THE PHILIPPINE WOMEN’S UNIVERSITY i

EVALUATION OF RESORT-HOTEL/S OPERATION DURING DISASTERS IN

REGION 1: BASIS FOR INTERVENTION RESILIENCY PLAN MODEL

A Thesis Proposal

Presented to

The Faculty Committee of the Graduate School

The Philippine Women’s University

In Partial Fulfilment of the Requirement for the Degree

Master of Science in Hotel and Restaurant Management

MARY ANN S. DE VERA

MARCH 2021
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TABLE OF CONTENTS

Title Page i
Table of Contents ii

Chapter
1 THE PROBLEM AND ITS BACKGROUND
Introduction 1
Background of the Study 3
Locale of the Study 4
Theoretical Framework 5
Conceptual Framework 7
Statement of the Problem 9
Null Hypothesis 10
Scope and Limitations of the Study 10
Significance of the Study 11
Definition of Terms 13

2 REVIEW OF RELATED LITERATURE

Disaster 14
Natural Disaster 13
Resilience 15
Natural Disaster Resilience 17
National Disaster Resilience Management in 18
the ASEAN-5: Analysis of tourism resilience
Strengthening disaster resilience Philippines 18
Natural Hazards and the needs for DRRM in tourism 20
and hospitality
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Disaster Risk Reduction Management 22

DRRM Regulatory Framework 22
Related Studies 24
Synthesis 26

3 METHODOLOGY
Research Design 28
Source of Data 29
Population Sampling 29
Research Instrument 30
Validity of the Research Instrument 31
Ethical Considerations 32
Tool for Data Analysis 33
Survey Questionnaire 35

REFERENCES
APPENDICES
CURRICULUM VITAE
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Chapter 1

THE PROBLEM AND ITS BACKGROUND

Introduction

The tourism and hotel industry are one of the major contributors to the

integral growth and development of many countries. This sector, when thriving,

brings in an abundance of wealth, growth, exposure, and employment

opportunities. It also brings forth international to national down to local economic

growth. With this, the tourism and hotel industry play an important role as a

driving force of economic development.

The hotel industry has the largest number of businesses and more than

534, 129 globally operated hotels and employ more than ten million workers. For

the past 5 years, tourism has seen an unprecedented expansion with up to 5%

year-to-year growth and almost 2 billion in international arrivals in 2019.

According to the World Trade and Tourism Council, the global gross domestic

product (GDP) for tourism takes about 10% on average.

The Philippines is renowned worldwide for its numerous awards of

excellence in the hospitality industry. According to the Department of Tourism

(DoT), records show that the country’s hotel and resort establishments deliver

excellent services to guests and visitors. The latest available official figures from

the Department of Tourism shows that the year 2019 accumulated a total of 8,

260, 913 arrivals in the Philippines and for the year 2020 the country’s arrivals

have a total of 1, 482, 535 (Tourism Demand Statistics, 2020).

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The disasters that occur in areas can cripple the tourism sector as flights

can be cancelled, the tourist attractions or destinations can be damaged and

transportation in local areas cannot be used. A lot of countries heavily rely on

tourism or hospitality sector to improve their economy. It can be costlier that

insurers estimate amounting $110 billion in damages. The amount also doubles

in time (Mariano, 2018).

The hotel industry has a very important role to play in encouraging

disaster risk management at the local level. A joint study carried out by UN Office

for Disaster Risk Reduction (UNISDR), the Pacific Asia Travel Association

(PATA) and the Global Initiative on Disaster Risk Management (GIDRM) funded

by the Federal Republic of Germany has found significant interest in setting such

standards among hoteliers, tour operators, tourism bodies, government agencies

and insurance companies in the Philippines, Indonesia, Thailand and the

Maldives. 

The Philippines is an archipelago that is widely affected with undesirable

disasters causing havoc to any region it lands. The country is widely affected by

disasters, typhoons, floods, landslides, earthquakes, and volcanic eruption. The

most recent typhoon that caused havoc in the country was the Typhoon

Mangkhut or widely known as Typhoon Ompong (2018) which has affected the

northern region (Jorgio & Clarke, 2018). These unwelcome disasters cripple the

services delivered not only to the citizens in the area but also to the tourism and

hospitality industries of the region. Still, the country is one of the most disaster-
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prone areas in the world, but it also is one of the most popular tourist destinations

in the world.

With that, the Philippines had done preemptive measures such as passing

a law that would set up disaster risk management. The Republic Act 10121 or the

Philippine Disaster Reduction and Management Act which paved the way for

improving how the country deals with disasters from small responses to having

plans for preparedness. This act strengthens the disaster risk reduction and

management system not only in a national scale, but it covers up to the

community scale. It had established the National Disaster Risk Management

Plan (NDRMP) being the master plan holding the strategies, organization,

specific tasks of agencies concerned to the local government units This act

promises systematic and effective measures with dealing disasters or

emergencies (Philippines, 2010).

Background of the Study

The Ilocos Region or simply Region 1, is one of the most sought-after

tourism spots from travelers locally and internationally. The region boasts many

fine white sand beaches and natural sceneries. A lot of tourists come see

beautiful sites such as Pagudpud and Vigan in Ilocos, Hundred Islands and the

white sand beaches such as Tondol and Cabangoan in Pangasinan (WayPH,

2020).
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Region 1 also faces a lot of disasters as it faces the West Philippine Sea.

Typhoons make way to the northern region and it bring floods and landslides.

Earthquakes are also one of the hazards that strike the region and there are

cases of trench related local tsunamis.

With the foregoing statement, the researcher decided to make a study on

the evaluation of resilience intervention of hotels and resorts in Region 1 during

the COVID-19 Pandemic as this worldwide pandemic also impacted the hotel

and resorts industry that brought the region’s loss of economic growth as the

number of visitors from 2019-2020 have been severely affected. Additionally, this

is the first of its kind.

This was made to better understand the current capacities and needs of

natural disaster resilience within the hotel industry, this study focuses on the five

major and independent capital predictors like economic, organizational, human,

physical and natural capital resources.  These are considered the most important

capitals necessary to understand and examine disaster resilience and make

recommendations on how those capital predictors could be most effective in

reducing disaster risks.

This study was carried out for the Hotel resilient initiative which aims to

develop internationally recognized standards for the hotels and resorts that will

assist them in the reducing business risks and risk of tourism destinations to

natural and technological hazards while demonstrating the level of preparedness

and safety of their premises to potential clients, insurers and financiers.

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Locale of the Study

The study will be conducted among hotel managers who are

currently employed in hotels and resorts in Region 1.

Region 1 or Ilocos Region consists of the Provinces Ilocos Norte,

Ilocos Sur, La Union and Pangasinan. It is mainly settled along the

coastlines of the Philippines, giving it more exposure to disasters such as

typhoons. Having situated in the far north of the country, the area is rich

with beaches, natural formations and scenic attractions that captivate

tourists from all over the world. The region boasts a wide selection of

attractions such as the Ilocos Norte Sand Dunes, Hundred Islands in

Alaminos, Pangasinan, the Bangui Windmills in Ilocos Norte, Tagandan

Falls Cliff diving in La Union (Aquino, 2016). The tourism in this region

opened a lot of opportunities to the locals, stimulating the growth of the

hospitality industry in this area (Lagman, 2008). Since the frequency of

these disasters have increased immensely within the 40-year period in the

Asia Pacific Region including the Philippines, the region faces a great

obstacle with the natural disasters that struck the region (Thomas, 2016).
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Theoretical Framework

This study is anchored on the following theoretical constructs:

Protection Motivation Theory

Threat Coping

Perceived severity Perceived response

+ efficacy

Behaviour Intention

Actual Behaviour

Figure 1. Protection Motivation Theory

Ronald W. Rogers (1975)

The protection motivation theory proposed that people protect themselves

based on four factors: the perceived severity of a threatening event, perceived

probability of the occurrence, or vulnerability, the efficacy of the prevented

behavior and the perceived efficacy. It stems from the threat appraisal and the

coping appraisal in which the former assesses the severity of the situation and

examines how serious the situation is while the latter is how one responds to the

situation. The coping appraisal consists of both efficacy and self-efficacy.

Efficacy is defined as the individual's expectation that carrying out

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recommendations can remove the threat and a self-efficacy is the belief in one's

ability to execute the recommended courses of action.

Conceptual Framework

A conceptual framework, also called conceptual model, is a group of

interrelated concepts or abstractions assembled in a rational and often

explanatory scheme to illuminate relationships among them.

This study is anchored with the Philippine Disaster Reduction and

Management Act or RA 10121 provides the way the country deals with disasters

from mere response to preparedness. It provides a comprehensive, all-hazard,

multi-sectoral, inter-agency, and community-based approach to disaster risk

management through the formulation of the National Disaster Risk Management

Framework (NDRMF).

The research paradigm of the study includes the confounding variable of

the study which consisted of demographic profile of the respondents and hotels

and resorts, the evaluation of the resilience intervention and factors that affect it

and the outcome variable is the disaster resilience plan model of hotels and

resorts in Region1. Demographic profile includes Age, Sex, Highest Educational

Attainment, Years in Service, and number of trainings attended, and also include

the profile of the hotels and resorts and evaluation and factors that affects the

resilience intervention. Quantitative descriptive research design using survey

questionnaire is the process and the output is disaster resilience plan model as

illustrated in Figure 2.
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INPUT PROCESS OUTPUT

Demographic profile of

the Respondents base

on: Descriptive Disaster

 Age analysis using Resilience Plan
 Sex
 Highest Educational Survey Model
Attainment
 Number of Trainings Questionnaire
Attended on Disaster
Resilience
 Years in Service as
Hotel/Resort Manager
Profile of

Hotels/Resorts in

Region 1:

 Evaluation of
Resilience
Intervention of Hotels
and Resorts

 Factors Affecting
Resilience
Intervention
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Figure 4. Research Paradigm

Statement of the Problem:

The study aimed to evaluate the resilience intervention as practiced by

hotels and resorts in Region 1. This is to assess the preparedness and the

effectiveness of the disaster risk reduction and management measures or plans

of the industry in study. Notably, this study aimed to answer the following

questions:

1. What is the demographic profile of the respondents in terms of the following?

1.1 Age,

1.2 Sex,

1.3 Highest Educational Attainment

1.4 Training/s Attended; and

1.5 Years in Service

2. What is the demographic profile of the hotels and resort in terms of the

following?

1.1 Location,

1.2 Star Ratings,

1.3 Year established

3.What is the evaluation of resilience intervention of hotels and resorts in Region

1?
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3.1 Economic Capital Predictors

3.2 Organizational Capital Predictors

3.3 Human Capital Predictors

3.4 Physical Capital Predictors

3.5 Natural Capital Predictors

4.What are the factors affecting resiliency of hotels and resorts in Region 1?

