Manuscript - Eugenio S. Pascua

St.
Paul University Philippines

Tuguegarao City, Cagayan 3500
NATIONAL AND INTERNATIONAL IMMERSION

____________________
In Partial Fulfillment
of the Requirements for the Degree
DOCTORIN HOSPITALITY MANAGAMENT
____________________
By
EUGENIO S. PASCUA
JULY 2024
SPUP Graduate School

St. Paul University Philippines
APPROVAL SHEET
This Narrative Report on International and National

Immersion at Saint Paul University Philippines- Graduate
School, prepared and submitted by Eugenio S. Pascua is
hereby recommended for the corresponding oral
presentation.
Mary Dyan Serquiña

Adviser
Approved by the Oral Presentation Committee in

partial fulfillment of the requirements for DHM 307-
National and International Immersion.
__________________ __________________
Member Member
_________________
Member
_________________________
Chairperson
Date of Oral Presentation:
INICIA C. BANSING PhD AGRIPINA B. MARIBBAY, PhD

Dean, Graduate School Vice President, Academic Affairs

ACKNOWLEDMENT
“A man ought to read just as his inclination leads to him;
For what he reads as a task will do him little good”.
Samuel Johnson
To complete a masterpiece needs a lot of perspiration
and equal inspiration; hence the researchers wish to
acknowledge all those persons who supported and guided
them in the realization of this narrative presentation, to
mention:
Ms. Mary Dyan Sequeña for sharing her time, effort,
expertise and unending patience to edit and correct this
work, her guidance and encouragement to finish this
presentation;
Dr. Inicia Bansig, our Dean at Graduate School and
Dr. Agripina B. Maribbay, Vice President for Academic
Affairs for allowing out team to conduct case studies at
The Manor Hotel at Camp John Hay. Baguio City,
Philippines;
Ma’am Celina and Ma’am Wilma for their assistance and
endless support during the duration of our internship at
The Manor;
The Manor Hotel and the Management for their kindness
and understanding for allowing the researchers to conduct
a research in their beloved institution
The teachers of graduate school for their generosity and
consideration for giving their researcher necessary
information method in the study;
Our family for their love, support and assistance
throughout the conduct of the study;
Friends and unnamed people who in one way or another,
helped and inspired researchers
Above all, God Almighty, the researcher gives back

the glory, honor and praise to him.

INTRODUCTION
Hospitality and tourism are one of the fast-growing
industries around the world. New concepts of
establishments with wide-ranging expiration has been
undergone and introduce in the world market.
As new innovations and advances in the technologies
at this present, establishments and institutions too has
been upgrading ad continue improving the facilities,
amenities and most especially the services being offered
to its target market.
International or National Immersion is one of the
subject requirements that in Doctor in Hospitality
Management students need to undertake.
To comply with the requirements, the group plan and
decided it to be done in The Manor Hotel at Baguio City.
Comprehensive Interview with the heads of the hotels has
been done. The operation of the establishments has been
observed and monitored to gather relevant information.
Conducting case analysis in these hotel needs enough
time to better understand how it operates all throughout
the day. Standard operating procedures of the
establishment were examined if its is strictly followed
and applied. Differences of each hotel departments,
facilities, amenities, vision, mission, policies and
regulations together with the products and services it
offers were also given great attention.
These case studies were conducted to know how these
hotels were able to position its operation in the market,
how it maintains its progress, and how it surpasses all
the difficulties and challenges encountered. Furthermore,

this case studies were done to examine why these hotels a

great choice for every traveler.
I. PROFILE OF THE MANOR HOTEL
Camp John Hay’s History had undergone a colorful,

storied-and sometimes traumatic path-for 80 years. It
served as a rest and recreation base for the American
soldiers and a concentration camp for the Japanese
nationals. During World War II, it was reduced to ruins.
Decades and many presidents later, the sprawling property
has come to be known as a scenic mountain resort and home
to the world-class, The Manor Hotel in Baguio City.
Built in 2000, the hotel structure has drawn
unparalleled attention with its impressive structure
taking concept from forest log cabins set amid a backdrop
of towering pine trees. Its interiors evoke a Filipino-
colonial feel with paneled walls, wooden furniture, and
outdoor patios. But this four-story structure is not just
swank and swagger. Behind the imposing Manor Hotel and its
cozy interiors are green warriors who make conscious
efforts to make the hotel a model of green structures in
the city.
LOCATION:
The Manor at Camp John Hay is a luxury hotel located
within the pine-covered hills of Camp John Hay in Baguio

City, Philippines. Nestled at an elevation of about 5,000
feet, it offers a cool, year-round climate and stunning
views of the Cordillera mountain range. The hotel is
surrounded by lush pine forests, well-manicured gardens,
and open spaces, ideal for relaxation and nature walks.
Nearby, guests can enjoy recreational activities like golf
and horseback riding, and explore historical sites such as
the Bell House. The Manor is also close to shopping and
dining options within the Camp John Hay area. Accessible
by car,15 to 20 minutes from city proper or it provides a
serene retreat from the urban bustle.
FORM OF OWNERSHIP
The Manor at Camp John Hay is a luxury hotel in
Baguio City, Philippines, owned by John Hay Management
Corporation (JHMC), a government-owned entity under the
Bases Conversion and Development Authority (BCDA). It is
managed by a private corporation through a public-private
partnership (PPP) model. This structure allows the
government to retain ownership while benefiting from
professional private management, ensuring efficiency and
generating revenue through lease agreements and profit-
sharing. The hotel contributes to local employment and

economic activity, aligning with BCDA's goals of
transforming former military bases into productive
civilian use.
Vision
"To Make It Better"
Mission
To achieve our vision of “Making it better”, we will:
1. Serve our guest/clients with personalized attention
that consistently improves in quality and become a
more memorable experience;
2. Provide the staff with a learning environment that
is conducive to professional development and
supportive of their personal aspirations;
3. Maintain a favorable return on owner’s equity and
mutually supportive relationship with our business
partners; and,
4. Contribute to building a healthy environment and
the strengthening of the community where we
operate.
Company Values
Service beyond customer expectations
Extraordinary attention to details
Resourcefulness that strengthens teamwork

