University at Naawan

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“WORK LIFE BALANCE OF EMPLOYEES IN SELECTED HOTELS IN CAGAYAN

An Undergraduate Thesis Presented to the Faculty of the

In Partial Fulfillment of the Requirements for the Degree

The Undergraduate Thesis, attached hereto, entitled “WORK LIFE

LORELUZ L. ESTOLLOSO, MSHRM VALERIE ANNE ROSE Q. PONTILLO, MBA-HRM

MANILYN M. GARCIA, MBA-HRM

The Department of Hospitality Management endorses the acceptance of this

STEPHEN JHON V. MAGONCIA, MSHM

This Undergraduate Thesis is hereby officially accepted in partial fulfillment of

DR. RODOLFO B. TRINIDAD, CPA

As the pandemic COVID-19 virus continues to affect business operations of

accomplish this study.

The researchers greatly express their sincere appreciation and gratitude to

that made this research work successful.

success of the research;

for their time, suggestions and comments to enrich this paper.

would not have been possible without them.

knowledge, learning and gave them moral support.

1 THE PROBLEM AND ITS SETTING

2 REVIEW OF RELATED LITERATURE AND STUDIES

4 PRESENTATION, ANALYSIS AND INTERPRETATION OF 28

5 SUMMARY, CONCLUSION AND RECOMMENDATION 58

2.3 Respondents' assessments in terms of Psychological 39

1 Research Paradigm of the Study 5

THE PROBLEM AND ITS SETTING

The Coronavirus disease (COVID 19) pandemic has greatly impacted

The importance of this study is to analyze the work-life balance of hotel

compensation compares to the regular workforce. To give recommendations to hotel

cope up during the pandemic.

Work-life Balance has become a concern to those wishing to have good

responsibilities. During a pandemic, health protocols would be strictly followed by

has been divided into physical, temporal, or psychological borders.

employees in terms of Temporal domain, Physical domain, and Psychological

domain. In addition, the authors would like to recommend a coping mechanism

during the pandemic.

theory by Zerubavel (1996). Boundary theory (Zerubavel, 1991, 1996) is a general

cognitive theory of social categorization that focused on outcomes such as the

sociological work of Nippert-Eng (1996) and is based on a general cognitive theory of

Boundary theory, as applied to the work–family literature, is concerned with the

cognitive, physical, and/or behavioral boundaries that exist between an individual's

In contrast to boundary theory, work-family border theory is focused solely on

Work-family balance, defined as satisfaction and superior performance at work and

Hilton, & Larwood, 2005).Border theory, according to Clark (2000), is a theory

regarding work–family balance that suggests that work–family balance can be

can be physical, temporal, or psychological.

Physical borders define where role-domain behavior occurs. Temporal

employee well-being. According to boundary theory studies (e.g., Hyland and

Prottas, 2017), permeability is asymmetrical—work demands tend to spill over into

non-work domains. Individuals with strong segmentation preferences struggle to

cross boundaries, whereas those with strong integration preferences struggle to

create and maintain boundaries.

Based on the theories being studied figure 1 describes the conceptual

during COVID 19 pandemic.

The conceptual framework of this study focused on the dependent variables

department, position, monthly income, length of service and the independent

domain, Physical domainand Psychological domain. As a result of this study the

researchers came up with the Coping Mechanism Program.

Figure1. The Paradigm of the Study

STATEMENT OF THE PROBLEM

This study aimed to understand the assessment of respondent’s work-life

balance of employees in hotels during Covid 19 pandemic.