5.Is there significant difference between the demographic profile of the

respondents towards disaster resilience intervention?

6. Is there a significant relationship between the demographic profile of hotels

and resorts towards to disaster resilience intervention?

Null hypothesis

The null hypothesis will be tested at 0.05 level of significance

Ho1. There is no significant difference between demographic profile of the

respondents and their evaluation and factors on resilience intervention.

Ho2. There is no significant relationship between demographic profile of

the hotel and resort towards to Disaster resilience intervention

Scope and Limitations of the Study:

The implementation of the study will commence on August to October

2021.

The study will determine the Disaster resilience intervention of hotels and

resorts in Region I.
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Further the study is composed of hotels and resorts in Region I which

comprises of the following provinces namely: Ilocos Norte, Ilocos Sur, La Union

and Pangasinan

Quantitative descriptive research will be used as the research design.

Hotels and Resorts in Region 1 are the target of the study to evaluate the

resilience intervention and factors affecting it.

Demographic profiles for the respondents are taken into consideration

and includes age, sex, highest educational attainment, trainings attended, and

years in service. It also includes information about the hotels and resorts in terms

of location, level and years established. It also determined the evaluation and the

factors affecting the hotels and resorts in evaluating the resilience intervention.

More so, inclusion is considered in the study in the selection of the

respondents. Hotels and resorts considered in this study are those that are

accredited by the Department of Tourism status and operates in not less than 3

years.

The study will not compare the different approach of hotels and resorts

with regards to resiliency intervention.

Significance of the Study

The findings of the study will benefit the following groups:

Department of Tourism –This government agency will gain access to the

current situation of hotels in responding to disaster. They spearhead designing

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projects, plans and programs about the capability of the hotels to be resilient

after a disaster.

National Disaster Risk Reduction and Management Council

(NDRRMC) – this study would raise awareness and better insights in the

improvement of the NDRRM plans specifically to Region 1 as well as in similar

regions in the country.

Local Government Units (LGUs) – this study would help enhance the

resiliency advocacies that would be formulated after the evaluation of data of

resilience intervention of hotels and resorts in Region 1.

Hotels and Resorts. The result of this study will enhance the disaster

resilience plan that will contribute to the delivery of effective service

Hotel and resort owners. The outcome of the study may help in the

development of unified resilience initiatives that would be beneficial to all hotels

and resorts in Region I.

Organization of hotels and resorts Management. The findings of this

study may provide appropriate initiatives such as implementing new strategies

and policies related to resiliency plan.

Employees of Hotels and Resorts – provides information on their role in

the implementation of resiliency intervention for disaster preparedness.

Future Researchers –this study will help future researchers in the

analysis of disaster preparedness and resiliency of the hotels and resorts and a

reference for follow-up studies. This will highly contribute to the existing and
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future knowledge into the improvement of disaster risk reduction and

management of the hotels and resorts in the Region 1.

Researcher – This study conducted will be beneficial to the researcher

herself as this will give her a deeper and a better understanding to the

importance of resiliency intervention plan in hotels and resorts.

Definition of Terms:

Disaster. This refers to natural catastrophe that affects individuals or

organizations.

Educational Attainment. This pertains to the highest school certificate the

respondents have acquired.

Hotels. an establishment that provides lodging and usually melas, entertainment,

and various personal services for the public.

Hotel/Resorts Manager- are responsible for maintaining resort lodgings,

supplies, hospitality services, and event offerings.

Intervention- the action of becoming intentionally involved in a difficult situation,

in order to improve it or prevent it from getting worse

Number of trainings- This pertains to the skills acquired by the respondents

from either a seminar or educational training towards Disaster resiliency.

Resilience- This pertains to the ability of individuals or organizations to recover

from any natural disasters and man-made disasters: the quality of being able to

quickly return to a previous good condition after problems

Resorts- a place designed to provide recreation, entertainment, accommodation

especially to vacationer
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Star Ratings- a rating indicated by stars (usually 1-5), the highest number of

ratings indicating the best quality of service and accommodation.

Years of Service- This refers to the number of years or months in any hotels or

resorts where the respondents have worked.

CHAPTER II

REVIEW OF RELATED LITERATURE

This chapter is the presentation of literature and studies from foreign to

local which may have a direct or indirect bearing to the study at hand.

Relevance to present studies will give a big picture why these literature and

studies from foreign to local are used.

Disaster

A disaster is an unforeseen, calamitous event that disrupts seriously the

functioning of a body or society with causes not only environmental, economic,

material but also human impairment that exceeds said bodies’ coping ability with

the use of their own resources (IFRC, 2019). Disasters can be classified as

natural (geophysical, hydrological, climatological, biological) and

technological/man-made hazards (EM-DAT, n.d.).

Natural Disasters

Natural disasters or hazards are naturally occurring events that cannot be

controlled, and it may affect negatively on humans. Although these phenomena

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cannot be prevented, the impact is manageable (Lamanna, Williams, & Childers,

2012).

According to EM-DAT classification, the main natural disaster subgroups

include geophysical, meteorological, hydrological, climatological, biological and

extraterrestrial events. They occur in various forms: earthquakes, tsunamis,

volcano eruptions, hurricanes, typhoons, floods, wildfires, etc. Contrary to the

aforementioned, Mileti states that those disasters are predictable and avoidable

to some extent. Brown et al. also see disaster as a sudden and externally

triggered event which affects society, requiring response and recovery. Perry and

Quarantelly look at disaster as an extreme event with a natural, technological

and social causes that has numerous consequences, including disruption. They

basically happen every year in some part of the world and affect hotel and

tourism industry all the time. Moreover, Faulkner states that tourism destinations

in every part of the world are exposed to disasters.

One of the most complex definitions of natural disasters is set by the

World Health Organization (WHO) in 1971 in their Guide to Sanitation in Natural

Disasters: "A natural disaster is an act of nature of such magnitude as to create a

catastrophic situation in which the day-to-day patterns of life are suddenly

disrupted and people are plunged into helplessness and suffering, and, as a

result, need food, clothing, shelter, medical and nursing care and other

necessities of life, and protection against unfavorable environmental factors and

conditions".
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Defining Resilience

This is the ability to withstand the effect of disasters and emergencies of

individuals, institutions from mere households to local communities scaling up to

nationwide. This also pertains to how they adapt and recover swiftly and

effectively without any compromises to their means and to their long-term

prospects.

Disaster Resilience

Disaster resilience is the ability of individuals, communities, organizations

and states to adapt to and recover from hazards, shocks or stresses without

compromising long-term prospects for development. According to the Hyogo

Framework for Action (UNISDR, 2005), disaster resilience is determined by the

degree to which individuals, communities and public and private organizations

are capable of organizing themselves to learn from past disasters and reduce

their risks to future ones, at international, regional, national and local levels. It is

a part of the broader concept of resilience – ‘the ability of individuals,

communities and states and their institutions to absorb and recover from shocks,

whilst positively adapting and transforming their structures and means for living in

the face of long-term changes and uncertainty’ (OECD, 2013b, 1).

The core elements of disaster resilience as follows:

● Context: Whose resilience is being built – such as a social group, socio-

economic or political system, environmental context or institution.

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● Disturbance: What shocks (sudden events like conflict or disasters) and/or

stresses (long-term trends like resource degradation, urbanization, or

climate change) the group aims to be resilient to.

● Capacity to respond: The ability of a system or process to deal with a

shock or stress depends on exposure (the magnitude of the shock or

stress), sensitivity (the degree to which a system will be affected by, or will

respond to, a given shock or stress), and adaptive capacity (how well it

can adjust to a disturbance or moderate damage, take advantage of

opportunities and cope with the consequences of a transformation).

● Reaction: A range of responses are possible, including: bounce back

better, where capacities are enhanced, exposures are reduced, and the

system is more able to deal with future shocks and stresses; bounce back,

where pre-existing conditions prevail; or recover, but worse than before,

meaning capacities are reduced. In the worst-case scenario, the system

collapses, leading to a catastrophic reduction in capacity to cope with the

future.

Disaster resilience has been described as both an outcome and a

process (Manyena, 2006, 436-439). Practices focused on outcome have tended

to adopt top-down reactive approaches which can favor the status quo and take

attention away from inequalities resulting from insecurity and disaster (Manyena,

2006, 438). As a process, building disaster resilience involves supporting the

capacity of individuals, communities and states to adapt through assets and

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resources relevant to their context (Manyena, 2006, 439). For some, this implies

enhancing peoples’ rights and addressing socio-economic, gender and

environmental inequalities that exacerbate vulnerability (Andharia et al., 2010,

11; Oxfam, 2013).

Natural Disaster Resilience

Recently, many hotels have been constantly investing in disaster-prone

areas which ushers inappropriately addressed rudimentary problems in disaster

resiliency. These establishment can usually make improvements on a tourist

destination or the area’s disaster preparedness plans with access to an existing

response system. According to the UNISDR Assessment Report made 2013,it

revels that the industry is able to manage small disasters but not the extreme

ones due to the lack of capacity in reducing risks and to better preparedness for

these occasions. Moreover, as summarized by Brown et al. the ablity of hotels to

upgrade their disaster preparedness is very limited.

National disaster management in the ASEAN-5: Analysis of tourism

resilience

The report aims to present a detailed evaluation of resilience planning of

the ASEAN-5 tourism sector to national disasters. The project analyses the

challenges to the tourism industry in the ASEAN-5 (Singapore, Indonesia,

Thailand, the Philippines and Malaysia) countries due to national disasters

(economic crisis, health hazards, natural calamity and/or act of terrorism) and the

effectiveness of the measures taken in response to disastrous events.

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The project analyses the effect of national disasters over a 10-year period

in the ASEAN-5 countries on tourism economy and effectiveness of government

action in resilience planning. The findings of this study revealed that national

disasters affect a county’s tourism sector performance and its economy

negatively. In particular, national disasters have harmful effects for a country’s

tourism arrivals, tourism receipts, gross domestic product and unemployment.

The findings reveal that regardless of geographical closeness of the ASEAN-5

countries, each experienced different effect in terms of national disasters and

each used different government recovery measures.

This paper builds a knowledge management system for national disasters

and the tourism sector. It provides a ready reference of timeliness and

effectiveness of measures and to develop a framework for future tourist disaster

management systems. Specifically, the relationships between the tourism

indicators explored in this study contribute significantly to the knowledge on how

these indicators interact to affect the tourism industry and the country’s economy.

Furthermore, this information would act as a guide for countries to design and

implement resilience planning and disaster management response.