Volunteer service to community-building
Integrity in our words and action
Consistency with quality standards
Expertise that enriches professionalism
II: Organization and Management
Organizational Structure
Number of Employees
The hotel operates with a dedicated workforce of 128
regular direct employees who form the backbone of its
daily operations across various departments. These
departments include security, health and safety, sales and
marketing, reservations, front office, guest service,
housekeeping, engineering, conventions, finance,
management information system, purchasing, human

resources, and revenue. To ensure seamless and efficient
operations, the hotel supplements its staff with
additional personnel provided by third party agencies.
These outsourced employees support the hotel in meeting
its comprehensive operational demands, ensuring that each
department functions smoothly and effectively. This
collaborative approach between direct employees and third-
party agency staff allows the hotel to maintain high
standards of service and operational excellence across all
facets of its business.
III: MAIN FEATURES
FACILITY AND OUTLETS
Dining. The Manor at Camp John Hay offers exquisite dining
experiences, with a variety of culinary delights to suit
every palate at le Chef. From gourmet dishes prepared by
skilled chefs headed by Chef Billy King to casual dining
options, guest can indulge in delicious meals a midst
elegant surroundings.
Sundry Shop. The Sundry Shop at The Manor provides
convenience at your fingertips. Stocked with essential
items and souvenirs, guests can easily find everything

they need for their stay, from snacks and beverages and
gifts.
Spa. The Spa at The Manor offers a sanctuary of relaxation
and rejuvenation. Guests can pamper themselves with a
range of treatments, from massages to facials, designed to
melt away stress and revitalize the body and mind.
Wellness studio. For health-conscious guests, The Manor
features a state-of-the-art Fitness gym equipped with
modern facilities. Whether guests prefer cardio workouts,
strength training, or yoga sessions, they can stay active
and energized during their stay.
Cultural Trade Center. The CAP-John Hay Trade and Cultural
Center, nestled within the lush greenery of Camp John Hay
and surrounded by stately pine trees, provides a serene
environment perfect for stress-free events and
conventions. This versatile and expansive venue can
accommodate meetings, conventions, seminars, theatre
shows, and social gatherings for up to 2,300 attendees. It
features a 405-square-meter stage, a 12 x 16 ft movie
screen with an electrically-operated curtain, and a
remote-controlled video projector. Soundproof partitioning
walls inside the convention hall ensure optimal sound

performance and flexibility for client specifications.
Additionally, the Apayao Hall extension offers 1,500
square meters of covered space for al-fresco banquets,
exhibits, and trade fairs.
Bonfire. The bonfire experience at The Manor is perfect
for cozy evenings spent under the stars. Guests can gather
around the crackling fire, roast marshmallows, and enjoy
quality time with loved ones while soaking in the warmth
and ambiance of the firelight.
Design
The Manor at Camp John Hay is distinguished by its
remarkable architecture, cozy interiors, and its unique
natural environment, which collectively set it apart from
other hotels in Baguio City. This four-storey structure is
meticulously designed to harmonize with the surrounding
towering pine trees, providing guests with a serene and
immersive experience in nature. Its location offers
spectacular views of the Cordillera mountain range,
allowing guests to enjoy the majestic landscape from the
comfort of their rooms. The architectural design includes
features that enhance the connection to the natural
environment, such as windows that can be opened to let in

the cool, fresh mountain air—a rare and refreshing
amenity. The exterior of The Manor is finished with
distinctive Baguio stone, complemented by shingled roofing
and tinted glass windows. These elements not only enhance
the aesthetic appeal of the building but also contribute
to its warm, cozy, and relaxed ambiance.
Inside, the interiors are designed to provide a luxurious
yet comfortable atmosphere, making it an ideal retreat for
visitors seeking both elegance and tranquility. The
combination of thoughtful design, natural beauty, and
high-end amenities makes The Manor a standout destination
in Baguio City, offering an unparalleled experience that
blends luxury with the serene beauty of its surroundings.
Layout
The ground floor of the Manor Hotel is divided into
three wings: West, North, and South. The West Wing
features rooms numbered from 101 to 125, categorized into
different types such as 1-BR, SUP, and DLX. Key amenities
in this wing include the reception area, lounge, cigar
bar, main dining area, and a veranda that provides access
to the garden. Moving to the North Wing, it mainly

comprises Superior (SUP) rooms, with room numbers ranging
from 301 to 330. The South Wing is notable for its spa
area (SPA1) and includes rooms numbered from 101 to 125,
similar to the West Wing.
The second floor follows a similar layout with the
West, North, and South Wings. The West Wing houses rooms
201 to 231, while the North Wing contains rooms 201 to
233. The South Wing, consistent with the ground floor,
includes rooms 201 to 220. Each wing is designed to
facilitate easy access to essential services and
amenities.
On the third floor, the layout continues with the
West Wing featuring rooms 301 to 333. The North Wing
contains rooms 301 to 352, including a mix of 1-BR and SUP
rooms. The South Wing has rooms 301 to 320, with a similar
mix of room types. This floor maintains the hotel's
consistency in room distribution and accessibility to
amenities.
The fourth floor mirrors the structure of the
previous floors, with the West Wing containing rooms 401
to 432. The North Wing includes rooms 401 to 448,
featuring 1-BR, SUP, and 2-BR room types. The South Wing,
with rooms 401 to 421, also includes a mix of room types

similar to the lower floors. The layout across all floors
ensures a balanced distribution of room categories and
easy access to the hotel's facilities.
IV: Housekeeping Department
Products and Services
Pet’s O Pets. Place O' Pets at The Manor at Camp John Hay
offers a comfortable and welcoming home away from home for
your furry friends. The facility charges PHP 800.00 per
night for hotel guests, with walk-ins also welcome at a
rate of PHP 250.00 for the first two hours and PHP 100.00
for each succeeding hour. Check-in time is at 3:00 PM, and
check-out is at 11:00 AM. The facility includes essential
amenities such as a pet enclosure for feeding, care, and
general well-being of your pets. Guests are responsible
for their pets' food and must provide vaccination and
updated health records. Additionally, cleaning requests,
as well as pick-up and drop-off services, can be
coordinated through the Front Desk. Pet visits require
prior arrangement to ensure a seamless and pleasant
experience for all guests and their pets.

Guest Services. The Guest Services of the Housekeeping
Department at The Manor at Camp John Hay are meticulously
crafted to ensure a comfortable and enjoyable experience
for all guests. The team is dedicated to providing
exceptional service through a variety of comprehensive
offerings:
1. Room Cleaning and Maintenance
a. Daily Room Cleaning to ensuring that all guest
rooms are cleaned daily, including making beds,
emptying trash, and tidying up.
b. Linen and Towel Replacement are provided daily
to maintain hygiene and comfort.
c. Turn-Down Service for a restful night by turning
down the bed, dimming lights, and providing a
relaxing atmosphere.
d. Dusting, Vacuuming, and General Upkeep to keep
rooms spotless and in excellent condition.
2. Laundry Services
a. Professional laundering of guests' clothes,
ensuring they are returned clean and neatly
pressed.
b. Specialized cleaning for delicate and high-
quality garments that require dry cleaning.

c. Quick and efficient laundry services for guests
needing their clothes cleaned and returned
promptly.
d. Alteration and mending services are offered upon
guest request to ensure that garments fit
properly and are in good condition.
3. Guest Requests and Amenities
a. Providing Extra additional bedding and towels
are available upon request to enhance guest
comfort.
b. Supplying Comprehensive range of toiletries
including shampoo, conditioner, soap, and more,
replenished as needed.
c. Delivering Requested items such as irons,
ironing boards, hairdryers, and more are
promptly delivered to guests' rooms upon
request.
Special Arrangements
1. Setting Up Baby Cots or Extra Beds to accommodate
families and additional guests.

2. Arranging Special Amenities for Celebrations
arrangements like birthdays and anniversaries,
including cakes, decorations, and other personalized
touches.
3. Coordinating with Other Departments for Guest Needs
ensuring seamless service by liaising with dining,
concierge, and other departments to fulfill guest
requests.
5. Public Area Cleaning
Maintaining Cleanliness in cleaning of lobbies,
corridors, and public restrooms to ensure a pleasant
environment for all guests.
6. Lost and Found
a. Handling and Tracking Lost and Found system for
managing lost and found items, ensuring that guests
can reclaim their belongings.
7. Specialized Cleaning
a. Comprehensive deep cleaning services to maintain
high standards of cleanliness for long-term guests or upon
specific request.
b. Carpet Cleaning and Upholstery Care-
Professional care for carpets and upholstery to keep them
looking fresh and well-maintained.

8. Mini – Bar
Well-stocked and thoughtfully arranged to cater to
guests' needs. It features a coffee and tea station
equipped with a coffee maker, kettle, and a variety of
coffee and tea sachets, along with cups and saucers. The
mini refrigerator is filled with an assortment of
beverages, including soft drinks, bottled water, juice,
and energy drinks.
It is a selection of snacks and confectionery items,
such as a Snickers bar and an assortment of colorful
candies. A separate tray contains a variety of nuts, dried
fruits, instant noodles, and other snacks like Doritos,
along with a minibar list detailing the items and their
prices. This comprehensive setup ensures that guests have
a wide range of refreshments and snacks available for
their convenience.
V: Front Office Department
Products and Services
1. Guest Rooms
a. The Manor Hotel offers four types of guest rooms:
Deluxe, Superior, 1 Bedroom Suite, and 2 Bedroom