Strengthening Disaster Resilience in the Philippines

It is estimated that each year an average of 20 typhoons make landfall in

the Philippines. The strongest of these storms create significant damage and can

cause many fatalities. In 2013, Super Typhoon Yolanda (also known as Typhoon

Haiyan elsewhere), which was one of the strongest storms ever recorded at
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landfall, claimed approximately 6 000 lives and damaged a million homes in nine

regions.

In view of the latent typhoon and other natural disaster risks, the Philippine

government had already started to change its strategic approach a couple of

years earlier in the wake of the 2009 typhoon season, which had caused losses

of USD 4.4 billion (equivalent to 2.7% of GDP). It introduced new legislation

marking a move from disaster response to disaster risk reduction and

preparedness and started to implement a three-tiered Disaster Risk Financing

and Insurance strategy.

The three tiers refer to the national, subnational and household level. At

the national level, the government negotiated a contingent credit line with the

World Bank to provide immediate liquidity in the aftermath of a natural disaster.

In 2017, protection was added at the subnational level for the most exposed

provinces. Supported by the World Bank, Swiss Re and other partners, the

government bought a parametric earthquake and typhoon cover offering up to

USD 200 millions of protection to 25 provinces along the eastern edge of the

Philippine archipelago. The risk has been fully ceded to local and national

re/insurers, including Swiss Re, who will quickly provide provincial governments

with liquidity in the event of a disaster.

Natural Hazards and the Need for DRRM in Tourism and Hospitality

Natural hazards are physical phenomena that are naturally occurring and

are caused by either fast or slow emerging events that can be biological (e.g.
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disease, infections, animal infestation), geophysical (earthquake, volcanic

eruption, tsunamis, landslides), climatological (e.g. extremes in temperature,

heat/cold wave, wildfire), meteorological (storms/wave surges, cyclones), and

hydrological (e.g. floods, coastal flood, avalanches). Disasters, especially caused

by natural hazards, are phenomena that cannot be prevented. A disaster is

defined as “a serious disruption of the functioning of society, causing widespread

human, material or environmental losses which exceed the ability of the affected

people to cope using its own resources (IFRCRCS, www.ifrc.org).

There have been a number of notable disasters that have affected the

hotel and tourism industry within the Asia Pacific, among which include adverse

impacts caused by the 2004 Indian Ocean tsunami where coastal resorts in

Malaysia, India, Sri Lanka, Maldives and Thailand among others were severely

devastated. Thailand was one of those which was hardest hit by the tsunami,

which resulted in physical destruction of tourism infrastructure and loss of lives:

an estimated 10,000 hotel rooms were seriously damaged and a high death toll

of over 5,000 people, including almost 2,000 tourists was recorded (Henderson,

2007). In March 2011, Japan was hit by an earthquake which was followed by a

tsunami and subsequently a nuclear emergency, and which caused large scale

devastation in many cities. Several leisure facilities were closed, and with more

than 500,00 cancelled hotel reservations in the aftermath of the disaster, many

hotels had to suspend their operations (Voellm, 2011).

In the Philippines, among the major disasters that affected the country’s

tourism and hospitality industry are those which were caused by seismic activity
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and storm surges caused by typhoons. In 1990, a deadly earthquake measuring

7.9 magnitude on the Richter scale hit the Philippines and caused damages

worth P15 billion. Among the hardest hit areas was Baguio City, a popular tourist

destination. Many buildings were destroyed, including the Hyatt Terraces Hotel in

Baguio where 80 guests and employees perished as the hotel collapsed (Jardin,

2012).

In 2011, there was an enormous wreckage brought about by the force of

strong winds and flush of waves along the coast of Manila Bay, which caused

flooding in a five star hotel and many other restaurants and food service

establishments along the bay area (What you need to remember about storm

surges, 2016).Very recently, in November 2019, a hotel in Cotabato was

devastated; a portion of the structure collapsed after a deadly quake hit

Mindanao, an island in the Southern part of the Philippines (CNN, 2019).

Disaster Risk Reduction and Management (DRRM)

DRRM is defined as “the systematic process of using administrative

directives, organizations and operational skills and capacities to implement

strategies, policies and improved coping capacities in order to lessen the adverse

impacts of hazards and the possibility of disaster” (NDRRM, 2010). A

comprehensive cycle of disaster management which was first described by

Whilhite (1999) is useful for visualizing the cyclical nature of activities associated

with the management of a disaster. The cycle consists of two major phases: (1)

Risk Management (mitigation and prevention, preparedness, and prediction and

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early warning), and (2) Crisis Management (Impact Assessment, Response,

Recovery and Reconstruction). The crisis management phase of the DRRM

cycle consists of response and recovery measures. Response constitutes of

actions that take place during an emergency, i.e. “putting preparedness plans

into action”. It “includes actions taken to save lives and prevent further property

damage in an emergency situation as well as those to return to a normal or even

safer situation following an emergency.” The recovery phase, on the other hand,

are those activities that take place after an emergency and also includes

obtaining financial assistance to aid in the recovery process (FEMA, n.d.). The

cycle suggests that through improvement of operational capabilities and risk

management, the impact of a disaster can be reduced.

DRRM Regulatory Framework

Due to the country’s vulnerability to natural hazards, disaster risk

reduction and management laws were enacted. Republic Act No. 10121 or the

“Philippine Disaster Risk Reduction and Management (DRRM) Act of 2010”

provides for a National DRRM Framework (NDRRMF) as well as the guiding

principles in DRRM. It serves as “the principal guide to disaster risk reduction

and management (DRRM) efforts to the country” (NDRRMC, 2010). Specifically,

for the tourism and hospitality industry, guidelines have been issued by the

government through the Department Tourism (DOT) to ensure safety and

security of stakeholders. Memorandum Circular No. 2006-09 also known as

“Adoption of Safety and Security Measures in Hotels, Resorts and Other Similar
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Accommodation Establishments”, highlight the duties of hotel managers in order

to provide guests with safe and secure environment during their stay in

accommodation establishments (DOT, 2006). Also, the National Accommodation

Standards for Hotels and Resorts which specifies requirements for hotels for

accreditation lists the practices and systems with regard to natural disaster

response as one of the major dimensions for classification into a particular star

rating (DOT, 2012)

Related Studies

The study of Albattat, A.R. (2015) on the Emergency Preparedness of

Hotel Industry: The Case of Jordan which aims to identify the potential for major

emergencies that can occur in Jordanian hotels; questions asked to investigate

how these hotels were prepared for emergencies, how they manage and

overcome emergencies when they occur; and explore their limitations. The

factors influencing successful emergency planning and adoption emergency

management in the Jordanian hotels will also be observed. By using qualitative

methodology, face-to-face interviews for managers were conducted at three-,

four- and five-star hotels. Different backgrounds: such as local, regional and

international among the cities of Amman and Petra were also considered.

Results revealed that Jordanian hotels are exposed to a wide range of natural

and man-made disasters. Jordanian hotels lack proactive emergency planning

with many constraints which impede successful emergency planning.

Emphasizing the relevant role of authority to demonstrate emergency

THE PHILIPPINE WOMEN’S UNIVERSITY 25

management to hotels and trying to convince them to adopt such practices in

order to cope with emergencies effectively is a unique challenge.

In a study of Jiang, Y. and Ritchie, B. (2017) on Disaster collaboration in

tourism: Motives, impediments and success factors integrates stakeholder

collaboration literature with a tourism disaster context – tourism threats from

Cyclone Marcia in Queensland, Australia. The paper contributes to this gap by

investigating (1) stakeholder's motivations for collaborative disaster

management, (2) factors that facilitate or impede stakeholder collaboration-

building, (3) successful elements and challenges for effective collaboration.

Findings are drawn from in-depth interviews with key stakeholders that were

directly involved in tourism disaster management. Motivations for collaboration-

building are found to be resource and relationship related. Past experience and

relationships can influence the development of collaboration after a disaster.

Consistent communication and trust are two key elements of effective

collaboration, while competing demands and poor relationships are key barriers.

Findings from this research can help better understand stakeholder collaboration

in tourism disaster management. Governments and tourism destinations can use

these findings to develop interventions to improve effective tourism disaster

management. Future research avenues based on the findings and a model are

also outlined.

In this research on Assessment of Resilience: Disaster Management and

Recovery for Greater New Orleans’ by Lamana, Z., Williams, K.H. and Childers,

C. (2012) examined the resiliency when handling the effects of Hurricane Gustav.
THE PHILIPPINE WOMEN’S UNIVERSITY 26

Specifically, this research examines (a) the reasons for and effects of business

closure, (b) the impact of losing lifeline services (e.g., electricity and telephone

service), and (c) the human resource challenges that were caused by the

disaster. In a study involving a representative sample of hotels, results indicated

that 88% closed to the general public before the hurricane and were closed for

an average of four days. Approximately 13% of hotels lost power, 17% lost

telephone services, and 42% lost the minimum base of employees needed to

continue providing full guest service. Findings also indicated that many of the

challenges faced by hoteliers were connected to human resource factors. The

results of this research are important to managers because it provides an

illustration that could aid in future disaster management planning.

A study has also been made in 12 European countries that are frequently

affected by natural disasters and this study used the multi-capital predictor-base

and has analyzed the resiliency of hotels in the studied areas. The study showed

that the criteria for a positive hotel response and resilience are duration of

managerial experience, previous disaster experiences of manager and

organizational category and size. The study also suggested that hotels must

expect situations on natural disasters, preparedness with drills on efficient

response and quick adaptability of the hotels guaranteeing the longevity of

businesses.

Synthesis
THE PHILIPPINE WOMEN’S UNIVERSITY 27

The reviewed journal articles and completed research provided the

researcher with insights that significantly assisted in her study of Disaster

resilience intervention of hotels and resorts in Region I in the Philippines.

The studies that have been reviewed for this research have proven to be

of benefit as it states that disaster resiliency of hotels and resorts in the Region I,

Philippines should be a priority being a disaster-prone area reported in a paper

by Bhati, Sharma and Upadhayaya (2011). This report also states the challenges

brought by the disaster to the tourism industry. Moreover, it reported the effect of

national disaster effects on tourism and economic sector over a 10-year period.

With at least twenty typhoons or tropical storms make landfall in the

country and the dire need for disaster risk reduction management programs has

spiked in numbers as it affects greatly long-term the tourism industry and the

economy in the long run. Especially in the Asia Pacific Region where the

Philippines is located. Its effects, often severe, leads to a lot of losses in the

aftermath stated by Voellm (2011).

The systematic approach of disaster risk reduction and management

programs in the hotel and resort industry will significantly benefit the industry as it

protects long-term goals in their ventures. A DRRM guidelines for hotels and

resorts have been provided and reported by the Department of Tourism (2012)

as the Adoption of Safety and Security Measures in Hotels, Resorts and Other

Similar Accommodation Establishments. This is to provide the guests and

stakeholders safety and security in uneventful disaster that might occur.