Suite. Guests can choose between forest view or
garden view rooms.
2. Bell Services
a. Efficient and courteous bell services are provided
to assist guests with their luggage and other
needs upon arrival and departures.
3. Spa Services
a. The hotel provides a range of spa services
designed to relax and rejuvenate guests, including
massages, facials, and body treatments.
4. Valet Services
a. Convenient valet services are available to guests,
ensuring their vehicles are parked and retrieved
efficiently.
5. Sundry Shop
a. The souvenir shop offers a variety of customized
items exclusive to The Manor Hotel, making it easy
for guests to take home a piece of their stay.
6. Check-in and Out Services

a. Streamlined check-in and check-out services are
designed to provide a seamless and hassle-free
experience for guests.
7. Shuttle Services
a. The hotel offers in-house shuttle services and,
during peak periods, partners with third-party
providers to ensure guests have reliable
transportation options.
8. Cigar Bar Lounge
a. The lounge features a selection of wines,
alcoholic beverages, and cocktails in a cozy and
sophisticated setting.
VI: Marketing and Promotion
Marketing Tool & Promotional Strategies
The implementation of these marketing tools and
promotion strategies falls under the purview of the
Marketing and Promotions Department.
This department is responsible for enhancing the
hotel's visibility and attracting guests through various
initiatives. Search Engine Optimization (SEO)strategies are

employed to improve the hotel's ranking in search engine
results, targeting keywords related to the hotel, its
location, and popular attractions in Baguio City. Social
Media Marketing is actively maintained on platforms like
Facebook, Instagram, and Twitter, where engaging photos,
videos, and stories showcasing the hotel's amenities,
events, and promotions are shared. The department also
focuses on creating informative and engaging content related
to travel, lifestyle, and tourism in Baguio City, including
blog posts, articles, and guides that highlight the unique
experiences offered by The Manor at Camp John Hay.
Encouraging satisfied guests to leave positive reviews on
sites like TripAdvisor and Google Reviews is another key
strategy. The team regularly monitors feedback and responds
promptly to address any concerns. Partnerships with Online
Travel Agencies (OTAs) such as Expedia and Agoda help expand
the hotel's online presence, offering competitive rates and
exclusive deals to attract bookings. Additionally,
sponsoring local events, festivals, and cultural activities
in Baguio City increases brand visibility and community
engagement. Collaborations with local businesses and
organizations for cross-promotion further enhance the
hotel's reach. The Housekeeping Department relies on these

promotions to adjust their operations accordingly. They
ensure that the hotel’s offerings and guest experiences
align with the promotions created by the Marketing and
Promotions Department, adapting their services to meet the
increased demand and maintaining high standards to support
the overall marketing efforts. This cohesive approach
ensures that all departments work together to enhance guest
satisfaction and promote the hotel's reputation.
VII: Best Practices and Features
The Manor's Housekeeping Department exemplifies best
practices through meticulous organization and
sustainability efforts. The stock linens are always well-
organized, and the department features a dedicated station
for sorting soiled and clean linens. A designated
personnel or seamstress handles repairs, ensuring that
tasks such as buttoning and mending are efficiently
managed without burdening the room attendants.
Sustainability is a key focus, with practices like
repurposing torn flat sheets into fitted sheets,
converting damaged bath towels into hand towels and face
towels, and utilizing these as rags when necessary. The
team also demonstrates creativity by fabricating their own

items, such as tablecloths, ironing board covers, and face
towels.
Operational efficiency is maintained by assigning a
single person to manage the in-and-out flow of supplies
and handle ordering, preventing task duplication. The
strict monitoring of stock levels helps avoid losses and
stockouts, ensuring the maintenance of PAR (Periodic
Automatic Replenishment) levels. An efficient ordering
system supports this process. The housekeeping staff is
well-informed about the arrival of VIPs and VVIPs,
allowing them to prepare personalized complimentary items
for guests. Familiarity with guest preferences further
enhances efficiency, enabling timely and tailored service.
Additionally, the department is thorough in its
handling of soiled linens, with separate boxes for
different types, and monitoring room attendants who drop
off linens in the sorting section. They use a detailed
form system, including the attendant’s code, number of
linens, room number, and linen types, to ensure accuracy.
A set timeframe for linen drop-offs ensures that the
partner laundry service can collect all soiled linens
promptly. This comprehensive approach to organization,

sustainability, and efficiency highlights The Manor's
commitment to excellence in housekeeping.
The Front Office Department of The Manor Hotel excels
in maintaining competitiveness and enhancing guest
satisfaction through an array of best practices. Regular
benchmarking allows the department to stay updated with
the latest industry trends and adopt innovative
approaches, ensuring they remain competitive. Personalized
room amenities tailored to special occasions create unique
and memorable guest experiences, significantly boosting
guest satisfaction and loyalty.
Streamlined online pre-registration for guests,
allowing them to provide their information and IDs in
advance, reduces paperwork and enhances check-in
efficiency. This process ensures a smoother and faster
check-in experience. Efficient peak-time checkout
procedures, with checkout counters set up on each floor,
minimize wait times and enhance guest satisfaction.
Thorough guest departure reminders through calls, emails,
and printed notices keep guests informed about checkout
times and available assistance, improving their overall
experience.

Daily briefings keep staff members well-informed
about the hotel's status, including check-ins, checkouts,
guest profiles, and occupancy rates. This practice ensures
better coordination and service delivery. The deployment
of roving guards at night enhances guest safety and
security, contributing to a sense of reassurance and
comfort. A significant portion of direct bookings through
their online reservation system boosts profitability by
reducing reliance on third-party booking platforms and
fostering stronger guest relationships.
The utilization of tablets by concierge and valet
staff enhances communication and documentation processes,
ensuring smooth coordination between departments. The NAVI
system for inventory management and requests streamlines
operational processes, improving efficiency and ensuring
timely fulfillment of guest needs. The OPERA system in the
Front Office Department facilitates efficient management
of reservations, guest information, and room assignments,
contributing to smooth check-in and check-out experiences
for guests.
The hotel offers a variety of facilities, including a
sundry shop selling customized items, spa services,
complimentary beverages at the Fire Lounge, and shuttle

services, which enhance the overall guest experience.
Valet services at reasonable prices and complimentary
services for PWDs and senior citizens contribute to
positive guest experiences and customer satisfaction. The
availability of rooms equipped for persons with
disabilities (PWD) demonstrates the hotel's commitment to
inclusivity and accessibility.
Balanced staff allocation ensures that essential
tasks are adequately covered during normal operations,
reducing the risk of being understaffed during peak
periods. Strong communication skills among team members
facilitate seamless coordination and cooperation, ensuring
tasks are efficiently delegated and executed. Proper
endorsement procedures through the endorsement logbook
guarantee that critical information and tasks are
effectively communicated and transferred between shifts,
minimizing the likelihood of errors or oversights. Cross-
training sessions during lean seasons maximize staff
potential and versatility, allowing employees to acquire
additional skills and knowledge, making them more
adaptable to different roles within the Front Office
Department. The commitment to providing 80 hours of
training per year for each employee, regardless of their

employment status, underscores a dedication to employee
development and enrichment.
Effective communication across the department and a
structured hierarchy for information dissemination promote
coordination and accuracy. Encouraging feedback and
investing in advanced communication tools can further
improve the work environment, making it more inclusive and
efficient. The NAVI system and proactive business planning
and forecasting for supplies ensure smooth material flow,
reducing the chances of stockouts or overstocking. A well-
organized supply request system with scheduled transfer
orders and advance purchase requests ensures a predictable
flow of materials.
The department demonstrated adaptability during the
pandemic by using UV light to sanitize guests' luggage,
enhancing guest confidence in the hotel's hygiene
standards. Compliance with guidelines set by the Local
Government Unit (LGU) and the Department of Health ensures
adherence to national and local health regulations.
Creating specific Standard Operating Procedures (SOPs) for
sanitation and providing regular training sessions can
maintain high hygiene standards, ensuring consistency and
thoroughness in cleaning practices across the department.

These best practices reflect the Front Office
Department's commitment to operational excellence, guest
satisfaction, staff development, and stringent hygiene
standards, setting a high benchmark for service quality in
the hospitality industry.
VIII: SWOT ANALYSIS
HOUSEKEEPING DEPARTMENT
Strengths Weaknesses Opportunities Threats
1. The 1. The 1. investing 1. Economic
establishment presence of in training downturns
of and LMC multiple programs can and
provides supervisors enhance staff revenue,
employees within the skills, leading to
with a voice same leading to budget
and supports department improved constraint
employee could lead service and
welfare to confusion delivery and affecting
programs. and operational service
This redundancy. efficiency. quality.
structure has Clear role Training can 2. changes
received definitions also increase in labor
multiple and employee laws and

awards for communicatio satisfaction industry
its n are and reduce regulation
uniqueness, necessary to turnover. can
promoting prevent 2. increase
employee inefficienci implementing operational
satisfaction es. job rotation costs and
and 2. The and multi- require
retention. structure skilling adjustments
2. The heavily programs can in staffing
presence of a relies on provide and
quality key employees procedures.
assurance individuals with diverse
officer under such as the experiences
the General and skills,
housekeeping Manager and improving job
department the Quality satisfaction
ensures that Assurance and workforce
rooms, Officer. flexibility.
especially Their
VIP rooms, absence
are could
consistently disrupt
checked and operations

maintained to and affect
high service
standards, quality.
contributing
to guest
satisfaction
Operations Systems and Procedures
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briefing e on ting uate
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Facilities and Equipment
1. The 1. Outsour 1. Investin 1. Breakd
hotel is cing g in own in
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with a service friendly ial
variety s may technolo cleani
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alterati range programs satisf
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ensure
cost
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Manpower and Scheduling
1. Utilizin 1. Develop 1. Soliciti 1. Econom
g third- ing and ng ic
party impleme feedback downtu
manpower nting from rns or
provider compreh guests fluctu
s ensure ensive can ations
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maintain incur improvin can

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standard expense standard ng
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2. Establis 2. Employe and
hing es may revenu
clear resist e
standard changes 2. Change
operatio to s in
n existin labor
procedur g work laws
es methods may
(SOPS) or impact
ensures schedul manpow
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ncy and practic schedu
quality es. ling
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service ces.
delivery
Work Atmosphere
1. Regular 1. The 1. Enhancin 1. Poor
meetings houseke g the ventil

and eping ventilat ation
feedback office ion in and
sessions lacks the uncomf
promote proper housekee ortabl
a ventila ping e
collabor tion, office worksp
ative affecti can aces
and ng signific may
supporti employe antly indire
ve work e improve ctly
environm comfort the work impact
ent. and environm guest
2. Programs health. ent. satisf
to 2. The 2. Redesign action
recogniz current ing the if
e and office office housek
reward color color eeping
outstand scheme scheme staff
ing may not to are
performa be include unable
nce conduci calming to
enhance ve to colors perfor
motivati creatin can m

on and g a create a their
job relaxin more duties
satisfac g and relaxing effect
tion. product atmosphe ively.
ive re.
environ
ment
Use of Materials and Resources
1. The use 1. Regular 1. Investin 1. Budget
of mainten g in contra
inventor ance of eco- ints
y cleanin friendly during
control g technolo econom
sheets equipme gies can ic
and nt can enhance downtu
other be the rns
forms overloo property might
ensure ked, ’s limit
optimal leading reputati resour
stock to on. ces
levels increas 2. Utilizin for
are ing g data mainta
maintain operati analytic ining