THE PHILIPPINE WOMEN’S UNIVERSITY 28

With reviewing the related literature for this research, the articles and

studies that have been provided in this paper has proven that a prioritization of

systematic disaster risk reduction and management programs for the hotel and

resort industry in Region I, Philippines should be implemented not only for the

locals but also to the country’s economic growth.

CHAPTER III

METHODOLOGY

This chapter presents the methods the researcher utilized in the context of

their scientific study. These include the research design, the sources of data

specifically the locale where the study will be conducted and the sampling

design, and instrument for data collection. The validity concerns of the research

instrument and relevant aspects of instrumentation are also discussed here,

along with the procedures of how the data will be analyzed while upholding

research ethics.

Research Design

The researcher will employ quantitative descriptive research design to

attain the objectives of this research.

THE PHILIPPINE WOMEN’S UNIVERSITY 29

Cross sectional studies is use to examine associational but not

necessarily causal relationships between given factors or variables. This will

direct the data collection and analysis on the different groups or situations that

make up the study population and compare them in terms of the variables of

interest in the study. No intervention will be given to determine if changes will

occur. All data and information on both variables are that which exist at the time

of data collection. The cross-sectional design of investigation eliminates history

bias since data collection will be done once.

Sources of Data

Population Sampling

This study utilized the Hotel Managers to be the respondents of the study

such as who qualified the pre-determined criteria, thus, utilizing the purpose type

of non-probability sampling design. This is meant to optimize the number of

participants to increase the statistical power of analyses to be conducted. The

use of non-probability sampling population where the participants are to be

taken.

Furthermore, purposive sampling is the ideal non-probabilistic sampling

method in this study since it focuses in selecting participants who are

information-rich to achieve the purpose of the research project ( Calmorin

L.2016)
THE PHILIPPINE WOMEN’S UNIVERSITY 30

This strategy in effect assumes the use of study cases or participants who

meet some predetermined criterion or set of criteria to be sure that they are likely

to be information-rich. To meet this requirement, the researcher make a set of

inclusion-exclusion criteria for this purpose:

Inclusion Criteria

Prospective participants must possess all of the following to be considered

for recruitment as sources of data:

1. Hotels/Resorts Manager, male or female who are currently employed.

2. Willing to participate without coercion

The ideal sample size utilized in this study is 143 duty managers and or

human resource managers out of 163 total respondents using a formula to

compute the ideal sample to represent the whole population using 0.05 margin

error.

Research Instrument

Instrumentation and Data Collection

The researcher will adopt a questionnaire from Ivkov, Milan et.al (2019) in

a study Natural Disasters vs Hotel Industry Resilience: An Exploratory Study

Among Hotel Managers in Europe and was modified by the researcher as the

main instrument in gathering data.

The content of the questionnaire is divided into three parts. Part IA

consists of the demographic profile of the respondents as to Age, Sex, Highest

Educational attainment, Number of Trainings attended and Years in Service. Part

1B is the hotel and Resorts’ profile that includes location, star ratings and year
THE PHILIPPINE WOMEN’S UNIVERSITY 31

established. Part II consist of the disaster resilience intervention of hotels and

resorts in Region 1 and Part III consist of the factors affecting resilience in hotels

and resorts.

Research Procedures

1. The researcher will secure permission from the Dean of Graduate School

to conduct the study on the Disaster Resilience Intervention of Hotels and

Resorts in Region 1.

2. A formal written permission will be obtained from the concerned.

3. The researcher will ask the cooperation and permission of the

respondents to participate in the study. The questionnaires will be sent

thru email or other online platforms. The researcher will utilized google

form, explained to the respondents thoroughly to assure full understanding

of the questions.

4. Data collected will be tallied, tabulated and collated and subjected for data

analysis using for Part 1A&1B, Percentage, Part 2 Weighted mean, Part III

Pearson’s r.

Validity of the Research Instrument

The researcher-made survey questionnaire will be subjected to content

validation. For validation, five experts in the field of research will be asked to

assess the relevance of the items in the researcher-developed instrument in

terms of content. Content validity is made to ensure that they will be able to

measure what they are supposed to measure. This aspect of validity of the
THE PHILIPPINE WOMEN’S UNIVERSITY 32

research instrument is determine by seeking the assistance of the following five

experts (academe, environmentalist, duty manager, DOT representative from

Region 1 and a Philippine Redcross volunteer from Pangasinan Chapter.

Suggestions in the structure in the questionnaire such as changes in the opinion

if items and alteration in questions will be incorporated before it will be finalized.

Ethical Considerations

Ethical considerations in this study included informed consent and

voluntary participation, anonymity, confidentiality, respect and dignity and

protection of the right to withdraw at any stage of the study. Their participation in

the research is voluntary. They are free to withdraw their consent and to

discontinue participation at any time.

The following principles will be observed throughout the course of this study.

Non-maleficence. This study will not cause harm to the respondents in

particular and to people in general. The study does not carry in itself actions and

behaviors that pose threat to the health, welfare and being of the respondents.

Benevolence. This study is intended to make a positive contribution

towards the welfare of the hotels and resorts staffs, guests and visitors

Respect for autonomy. This study respects and protects the rights and

dignity of its respondents. The consent process ensures that individuals are

voluntarily participating in the research with full knowledge of the study’s

purpose, their scope of participation, relevant risks and benefit. Non-participation

of respondents in this study will be highly respected by the researcher.

THE PHILIPPINE WOMEN’S UNIVERSITY 33

Justice. This principle refers to the fair selection of respondents. This

concept is demonstrated when research objectives and not membership in either

a privileged or vulnerable population determine which members of communities

should meet inclusion criteria to participate in this study in order to most equitably

share its risks and benefits.

Respect for anonymity, confidentiality and privacy. Respondents.’

confidentiality and privacy will be observed throughout this study. The identity of

the respondents will not be disclosed. Data handling and storage will be strongly

protected.

Acknowledgement of others’ works and ideas. The researcher recognizes

each work and concept that has contributed to this study through proper citation.

Tools for Data Analysis

Descriptive statistics will be computed to determine the frequency and

percentage of the profile of the respondents and hotel/resorts.

P= f/n x 100

Where:

P = percentage of the participants

f = frequency of the participants

n = total number of the population

To answer the question on the evaluation of resilience intervention and

factors affecting resilience,

THE PHILIPPINE WOMEN’S UNIVERSITY 34

The formula will be:

❑
∑ ❑ fx
WM= ❑
N!
Where:

WM = weighted mean
❑
∑
❑
❑ fx = summation of frequency

N = total number of population

Pearson Product Moment Correlation will be used to determine the significant

relationship between the demographic profile of the respondents, hotels and resorts

profile and evaluation and factors that may affect resilience intervention.

The formula is as follows:

N ∑ XY −(∑ X )(∑ Y )
Rxy =
√¿ ¿ ¿

Where;

N- no. of respondents

∑X- no. of all values of variable set X

∑Y- sum of all values of variable set Y

∑XY- summation of all products of X and Y

∑ X 2 - square of the values of X

∑Y 2- square of the value of Y

THE PHILIPPINE WOMEN’S UNIVERSITY 35

All statistical analyses requirements of the study were performed using

statistical software. Significant findings are those to be found with p values equal

to, or lower than, the significance level at .05.

Chapter 4

PRESENTATION, INTERPRETATION AND ANALYSIS OF DATA

This chapter present, analyzes and interpret the data obtained from different

hotels and resorts Managers situated in Region 1 using the google forms. The

analysis and interpretation of results which followed the sequence of the problem

stated in chapter one.

Table 1. Demographic Profile of the Respondents

N= 76

Freq %
Age 25-30 35 46.1
31-35 18 23.7
THE PHILIPPINE WOMEN’S UNIVERSITY 36

36-40 22 28.9
41 AND ABOVE 1 1.3
Gender MALE 28 36.8
FEMALE 48 63.2
Highest BACHELOR 52 68.4
Educational MASTER 20 26.3
Attainment DOCTORAL 4 5.3
Number of 1-3 39 51.3
Trainings 4-6 19 25.0
MORE THAN 6 18 23.7
Position DUTY MANGER 60 78.9
HR MANAGER 16 21.1
Years of service 1-5 YRS 47 61.8
6-10 YRS 17 22.4
MORE THAN 10 YRS 12 15.8

It can be gleaned on Table 1 that majority of the respondents aged 25-30 years

old (35, 46.1%), while 22 of them (28.9%) are aged 36-40 years old. Further,

other respondents belong to the age group of 31-35 years old (18, 23.7%) and 1

respondent with age of 41 years old and above. In terms of gender, most of them

are female (48, 63.2%) whereas the rest are male (28, 36.8%). Along highest

educational attainment, majority are bachelor degree holder (52, 68.4%), while

20 of them (26.3%) have obtained their master’s degree and 4 or 5.3% of the

respondents have doctoral degree. With regards to number of trainings, most of

the respondents have 1-3 (39, 51.3%) followed by 4-6 trainings (18, 25%) and

more than 6 trainings (18, 23.7%). In terms of position, 60 or 78.9% are duty

managers and 16 or 21.1% are HR managers. Lastly, as to years of service,

most of them have 1-5 years in service (47, 61.8%) followed by 6-10 years (17,

22.4%) and more than 10 years (12, 15.8%)

Table 2. Demographic Profile of Hotels and Resorts

THE PHILIPPINE WOMEN’S UNIVERSITY 37

Freq %
Location PANGASINAN 43 56.6
LU 15 19.7
ILOCOS SUR 18 23.7
Star Ratings 1 6 7.9
2 7 9.2
3 49 64.5
4 14 18.4
Year Established <5 YRS 25 32.9
5-10 YRS 32 42.1
11-15 YRS 8 10.5
16-20 YRS AND MORE 11 14.5

Table 2 shows the demographic profile of hotels and resorts in which majority of

the hotels are located in Pangasinan (43, 56.6%), while hotels located in Ilocos

Sur has18 or 23.7% and La Union with 15 or 19.7%. Along the star ratings, most

of the hotels have 3-star rating (49, 64.5%) and 32 or 42.1% of hotels are

established from 5-10 years.