ed. onal s to high
2. Recyclin costs. monitor standa
g 2. Employe and rds.
programs e predict
and the adheren resource
use of ce to usage
eco- sustain can
friendly ability optimize
products practic inventor
reflect es may y
a strong not manageme
commitme always nt.
nt to be
sustaina consist
bility. ent.
3. The use
of
sorely
software
for
inventor
tracking

enhances
efficien
cy.
Sanitation Procedures
1. Use of 1. Relianc 1. Implemen 1. Ongoin
EPA- e on ting g or
approved third- newer future
disinfec party technolo pandem
tant and service gies ics
frequent s for like UV could
changing laundry light increa
cloths and disinfec se the
and mops deep tion can need
prevent cleanin enhance for
cross g might cleaning strict
contamin lead to efficien est
ations. inconsi cy. sanita
2. Housekee stent 2. Marketin tion
ping quality g measur
staff control enhanced es
are cleaning 2. Shorta
provided protocol ges or
with as part delays

appropri of a in
ate PPE broader acquir
to health ing
ensure strategy cleani
safety. can ng
3. Proper attract suppli
disposal more es can
of waste guests. hamper
and operat
regular ions.
sanitati
on of
trash
bins
prevent
the
spread
of
germs.

Front Office Department
Strengths Weaknesses Opportunities Threats
1. Well- 1. May 1. Implemen 1. Staff
defined limit ting a accusto
organiz flexibi more med to
ational lity flexible the
structu and structur existin
re innovat e can g
ensures ion, as enhance hierarc
efficie lower- adaptabi hy
nt level lity, might
operati employe encourag resist
ons and e might e changes
effecti feel employee ,
ve less input, potenti
communi empower and ally
cation ed to foster delayin

among contrib innovati g the
staff, ute on, adoptio
which ideas, which n of
is which aligns more
critica can with flexibl
l for hinder best e and
maintai the practice respons
ning adoptio s for ive
high n of dynamic organiz
standar innovat and ational
ds of ive responsi models.
service practic ve
quality e. service
. delivery
Operations Systems and Procedures
1. Regular 1. Mislead 1. Strength 1. Can
benchma ing ening lead to
rking promoti relation negativ
keeps on on ship e guest
the OTA with OTA experie
Front website partners nce,
Office s can and impacti

Departm lead to improvin ng the
ent dissati g hotel’s
aligned sfactio promotio reputat
with n and n ion and
industr harm accuracy leading
y the can to a
trends hotels enhance loss of
and reputat guest busines
best ion, satisfac s to
practic highlig tion and more
es, hting mitigate transpa
enhanci the complain rent
ng need ts. competi
competi for 2. Continue tors.
tivenes better d
s and coordin investme
guest ation nt in
satisfa and digital
ction. communi guest
2. Online cation communic
pre- with ation
registr OTA’s. platform
ation s and

forms mobile
streaml check-in
ine solution
check- s can
in streamli
process ne
es, operatio
reducin n and
g improve
paperwo guest
rk and experien
enhanci ce
ng
efficie
ncy,
which
is
critica
l for a
seamles
s guest
experie
nce.

3. Checkou
counter
s on
each
floor
during
peak
times
reduce
wait
times,
enhanci
ng
guest
satisfa
ction.
4. Keep
staff
informe
d and
aligned

ensurin
coordin
ated
service
deliver
y and
adheren
ce to
high
standar
ds.
Facilities and Equipment
1. Use of 1. The 1. Investin 1. Competi
tablets hotel’s g in tion
and the average upgraded from
NAVI level technolo newer
system of gy hotels
enhance technol infrastr with
communi ogy may ucture modern
cation hinder and facilit
and its moderniz ies and
operati ability ing technol

onal to stay faciliti ogy may
efficie competi es can threate
ncy, tive in enhance n the
which an operatio hotels
is industr nal market
essenti y where efficien share.
al for technol cy and 2. Inciden
modern ogical guest ts such
hotel innovat satisfac as car
operati ions tion. damage
ons. play a 2. Renovati dispute
2. Offerin signifi ng older s can
g a cant faciliti negativ
range role in es and ely
of enhanci updating impact
facilit ng bed guest
ies, guest configur experie
includi experie ation nce and
ng a nces can the
sundry and attract hotels
shop, operati more reputat
spa onal guests ion.
service efficie and

s, and ncy. improve
complim 2. Compare competit
entary d to iveness.
beverag newer
es competi
enhance tors,
guest the
satisfa hotel’s
ction. older
3. Providi facilit
ng ies and
facilit bed
ies for configu
guest rations
with may be
disabil perceiv
ities ed as
demonst less
rates a attract
commitm ive to
ent to guests
inclusi seeking
vity modern

and ameniti
accessi es and
bility, accommo
alignin dation.
g with
interna
tional
standar
ds for
accessi
ble
tourism
4. The
hotel’s
average
level
of
technol
ogy may
be less
attract
ive to

guests
seeking
modern
ameniti
es,
impacti
ng
competi
tivenes
s.
5. May be
perceiv
ed as
less
attract
ive
compare
d to
newer
competi
tor
with
modern