Table 3. Economic Capital Predictors

WEIGHTED MEAN DE
1. Hotel has comprehensive multi-hazard 4.75 SA
insurance coverage
2. Disaster management expense is 4.67 SA
significant part of the hotel management.
3. Hotel has diverse customer/base 4.21 SA
markets.
4. hotel marketing is aimed at 4.47 SA
strengthening a diverse customer base.
5. New opportunities for profit streams are 4.79 SA
constantly being sought.
6. I am fulfilled with profitability in the last 4.88 SA
year
7. I believe that financial reserves held by 4.59 SA
organization are sufficient.
Average Weighted Mean 4.61 SA
THE PHILIPPINE WOMEN’S UNIVERSITY 38

Legend: 5.00-4.21 -Strongly Agree; 4.20- 3.41- Agree; 3.40-2.61- Moderately Agree; 2.60-1.81
Sometimes Agree; 1.80-1.00 Never Agree
DE – Descriptive Evaluation; WM = Weighted Mean; AWM = Average Weighted Mean

Table 3 presents the economic capital predictors which revealed that

overall the respondents strongly agree on all the indicators with an average

weighted mean of 4.61

Moreover, respondents strongly agree on the indicators I am fulfilled with

profitability in the last year (WM=4.88), new opportunities for profit streams are

constantly being sought (WM=4.79) and hotel has comprehensive multi-hazard

insurance coverage (WM=4.75). Among the 7 indicators in the economic capital

predictors, hotel has diverse customer/base market has obtained the lowest

weighted mean of 4.21

Table 4. Organizational Capital Predictors

WEIGTHED MEAN DE
1.Hotel takes a team approach to planning 4.80 SA
2.Ideas and input are valued by hotel 4.79 SA
leadership
3.Having well informed employees through 4.70 SA
media and networks is encouraged in this
organization
4.In my capacity as manager, I work to 4.88 SA
build relationships with other organizations
that may be needed in disaster
5.People in this organization are committed 4.64 SA
to problem solving
6.Hotel leaders take thoughtful actions to 4.72 SA
resolve problems
7.Emergency contact numbers of public 4.79 SA
authorities, nearest hospitals or medical
THE PHILIPPINE WOMEN’S UNIVERSITY 39

center and the NDRRMC, AFP.

Average Weighted Mean 4.75 SA
Legend: 5.00-4.21 -Strongly Agree; 4.20- 3.41- Agree; 3.40-2.61- Moderately Agree; 2.60-
1.81 Sometimes Agree; 1.80-1.00 Never Agree
DE – Descriptive Evaluation; WM = Weighted Mean; AWM = Average Weighted
Mean

As seen on Table 4 along organizational capital predictors wherein

majority of the respondents strongly agree In my capacity as manager, I work to

build relationships with other organizations that may be needed in disaster

(WM=4.88); Hotel takes a team approach to planning(WM=4.80); Emergency

contact numbers of public authorities, nearest hospitals or medical center and the

NDRRMC, AFP (WM=4.79); Ideas and input are valued by hotel leadership

(WM=4.79); Hotel leaders take thoughtful actions to resolve problems

(WM=4.72); Hotel leaders take thoughtful actions to resolve problems

(WM=4.72); Having well informed employees through media and networks is

encouraged in this organization (WM=4.70); People in this organization are

committed to problem solving (WM=4.64). In general, respondents have strongly

agreed (AWM=4.76) on the organizational capital predictors in the evaluation of

disaster resilience intervention.

Table 5. Human Capital Predictors

WEIGTHED MEAN DE
1.If key organizational people are 4.74 SA
unavailable there are always others who
can fill their roles
2.All employees participate in planning for 4.30 SA
disaster response
3.All employees participate regularly in 4.45 SA
disaster response exercises
4.Employees are available to work 4.70 SA
THE PHILIPPINE WOMEN’S UNIVERSITY 40

immediately following a disaster

5.Employees are located/live close enough 4.86 SA
to walk to hotel if necessary, following a
disaster
6.Employees are skilled to provide 4.62 SA
adequate care for guests in a disaster
7.Guests are provided regularly with 4.80 SA
information about lifesaving emergency
procedures
8.Hotel has all manual procedures in place 4.80 SA
for critical systems
9.First Aid training gives employees skills 4.72 SA
necessary to act promptly in a disaster
10.Hotel managers proactively monitor the 4.75 SA
industry to have an early warning of
emerging potential problems
11.Hotel managers proactively monitor 4.63 SA
natural hazard related
announcements/reports to have an early
warning of emerging potential problems
Average Weighted Mean 4.23 SA
Legend: 5.00-4.21 -Strongly Agree; 4.20- 3.41- Agree; 3.40-2.61- Moderately Agree; 2.60-
1.81 Sometimes Agree; 1.80-1.00 Never Agree
DE – Descriptive Evaluation; WM = Weighted Mean; AWM = Average Weighted
Mean

It can be observed on Table 5 that over all, the respondents strongly

agree along human capital predictors (AWM= 4.23) in the evaluation of disaster

resilience intervention. The following indicators have obtained the highest

weighted mean: Employees are located/live close enough to walk to hotel if

necessary, following a disaster (WM=4.86); Guests are provided regularly with

information about lifesaving emergency procedures (WM=4.80); Hotel has all

manual procedures in place for critical systems (4.80). Among the indicators

mentioned, the indicator on All employees participated in planning for disaster

response have obtained the lowest weighted mean of 4.30

TABLE 6. Physical Capital Predictors

THE PHILIPPINE WOMEN’S UNIVERSITY 41

WEIGHTED MEAN DE
1.Equipment and resources for natural 4.79 SA
disaster response are ready for immediate
deployment
2.Evacuation plans are clear, easy to follow 4.86 SA
and in place at the hotel
3.Sufficient back-up power generation 4.99 SA
capabilities available at the hotel.
4.Sufficient water and food supplies for 4.82 SA
emergency use are available at the hotel.
5.Hotel is in compliance with local building 4.71 SA
codes
6.All critical organizational data is backed 4.84 SA
up and/or printed regularly.
7.Critical systems have sufficient 4.74 SA
redundancies to get us back to business
fast.
Average Weighted Mean 4.82 SA
Legend: 5.00-4.21 -Strongly Agree; 4.20- 3.41- Agree; 3.40-2.61- Moderately Agree; 2.60-
1.81 Sometimes Agree; 1.80-1.00 Never Agree
DE – Descriptive Evaluation; WM = Weighted Mean; AWM = Average Weighted
Mean

Table 6 presents the physical capital predictors which showed that all of

the respondents strongly agree on all indicators with an average weighted mean

of 4.82.

As gleaned on the table, the following indicators about sufficient back-up

power generation capabilities available at the hotel (WM=4.99) obtained the

highest weighted mean. Other indicators such as Evacuation plans are clear,

easy to follow and in place at the hotel (WM=4.86); All critical organizational data

is backed up and/or printed regularly (WM=4.84); Sufficient water and food

supplies for emergency use are available at the hotel (WM=4.82). Equipment and

resources for natural disaster response are ready for immediate deployment

(WM=4.79); Critical systems have sufficient redundancies to get us back to

THE PHILIPPINE WOMEN’S UNIVERSITY 42

business fast (WM=4.74); and Hotel is in compliance with local building codes

(WM=4.71) have obtained descriptive evaluation of strongly agree. This suggests

that majority of the respondents are completely in favor of all the indicators in the

evaluation of disaster resilience intervention.

TABLE 7. Natural Capital Predictors

WEIGHTED MEAN DE
1.Hotel location is exposed to natural 4.87 SA
hazard risk
2.Staff and guests can quickly evacuate 4.22 SA
from the hotel to a safe location if needed
3.This hotel participates in protection of 4.59 SA
eco-system regularly
4.The impact of our business on the local 4.54 SA
(natural) environment is an important part
of hotel policies
Average Weighted Mean 4.56 SA
Legend: 5.00-4.21 -Strongly Agree; 4.20- 3.41- Agree; 3.40-2.61- Moderately Agree; 2.60-1.81
Sometimes Agree; 1.80-1.00 Never Agree
DE – Descriptive Evaluation; WM = Weighted Mean; AWM = Average Weighted Mean

Table 7 presents the natural capital predictors which shows that the

respondents strongly agree as to the following indicators: Hotel location is

exposed to natural hazard risk (WM=4.87); This hotel participates in protection of

eco-system regularly (WM=4.59); The impact of our business on the local

(natural) environment is an important part of hotel policies (WM=4.54); and Staff

and guests can quickly evacuate from the hotel to a safe location if needed

(WM=4.22).

Overall, most of the respondents strongly agree on natural capital

predictors in the evaluation of disaster resilience intervention with an average

weighted mean of 4.56

THE PHILIPPINE WOMEN’S UNIVERSITY 43

TABLE 8: Factors Affecting Disaster Resilience Intervention

WEIGHTED MEAN DE
1. Insufficient of training of hotel/resort staff 4.74 A
on disaster resilience.
2.Unorganized cross-functional team that 2.93 SM
can rapidly respond during natural
disasters, safety processes and protocols
3.Hotel administrators should be proactive 3.05 SM
in planning and adapting to certain
situations
4. No direct communication of who is in- 4.11 O
charge in laying out a chain of command
and actionable steps
5. Inadequate number of emergency 2.91 SM
supplies like back up radios, flashlights,
batteries, food, water, generators, and
other easily reachable supplies.
6. Limited number of easy-to-read steps for 2.99 SM
each type of natural disaster in common
areas.
7. Lack of regulations and incentives for 2.63 SM
private disaster risk reduction investment.
8. Limited availability of technology. 2.63 SM
9. Financial capacity of hotels/resort in 3.20 SM
response to natural disasters (pandemic,
etc.)
Average Weighted Mean 3.24 SM
Legend: 5.00-4.21 Always; 4.20- 3.41 Often; 3.40-2.61 Sometimes; 2.60-1.81 Seldom; 1.80-1.00
Never
DE – Descriptive Evaluation; WM = Weighted Mean; AWM = Average Weighted Mean

As gleaned on Table 8 wherein an average weighted mean of 3.24 with a

descriptive evaluation of sometimes was obtained which means that majority of

the respondents evaluated that the factors may affect the disaster resilience

intervention.

The factor on Insufficient of training of hotel/resort staff on disaster

resilience (WM=4.74) always affect the disaster resilience intervention as viewed

THE PHILIPPINE WOMEN’S UNIVERSITY 44

by the respondents. Furthermore, the factor on No direct communication of who

is in-charge in laying out a chain of command and actionable steps often affects

the evaluation of disaster resilience intervention.

In addition, the following factors are viewed sometimes affecting the

disaster resilience intervention: Financial capacity of hotels/resort in response to

natural disasters like pandemic, etc. (WM=3.20); Hotel administrators should be

proactive in planning and adapting to certain situations (WM=3.05); Limited

number of easy-to-read steps for each type of natural disaster in common areas

(WM=2.99); Unorganized cross-functional team that can rapidly respond during

natural disasters, safety processes and protocols (WM=2.93); Inadequate

number of emergency supplies like back up radios, flashlights, batteries, food,

water, generators, and other easily reachable supplies (WM=2.91); Lack of

regulations and incentives for private disaster risk reduction investment and

Limited availability of technology (WM=2.63)

Table 9A. Relationship of Economic Capital Predictors to Demographic

Profile of the Respondents
Economic Capital Age Gender Highest No. of Position Years of
Predictors Educ. Trainings Service
Attainme
nt
1. Hotel has Pearson 0.049 -0.189 -0.052 -0.127 .256* 0.180
comprehensive multi- Correlation
hazard insurance Sig.(2-tailed) 0.672 0.102 0.654 0.276 0.026 0.120
coverage
2. Disaster management Pearson -0.161 -0.128 0.010 0.023 0.108 0.199
expense is significant part Correlation
of the hotel management. Sig.(2-tailed) 0.166 0.269 0.931 0.845 0.352 0.085
3. Hotel has diverse Pearson 0.129 -.298 **
-.237 *
0.057 -0.011 0.016
customer/base markets. Correlation
Sig.(2-tailed) 0.267 0.009 0.039 0.622 0.924 0.894
4. hotel marketing is Pearson -0.222 -.238* -0.181 -0.024 0.189 0.155
THE PHILIPPINE WOMEN’S UNIVERSITY 45

aimed at strengthening a Correlation

diverse customer base. Sig.(2-tailed) 0.054 0.039 0.118 0.836 0.102 0.182

5. New opportunities for Pearson 0.062 -.304** -0.109 .320** -.358** 0.021
profit streams are Correlation
constantly being sought. Sig.(2-tailed) 0.597 0.008 0.350 0.005 0.001 0.859

6. I am fulfilled with Pearson 0.080 -.280* -.258* 0.222 .247* .365**

profitability in the last year Correlation
Sig.(2-tailed) 0.491 0.014 0.024 0.054 0.032 0.001
7. I believe that financial Pearson -.282* .294** .386** .298** -.367** 0.027
reserves held by Correlation
organization are sufficient. Sig.(2-tailed) 0.014 0.010 0.001 0.009 0.001 0.816

Table 9A presents the correlation analysis between the demographic profiles of the

respondents and economic capital predictors using Pearson R. Data analyses revealed

that demographic profile position is significantly correlated to the indicator hotel has

comprehensive multi-hazard insurance coverage (r= .256*, p <0.05) which implies that

duty managers have perceived the said indicator on economic capital predictors in the

evaluation of disaster resilience intervention as compared to HR Managers.

In addition, a significant relationship exists between gender (r= -.298**, p <0.05) and

highest educational attainment (r= -.237*, p <0.05) to indicator hotel has diverse

customer/base markets which implies that females and bachelor’s degree have similar

insights on the indicator mentioned as economic capital predictors in the evaluation of

disaster resilience intervention.

The indicator hotel marketing is aimed at strengthening a diverse customer base has

a significant relationship on the demographic profile gender which indicates that females

have agreed that this indicator under economic capital predictors can be used in the

evaluation of disaster resilience intervention.

THE PHILIPPINE WOMEN’S UNIVERSITY 46

Moreover, there is a significant relationship occurs between gender (r= -.304**, p

<0.05), number of trainings (r= .320**, p <0.05) and position (r= -.358**, p <0.05) on the

indicator new opportunities for profit streams are constantly being sought which means

that females, duty managers with 1-3 trainings have perceived this indicator under the

economic capital predictors in the evaluation of disaster resilience intervention.

The demographic profiles of the respondents as to gender (r= -.280*, p <0.05),

highest educational attainment (r= -.258*, p <0.05), position (r= -.247*, p <0.05), and

years of service (r= -.365**, p <0.05) has a significant relationship in the indicator I am

fulfilled with profitability in the last year which means that females, with bachelor’s

degree, duty managers and with 1-5 years have perceived this indicator of economic

capital predictors in the evaluation of disaster resilience intervention.

In addition, the indicator I believed that financial reserves held by organization are

sufficient has a significant relationship on the following demographic profiles, age (r=

-.282*, p <0.05), gender (r= .294**, p <0.05), highest educational attainment (r= .386**,

p <0.05), number of trainings (r= .298**, p <0.05), and position (r= -.367**, p <0.05)

which indicates that ages 25-30 years old, females, bachelor’s degree, with 1-3

trainings and are duty managers have perceived the said indicator on the aspect of

economic capital predictor in the evaluation of disaster resilience intervention.

Location Star Rating Year

Economic Capital Predictors Established
Pearson 0.100 .228* 0.068
1. Hotel has comprehensive multi- Correlation
hazard insurance coverage Sig.(2-tailed) 0.389 0.048 0.559

2. Disaster management expense is Pearson -0.075 0.050 0.157

significant part of the hotel Correlation
management. Sig.(2-tailed) 0.521 0.671 0.175
THE PHILIPPINE WOMEN’S UNIVERSITY 47

Pearson -0.001 -0.138 0.205

3. Hotel has diverse customer/base
Correlation
markets. Sig.(2-tailed) 0.995 0.233 0.076
Pearson -0.220 -0.095 0.212
4. hotel marketing is aimed at Correlation
strengthening a diverse customer base. Sig.(2-tailed) 0.057 0.416 0.067
Pearson 0.170 -0.080 .270*
5. New opportunities for profit streams Correlation
are constantly being sought. Sig.(2-tailed) 0.141 0.491 0.018

Pearson .295 **
-0.031 .389**
6. I am fulfilled with profitability in the
Correlation
last year Sig.(2-tailed) 0.010 0.787 0.001
Pearson -0.057 .364** -0.106
7. I believe that financial reserves held Correlation
by organization are sufficient. Sig.(2-tailed) 0.626 0.001 0.360

Table 9B. Relationship of Economic Capital Predictors to Demographic

Profile of Hotels and Resorts

Table 9B presents the correlation analysis between the demographic profiles of

hotels and resorts and economic capital predictors using Pearson R. It can be

gleaned on the table that the star rating (r= .228*, p <0.05) has significant

relationship on the indicator Hotel has comprehensive multi-hazard insurance

coverage which implies that 3-star hotels/resorts that the said indicator under

economic capital predictors can be used in the evaluation of the disaster

resilience intervention.

Further, the year established (r= .270*, p <0.05) has significant relationship on

the indicator new opportunities for profit streams are constantly being sought

which means that hotels/resorts which are established within 5-10 years have

perceived that economic capital predictors in the evaluation of disaster resilience

intervention.
THE PHILIPPINE WOMEN’S UNIVERSITY 48

The demographic profile location (r= .295**, p <0.05) and year established

(r= .389**, p <0.05) have significant relationship on the indicator I am fulfilled with

profitability in the last which means that those hotels in Pangasinan with 3-5

years of establishment perceived the indicator mentioned under economic capital

predictors in the evaluation of disaster resilience intervention. In addition, the star

rating (r= .364**, p <0.05) has significant relationship along the indicator I believe

that financial reserves held by organization are sufficient which means that those

hotels with 3-star ratings have perceived the indicator in the economic capital

predictors in the evaluation of disaster resilience intervention

Table 10 A. Relationship of Organizational Capital Predictors to

Demographic Profile of the Respondents

Age Gender Highest No. of Position Years of

Organizational
Educ. Trainings Service
Capital Predictors
Attainment
1.Hotel takes a team Pearson 0.108 -.379** 0.087 -0.127 .256* 0.180
approach to Correlation
planning Sig.(2-tailed) 0.351 0.001 0.456 0.276 0.026 0.120
2.Ideas and input Pearson -0.144 0.208 -0.117 0.023 0.108 0.199
are valued by hotel Correlation
leadership Sig.(2-tailed) 0.216 0.072 0.315 0.845 0.352 0.085
3.Having well Pearson .310 **
-0.028 -0.075 0.057 -0.011 0.016
informed employees Correlation
through media and Sig.(2-tailed) 0.006 0.809 0.519 0.622 0.924 0.894
networks is
encouraged in this
organization
4.In my capacity as Pearson 0.168 -.280* -0.188 -0.024 0.189 0.155
manager, I work to Correlation
build relationships Sig.(2-tailed) 0.146 0.014 0.104 0.836 0.102 0.182
with other
organizations that
THE PHILIPPINE WOMEN’S UNIVERSITY 49

may be needed in
5.People in this Pearson 0.192 .231* 0.045 .320** -.358** 0.021
organization are Correlation
committed to Sig.(2-tailed) 0.096 0.045 0.701 0.005 0.001 0.859
problem solving
6.Hotel leaders take Pearson -0.120 -.228* .392** 0.222 .247* .365**
thoughtful actions to Correlation
resolve problems Sig.(2-tailed) 0.302 0.048 0.000 0.054 0.032 0.001
7.Emergency Pearson -0.004 0.208 .327** .298** -.367** 0.027
contact numbers of Correlation
public authorities, Sig.(2-tailed) 0.975 0.072 0.004 0.009 0.001 0.816
nearest hospitals or
medical center and
the NDRRMC, AFP.

It can be gleaned on Table10A that gender (r= -.379**, p <0.05) and

position (r= .256*, p <0.05) has a significant relationship on the indicator hotel

takes a team approach to planning which indicates that female and duty

managers perceives this indicator under organizational capital predictors in

evaluating disaster resilience intervention. Age (r=.310**, p <0.05) has significant

relationship on the indicator having a well-informed employee through media and

networks is encouraged in this organization which means that those 25-30 years

old perceived this indicator in the organizational capital predictors on the

evaluation of disaster resilience intervention as compared to the other age group.

In addition, gender (r= -.280*, p <0.05) is also having a significant relationship on

the indicator In my capacity as manager, I work to build relationships with other

organizations that may be needed in disaster, which implies that females agreed

to the said indicator in the organizational capital predictors in the evaluation of

disaster resilience intervention.

THE PHILIPPINE WOMEN’S UNIVERSITY 50

Moreover, number of trainings (r=.320**, p <0.05) and position (r= -.358**, p

<0.05) are significant relationship in the indicator People in this organization are

committed to problem solving which means that those respondents with 1-3

trainings and are duty managers have perceived the said indicator under

organizational capital predictors in the evaluation of disaster resilience

intervention.

It can also be noted that gender (r=-.228**, p <0.05), highest educational

attainment (r=.320**, p <0.05), position (r=.247*, p <0.05), and years of service

(r=.365**, p <0.05) have significant relationship on the indicator Hotel leaders

take thoughtful actions to resolve problems which means that females with

bachelor’s degree, duty managers and with 1-5 yeas in service agreed that the

said indicator under organizational capital predictors is used in the evaluation of

disaster resilience intervention.