ameneti
es.
Manpower and Scheduling
1. Well- 1. May be 1. Expandin 1. Unexpec
balance insuffi g cross- ted
d cient training absence
staffin for programs s or
g handlin can turnove
allocat g enhance r could
ion unexpec staff lead to
ensures ted versatil decreas
essenti workloa ity and ed
al d operatio guest
tasks fluctua nal satisfa
are tions flexibil ction
covered or peak ity. and
during period, 2. Investin loss of
normal potenti g in busines
operati ally digital s.
ons, affecti communic
crucial ng ation
for service platform
maintai s s and

ning quality automate
service . d
quality 2. Relianc scheduli
. e on ng
2. Strong manual systems
communi endorse can
cation ment streamli
skills procedu ne
among res manpower
team introdu manageme
members ces the nt and
facilit possibi reduce
ate lity of errors.
smooth human
operati error.
ons and
enhance
guest
satisfa
ction.
3. Cross-
trainin

session
s and a
commitm
ent to
employe
develom
ent
demonst
rate
dedicat
ion to
staff
versati
lity
and
growth.
Work Atmosphere
1. Promote 1. A rigid 1. Regular 1. Staff
s structu training might
better re may on resist
coordin hinder communic new
ation employe ation communi

and a e skills cation
cohesiv empower can methods
e team ment enhance impacti
environ and efficien ng
ment. innovat cy. efficie
2. Ensures ion. 2. Utilizin ncy.
accurat 2. Over- g 2. Can
e and emphasi advanced disrupt
efficie s on communic communi
nt formal ations cation
informa communi tools and
tion cation can negativ
and might streamli ely
dissemi slow ne impact
nation. decisio informat the
n- ion flow work
making and atmosph
process reduce ere.
es. delays. 3. Can
3. Encourag strain
ing communi
feedback cation
can system

identify and
improvem reveal
ent weaknes
areas ses.
and
foster
inclusiv
ity.
Use of Materials and Resources
1. The 1. The 1. Introduc 1. Any
NAVI fixed ing more technic
System schedul flexibil al
helps e for ity in problem
efficie transfe the with
ntly r supply the
track orders request NAVU
and and process system,
manage advance can help such as
supplie purchas the system
s, e departme crashes
reducin request nt or data
g s may better inaccur
stockou lead to respond acies,

ts or issues to could
ovestoc if unexpect disrupt
king, unexpec ed inventi
ensurin ted needs, on and
g that needs such as supply
necessa or incorpor process
ry emergen ating a es,
materia cies provisio leading
ls are arise, n for to
always potenti emergenc operati
availab ally y onal
le when disrupt requests challen
needed. ing to ges.
2. Annual operati mitigate 2. Externa
busines ons. the l
s 2. Over- impact factors
plannin relianc of such as
g and e on unforese supplie
forecas the en r
ting NAVI circumst issues,
ensure System ances. deliver
financi could 2. Expandin y
al be g the delays,

prepare problem use of or
dness, atic if technolo global
allowin technic gy supply
g the al beyond chain
departm issues the NAVI disrupt
ent to occur, system, ion
anticip leading such as could
ate and to integrat impact
budget disrupt ing the
for its ion in mobile availab
needs invento apps or ility
through ry and automate of
out the supply d necessa
year, process notifica ry
alignin es. tions, materia
g 3. Unresol can ls and
resourc ved streamli resourc
es with problem ne es,
operati s with communic affecti
onal the ation ng
goals. collect and make operati
3. A well- ion and supply ons.
organiz monitor manageme 3. Fluctua

ed ing of nt more tions
supply key efficien in
request cards t. guest
system due to 3. Providin numbers
ensures employe g or
a es comprehe changes
smooth refusin nsive in
and g or training service
predict neglect on the offerin
able ing to NAVI gs
flow of surrend system could
materia er them and lead to
ls, immedia other unexpec
minimiz tely related ted
ing the after technolo variati
chances room gies can ons in
of checks. ensure the
last- Additio that all demand
minute nally, staff for
shortag guests members supplie
es and sometim are s,
helping es deny proficie potenti
maintai leaving nt in ally

n key their straini
optimal cards use, ng the
inventi inside reducing current
on rooms, the risk inventi
levels. causing of on
discrep errors managem
ancies, and ent
and improvin system.
front g 4. Inconsi
office overall stent
staff efficien complia
often cy. nces by
do not 4. Implemen guests
collect ting in- and
lost room employe
fees check- e with
for key ins on key
cards every card
floor managem
can help ent
control procedu
guest res can
traffic, undermi

reducing ne
noise efforts
complain to
ts due maintai
to the n
lounge control
or over
waiting inventi
are not on and
being securit
spacious y
. This leading
can to
enhance increas
guest ing
experien operati
ce and onal
operatio costs
nal and
control. potenti
al
securit

risks.
Sanitation Procedures
1. Use f 1. Absence 1. Creating 1. Future
UV of specific pandemi
light specifi SOPs for cs or
for c SOP’s sanitati health
sanitiz for on can crises
ing sanitat ensure could
guest’s ion consiste place
luggage could ncy. renewed
during lead to 2. Reintrod pressur
the inconsi uce UV e on
pandemi stencie light the
c s. sanitati hotel’s
enhance 2. Stoppin on or sanitat
guest g UV other ion
confide light advanced procedu
nce in sanitat technolo res.
hygiene ion gies can Without
standar might provide specifi
ds. reduce an extra c
2. Complia perceiv layer of SOP’s,
nce ed cleanlin the