Highest educational attainment (r=.327**, p <0.05), number of training (r=.298**,

p <0.05), and position (r=-.367**, p <0.05) has a significant relationship on the

indicator Emergency contact numbers of public authorities, nearest hospitals or

medical center and the NDRRMC, AFP which implies that respondents with

bachelor’s degree, have 1-3 number of trainings and who are duty managers

have agreed to the said indicator under the organizational capital predictors in

the

evaluation of disaster resilience intervention.

Organizational Capital Predictors Location Star Rating Year

Established
THE PHILIPPINE WOMEN’S UNIVERSITY 51

Pearson -0.196 0.087 0.131

1.Hotel takes a team approach to planning Correlation
Sig.(2-tailed) 0.090 0.456 0.259

Pearson -0.049 -.339** -0.063

2.Ideas and input are valued by hotel Correlation
leadership Sig.(2-tailed) 0.675 0.003 0.591
3.Having well informed employees through Pearson 0.118 -0.169 -0.042
media and networks is encouraged in this Correlation
organization Sig.(2-tailed) 0.310 0.145 0.716
4.In my capacity as manager, I work to Pearson 0.002 0.128 .267*
build relationships with other organizations Correlation
that may be needed in disaster Sig.(2-tailed) 0.987 0.271 0.020
Pearson .235 *
0.116 -0.225
5.People in this organization are committed Correlation
to problem solving Sig.(2-tailed) 0.041 0.320 0.051

Pearson -.526 **
0.100 -0.165
6.Hotel leaders take thoughtful actions to
Correlation
resolve problems
Sig.(2-tailed) 0.000 0.388 0.155
7.Emergency contact numbers of public Pearson -0.049 -0.129 -0.127
authorities, nearest hospitals or medical Correlation
center and the NDRRMC, AFP. Sig.(2-tailed) 0.675 0.269 0.275

Table 10B. Relationship of Organizational Capital Predictors to

Demographic Profile of Hotels and Resorts

Table 10B presents the relationship of the Organizational Capital Predictors to

demographic profiles of hotels/resorts. It can be gleaned on the table that the star

rating (r= -.339**, p <0.05) has significant relationship in the indicator ideas and

inputs are valued by hotel leadership; years established (r=.267**, p <0.05) has

significant relationship in the indicator in my capacity as manager, I work to build

relationship with other organizations that may be needed in disaster; location

(r=.235*, p <0.05), (r= -.526**, p <0.05) has a significant relationship in the

following indicators, people in this organization are committed to problem-solving

and hotel leaders take thoughtful actions to resolve problems. This means that

hotels with 3-star rating, 5-10 years established and located in Pangasinan
THE PHILIPPINE WOMEN’S UNIVERSITY 52

agreed that those indicators mentioned under the organizational capital

predictors in evaluating the disaster resilience intervention.

Human Capital Predictors Age Gender Highest No. of Position Years of

Educ. Trainings Service
Attainment
1.If key organizational people Pearson -.312** 0.039 .276* .236* 0.015 0.191
are unavailable there are Correlation
always others who can fill their Sig.(2-tailed) 0.006 0.737 0.016 0.040 0.895 0.099
roles
Pearson 0.087 -.236* -0.057 -0.140 0.201 0.028
2.All employees participate in Correlation
planning for disaster response Sig.(2-tailed) 0.454 0.040 0.626 0.226 0.081 0.809
3.All employees participate Pearson .240 *
-.431 **
-.452**
-.419 **
.292 *
-0.096
regularly in disaster response Correlation
exercises Sig.(2-tailed) 0.037 0.000 0.000 0.000 0.011 0.411
4.Employees are available to Pearson .558** 0.031 -.272* -0.187 -0.152 -.556**
work immediately following a Correlation
disaster Sig.(2-tailed) 0.000 0.789 0.017 0.106 0.191 0.000

5.Employees are located/live Pearson 0.103 -0.159 0.196 -0.047 0.212 .295**
close enough to walk to hotel if Correlation
necessary, following a disaster Sig.(2-tailed) 0.374 0.170 0.089 0.685 0.065 0.010
6.Employees are skilled to Pearson 0.211 -0.095 -0.108 -0.165 0.140 -.229*
provide adequate care for Correlation
guests in a disaster Sig.(2-tailed) 0.067 0.416 0.354 0.153 0.228 0.046
7.Guests are provided Pearson -0.214 -0.036 -.368** -0.207 0.013 0.136
regularly with information Correlation
about lifesaving emergency Sig.(2-tailed) 0.063 0.757 0.001 0.072 0.913 0.241
procedures
8.Hotel has all manual Pearson 0.037 -0.173 -.596** -.489** 0.175 -.392**
procedures in place for critical Correlation
systems Sig.(2-tailed) 0.752 0.135 0.000 0.000 0.131 0.000
9.First Aid training gives Pearson -.567 **
.260*
-0.165 -0.065 -0.114 0.052
employees skills necessary to Correlation
act promptly in a disaster Sig.(2-tailed) 0.000 0.023 0.154 0.579 0.327 0.655
10.Hotel managers proactively Pearson 0.148 .252* -0.052 0.213 -0.149 0.010
monitor the industry to have an Correlation
early warning of emerging Sig.(2-tailed) 0.201 0.028 0.654 0.065 0.199 0.931
potential problems
11.Hotel managers proactively Pearson 0.009 .548** .390** .607** -.275* 0.076
monitor natural hazard related Correlation
announcements/reports to
have an early warning of Sig.(2-tailed) 0.936 0.000 0.000 0.000 0.016 0.512
emerging potential problems
Table 11 A. Relationship of Human Capital Predictors to Demographic
Profile of the Respondents
THE PHILIPPINE WOMEN’S UNIVERSITY 53

Table 11A presents the correlation analysis between the demographic profiles of the

respondents and human capital predictors using Pearson R. Data analyses revealed

that demographic profile age (r= -.312**, p <0.05), highest educational attainment

(r=.276*, p <0.05), and number of trainings (r=.236*, p <0.05) have significant

relationship in the indicator If key organizational people are unavailable there are

always others who can fill their roles which implies that ages 25-30 years old, bachelor’s

degree and with 1-3 trainings have agreed on the said indicator under human capital

predictors in the evaluation of disaster resilience intervention.

Further, age (r=.240*, p <0.05), gender (r= -.431**, p <0.05), highest educational

attainment (r= -.452**, p <0.05), number of trainings (r=.292*, p <0.05) have significant

relationship in the indicator All employees participate regularly in disaster response

exercises which indicates that ages 25-30 years old, females who are bachelor’s degree

with 1-3 number of trainings agreed with the same indicator on human capital predictors

in the evaluation of the disaster resilience intervention.

Age (r= -.236*, p <0.05) has significant relationship on the indicator All employees

participate in planning for disaster response indicating that females perceived this

indicator under human capital predictors in the evaluation of disaster resilience

intervention than males.

Other demographic profiles such as age (r=.558**, p <0.05), highest educational

attainment (r= -.272*, p <0.05), and position (r= -556**, p <0.05) in the indicator

Employees are available to work immediately following a disaster that indicates that 25-
THE PHILIPPINE WOMEN’S UNIVERSITY 54

30 years old, bachelor’s degree and duty managers have the same perception on the

said indicator under the human capital predictors.

In addition, the demographic profile position, (r=.295**, p <0.05); (r= -.229*, p <0.05)

has a significant relationship on the following indicators: Employees are located/live

close enough to walk to hotel if necessary, following a disaster and Employees are

skilled to provide adequate care for guests in a disaster which means that duty

managers have similar observation in the said indicator under human capital predictors.

The demographic profile highest educational attainment (r= -.368**, p <0.05) has

significant relationship in the indicator Guests are provided regularly with information

about lifesaving emergency procedures which means that bachelor’s degree perceived

this indicator under the human capital predictors in the evaluation of disaster resilience

intervention as compared to master and doctorate degrees.

Highest educational attainment (r= -.596**, p <0.05), number of trainings (r= -.489**, p

<0.05), and years of service (r= -.392**, p <0.05) have a significant relationship in the

indicator Hotel has all manual procedures in place for critical systems which means that

respondents with bachelor’s degree, with 1-3 number of trainings and 1-5 years in

service have perceived that this indicator of human capital predictors can be used in

evaluating disaster resilience intervention.

Further, age (r= -.567**, p <0.05) and gender (r=.260*, p <0.05) have significant

relationship on the indicator First Aid training gives employees skills necessary to act

promptly in a disaster. This implies that 25-30 years old and who are female have

similar perception on the said indicator on human capital predictors. The demographic

profile gender (r= .252*, p <0.05) has a significant relationship on the indicator Hotel
THE PHILIPPINE WOMEN’S UNIVERSITY 55

managers proactively monitor the industry to have an early warning of emerging

potential problems which points out that females perceived this indicator on human

capital predictors as compared to males.

The following demographic profiles: gender (r=.548**, p <0.05), highest educational

attainment (r=.390**, p <0.05), number of trainings (r=.607**, p <0.05), and position (r=

-.275*, p <0.05) have significant relationship in the indicator on Hotel managers

proactively monitor natural hazard related announcements/reports to have an early

warning of emerging potential problems. This implies that females who are bachelor’s

degree, with 1-3 trainings and are duty managers have the same perception in the

indicator under human capital predictors.

Table 11B. Relationship of Human Capital Predictors to Demographic

Profile of Hotels and Resorts
Human Capital Predictors Location Star Rating Year
Established
Pearson -.415** -0.012 -0.139
1.If key organizational people are unavailable Correlation
there are always others who can fill their roles Sig.(2-tailed) 0.000 0.916 0.230

Pearson -0.071 0.078 0.060

2.All employees participate in planning for Correlation
disaster response
Sig.(2-tailed) 0.543 0.500 0.609
Pearson .245 *
-0.048 .425**
3.All employees participate regularly in disaster
Correlation
response exercises
Sig.(2-tailed) 0.033 0.678 0.000
Pearson 0.187 0.056 0.015
4.Employees are available to work immediately Correlation
following a disaster
Sig.(2-tailed) 0.106 0.634 0.900
Pearson -0.028 -0.035 -0.010
5.Employees are located/live close enough to Correlation
walk to hotel if necessary, following a disaster Sig.(2-tailed) 0.812 0.762 0.930

Pearson -0.180 -.279*

0.213
6.Employees are skilled to provide adequate
Correlation
care for guests in a disaster
Sig.(2-tailed) 0.120 0.015 0.064
Pearson .360** -0.043 .230*
7.Guests are provided regularly with information Correlation
about lifesaving emergency procedures Sig.(2-tailed) 0.001 0.715 0.046
THE PHILIPPINE WOMEN’S UNIVERSITY 56

Pearson .320** -0.129 .263*

8.Hotel has all manual procedures in place for
Correlation
critical systems
Sig.(2-tailed) 0.005 0.268 0.022
Pearson 0.144 -.283* -0.018
9.First Aid training gives employees skills
Correlation
necessary to act promptly in a disaster
Sig.(2-tailed) 0.213 0.013 0.877
10.Hotel managers proactively monitor the Pearson -0.046 -0.129 0.008
industry to have an early warning of emerging Correlation
potential problems Sig.(2-tailed) 0.696 0.267 0.948

11.Hotel managers proactively monitor natural Pearson -.301** -0.030 -.547**

hazard related announcements/reports to have Correlation
an early warning of emerging potential problems Sig.(2-tailed) 0.008 0.797 0.000

Table11B presents the correlation of the demographic profile and the human capital

predictors using Pearson R. The demographic profile of location (r= -.415**, p <0.05);

(r=.360**, p <0.05) have a significant relationship on the following indicators under

human capital predictors: If key organizational people are unavailable there are always

others who can fill their roles and Guests are provided regularly with information about

lifesaving emergency procedures which implies that hotels in Pangasinan perceived this

indicator in evaluating disaster resilience intervention as compared other hotels in

Region 1.