with cleanli ess and departm
the ness. re- ent may
Local assure struggl
Governm guests e to
ent about quickly
Unit their impleme
(LGU) safety. nt
and 3. Provide effecti
Departm regular ve
ent of training measure
Health sessions s.
(DOH) for 2. Changes
guideli staff on in
nes the health
ensures latest and
adheren sanitati sanitat
ce to on ion
health practice regulat
regulat and the ions by
ion. importan the
ce of Local
hygiene Governm
can ent

improve Unit or
overall the
sanitati Departm
on ent of
standard Health
s. could
require
rapid
adjustm
ent to
the
hotels
procedu
res.
Without
specifi
SOP’s,
adaptin
g to
new
regulat
ions

could
be more
challen
ging.
3. Guest
who
have
experie
nced
enhance
sanitat
ion
measure
during
the
pandemi
c may
continu
e to
expect
higher
standar

ds of
cleanli
ness.
Failing
to meet
these
expecta
tions
could
lead to
dissati
sfactio
n and
negativ
reviews

Part II: Travelogue

I: Letter of Endorsement/Approval


II: Documentation
The team Manor had already arrived at Mega Tower 3 for

baggage check-in at 4:00 a.m. and was ready for the
orientation at the Manor Hotel.
The team Manor was already at Training Room, assisted by

Ma’am Celina and Ma’am Wilma for short briefing regarding
on the establishment history, employees benefits and

services and etc.
Ma’am Celina was also conducting a hotel premises and

ocular tour inside and outside of the hotel.
The team was conducted an ocular inspection and interview

from different managers, supervisors, coordinators and
staff at housekeeping department.
The team was conducted an interview at Front Office

Department by Sir Joshua, Supervisor of Guest Relation
Officer, and we also conducted an interview and
observation for their staff.

Sir Rowdy was conducted a briefing and discussion

regarding on Sales and Marketing and MICE Industry.
The team was conducted an interview and ocular inspection

at CAMP John Hay for their Convention area.

Ma’am Celina and Ma’am Wilma was initiated to give the

certificate of completion to all Immersion students.
The team Manor officially fetch back at Isabela.

III: Learning Insights

The five-day I had in The Manor at Camp John Hay gave
me the opportunity to be exposed to new people and
lifestyle. It was an opportunity for me to discern that
different places are different to what we were conditioned
to believe. I realized how kind a friendly stranger is and
how accommodating they can be.
Our team, which we called “Team Manor” is a group of
persons with different dispositions but we built a solid
bond. For the days we are together, we got to know each
other better. I learnt that teamwork really is very
important. Even if we have individual differences, we must
still have a strong sense of mutual commitment and must
work together toward our goal. We gained knowledge for the
hotel exposure we had. Being able to meet and talked to
the different hotel executives was such a great
opportunity. And with those interviews, I better
understood how hotel industries steps up with the latest
technological innovations because without the help of
technology, hotel management cannot function. It is their
responsibility to be in coordination with the latest
technology.

This was a very meaningful and memorable opportunity.

It was a great learning experience. And this chance made
me realized that people must travel to experience more joy
in life. Allow oneself to meet new people and discover.
Because truly, experience is the teacher of all things.
Eugenio S. Pascua
IV: Certificate

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St.

Paul University Philippines

NATIONAL AND INTERNATIONAL IMMERSION

SPUP Graduate School

This Narrative Report on International and National

Mary Dyan Serquiña

Approved by the Oral Presentation Committee in

Date of Oral Presentation:

INICIA C. BANSING PhD AGRIPINA B. MARIBBAY, PhD

SPUP Graduate School

Above all, God Almighty, the researcher gives back

SPUP Graduate School

SPUP Graduate School

this case studies were done to examine why these hotels a

Camp John Hay’s History had undergone a colorful,

within the pine-covered hills of Camp John Hay in Baguio

SPUP Graduate School

City, Philippines. Nestled at an elevation of about 5,000

feet, it offers a cool, year-round climate and stunning

views of the Cordillera mountain range. The hotel is

surrounded by lush pine forests, well-manicured gardens,

and open spaces, ideal for relaxation and nature walks.

Nearby, guests can enjoy recreational activities like golf

and horseback riding, and explore historical sites such as

the Bell House. The Manor is also close to shopping and

dining options within the Camp John Hay area. Accessible

by car,15 to 20 minutes from city proper or it provides a

serene retreat from the urban bustle.

The Manor at Camp John Hay is a luxury hotel in

Baguio City, Philippines, owned by John Hay Management

Corporation (JHMC), a government-owned entity under the

Bases Conversion and Development Authority (BCDA). It is

managed by a private corporation through a public-private

partnership (PPP) model. This structure allows the

government to retain ownership while benefiting from

professional private management, ensuring efficiency and

generating revenue through lease agreements and profit-

sharing. The hotel contributes to local employment and

SPUP Graduate School

economic activity, aligning with BCDA's goals of

transforming former military bases into productive

"To Make It Better"

To achieve our vision of “Making it better”, we will:

1. Serve our guest/clients with personalized attention

that consistently improves in quality and become a

more memorable experience;

2. Provide the staff with a learning environment that

is conducive to professional development and

supportive of their personal aspirations;

3. Maintain a favorable return on owner’s equity and

mutually supportive relationship with our business

4. Contribute to building a healthy environment and

the strengthening of the community where we

Service beyond customer expectations

Extraordinary attention to details

Resourcefulness that strengthens teamwork

SPUP Graduate School

Volunteer service to community-building