Moreover, the demographic profile of location (r=.245*, p <0.05), (r=.320*, p <0.05), (r=

-.301**, p <0.05) and year established (r=.425**, p <0.05), (r=.263*, p <0.05) (r= -.547**,

p <0.05) have significant relationship on the following indicators: All employees

participate regularly in disaster response exercises, Hotel has all manual procedures in

place for critical systems and Hotel managers proactively monitor natural hazard related

announcements/reports to have an early warning of emerging potential problems. This

implies that hotels in Pangasinan which are established within 5-10 years have

perceived the said indicators under human capital predictors in evaluating disaster

resilience intervention.
THE PHILIPPINE WOMEN’S UNIVERSITY 57

The demographic profile on star rating (r= -.283*, p <0.05) has a significant relationship

in the indicator First Aid training gives employees skills necessary to act promptly in a

disaster which means that those 3-star hotels perceived this indicator under human

capital predictors in the evaluation of disaster resilience intervention.

Physical Capital Predictors Age Gender Highest No. of Position Years of

Educ. Trainings Service
Attainment
1.Equipment and resources for Pearson -.423** .275* -0.061 0.101 -.367** 0.027
natural disaster response are Correlation
ready for immediate Sig.(2-tailed) 0.000 0.016 0.598 0.383 0.001 0.816
deployment
2.Evacuation plans are clear, Pearson .306** 0.073 -.383** -0.184 -.246* -.551**
easy to follow and in place at Correlation
the hotel Sig.(2-tailed) 0.007 0.528 0.001 0.111 0.032 0.000
3.Sufficient back-up power Pearson 0.109 -0.088 -.324 **
-0.180 0.060 -0.225
generation capabilities Correlation
available at the hotel. Sig.(2-tailed) 0.350 0.449 0.004 0.121 0.609 0.051
4.Sufficient water and food Pearson -.252* -0.081 0.184 0.171 0.079 .251*
supplies for emergency use Correlation
are available at the hotel. Sig.(2-tailed) 0.028 0.484 0.111 0.140 0.498 0.029
5.Hotel is in compliance with Pearson -0.091 0.054 -0.095 0.139 0.187 -0.121
local building codes Correlation
Sig.(2-tailed) 0.434 0.644 0.416 0.232 0.105 0.298
6.All critical organizational data Pearson -0.062 .567** .274* .382** -.839** -.265*
is backed up and/or printed Correlation
regularly. Sig.(2-tailed) 0.596 0.000 0.016 0.001 0.000 0.020
7.Critical systems have Pearson -0.150 0.225 .379** .236* -0.131 0.151
sufficient redundancies to get Correlation
us back to business fast. Sig.(2-tailed) 0.196 0.051 0.001 0.040 0.259 0.194

Table 12 A. Relationship of Physical Capital Predictors to Demographic

Profile of the Respondents

It can be gleaned on Table 12A that age has a significant relationship on equipment and

resources for natural disaster response are ready for immediate deployment (r= -.423**,

p <0.05); evacuation plans are clear, easy to follow and in place at the hotel (r=.306**, p

<0.05); sufficient water and food supplies for emergency use are available at the hotel

(r= -.252*, p <0.05). This means that respondents belonging to ages 25-30 years old
THE PHILIPPINE WOMEN’S UNIVERSITY 58

consider these indicators under physical capital predictors on the evaluation of disaster

resilience intervention.

Moreover, gender has a significant relationship on equipment and resources for natural

disaster response are ready for immediate deployment (r=.275*, p <0.05) and all critical

organizational data is backed up and/or printed regularly (r=.567**, p <0.05) which

implies that females consider these indicators of physical capital predictors in the

evaluation of disaster resilience intervention than males.

The profile on highest educational attainment has a significant relationship on the

following indicators: evacuation plans are clear, easy to follow and in place at the hotel

(r= -.383**, p <0.05), sufficient back-up power generation capabilities available at the

hotel (r= -.324**, p <0.05), and critical systems have sufficient redundancies to get us

back to business fast (r= -.379**, p <0.05). This suggest that those respondents with

bachelors’ degree perceived these

indicators of physical capital predictors in the evaluation of disaster resilience

intervention than those respondents with masters and doctoral degrees.

The number of trainings has significant relationship on all critical organizational data is

backed up and/or printed regularly (r= -.382**, p <0.05), and critical systems have

sufficient redundancies to get us back to business fast (r= -.236*, p <0.05) which implies

that those respondents with 1-3 number of trainings consider the said indicators in

evaluating disaster resilience intervention along the area of physical capital predictors.

In addition the demographic profile on position has a significant relationship on

equipment and resources for natural disaster response are ready for immediate

deployment (r= -.367**, p <0.05), evacuation plans are clear, easy to follow and in place
THE PHILIPPINE WOMEN’S UNIVERSITY 59

at the hotel (r= -.246*, p <0.05), and All critical organizational data is backed up and/or

printed regularly (r= -.839*, p <0.05). This suggest that duty managers consider these

indicators along the area of physical capital predictors in the evaluation of disaster

resilience intervention.

Years is practice has a significant relationship in the evacuation plans are clear,

easy to follow and in place at the hotel (r= -.551**, p <0.05), sufficient water and

food supplies for emergency use are available at the hotel (r= .251**, p <0.05),

and all critical organizational data is backed up and/or printed regularly. (r=

-.265*, p <0.05). This implies that the respondents with 1-5 years in service

consider the indicators on physical capital intervention in evaluation disaster

resilience intervention.

Table 12B. Relationship of Physical Capital Predictors to Demographic

Profile of Hotels and Resorts
Physical Capital Predictors Location Star Rating Year
Established
Pearson .377** -0.044 0.002
1.Equipment and resources for natural disaster Correlation
response are ready for immediate deployment Sig.(2-tailed) 0.001 0.704 0.988

Pearson .331 **
0.160 0.027
2.Evacuation plans are clear, easy to follow and Correlation
in place at the hotel
Sig.(2-tailed) 0.003 0.168 0.817
Pearson 0.093 -0.010 0.123
3.Sufficient back-up power generation
Correlation
capabilities available at the hotel.
Sig.(2-tailed) 0.424 0.932 0.292
Pearson -.269* .313** -0.036
4.Sufficient water and food supplies for Correlation
emergency use are available at the hotel.
Sig.(2-tailed) 0.019 0.006 0.755
5.Hotel is in compliance with local building Pearson -.252 *
0.059 -0.189
codes Correlation
Sig.(2-tailed) 0.028 0.614 0.102

Pearson .349 **
.245 *
-.331**
6.All critical organizational data is backed up
Correlation
and/or printed regularly.
Sig.(2-tailed) 0.002 0.033 0.004
7.Critical systems have sufficient redundancies Pearson -0.164 -.246* -.229*
THE PHILIPPINE WOMEN’S UNIVERSITY 60

Correlation
to get us back to business fast. Sig.(2-tailed) 0.156 0.032 0.047

It can be gleaned on Table 12B that the demographic profile on location has a

significant relationship on equipment and resources for natural disaster response are

ready for immediate deployment (r=.377**, p <0.05), evacuation plans are clear, easy to

follow and in place at the hotel (r= .331**, p <0.05), sufficient water and food supplies

for emergency use are available at the hotel (r= -.269*, p <0.05), hotel in compliance

with local building codes (r= -.252*, p <0.05), and all critical organizational data is

backed up and/or printed regularly (r=.349**, p <0.05). This implies that hotels in

Pangasinan perceived these indicators along the physical capital predictor in the

evaluation of disaster resilience intervention than other provinces in Region 1.

The demographic profile on star rating has a significant relationship on the sufficient

water and food supplies for emergency use are available at the hotel (r=.313**, p

<0.05), all critical organizational data is backed up and/or printed regularly (r=.245*, p

<0.05), and critical systems have sufficient redundancies to get us back to business fast

(r= -.246*, p <0.05). This implies that those hotels and resorts with 3-star rating consider

the said indicators as compared to other hotel star ratings.

Moreover, the year established has a significant relationship on all critical organizational

data is backed up and/or printed regularly (r= -.331**, p <0.05), and critical systems

have sufficient redundancies to get us back to business fast (r= -.229*, p <0.05). The

implication of these findings is that those hotels and resorts who were established 5-10

years consider the indicators along physical capital indicators as compared to other

hospitals who were established less than 5 years, 11 -15 years and more than 20 years.
THE PHILIPPINE WOMEN’S UNIVERSITY 61

Table 13A. Relationship of Natural Capital Predictors to Demographic Profile of

the Respondents
Natural Capital Predictors Age Gender Highest No. of Position Years of
Educ. Trainings Service
Attainment
Pearson -0.050 -0.195 -0.079 -0.118 0.181 0.205
1.Hotel location is exposed to Correlation
natural hazard risk Sig.(2-tailed) 0.668 0.091 0.495 0.309 0.117 0.075

2.Staff and guests can quickly Pearson 0.051 0.100 -.052 -.370** -0.186 -.711**
evacuate from the hotel to a Correlation
safe location if needed Sig.(2-tailed) 0.659 0.392 0.000 0.001 0.107 0.000
3.This hotel participates in Pearson -0.177 -0.143 -.436 **
-.382 **
.323 **
0.073
protection of eco-system Correlation
regularly Sig.(2-tailed) 0.127 0.218 0.000 0.001 0.004 0.530
4.The impact of our business Pearson 0.217 0.005 -.628** -.434** 0.019 -.629**
on the local (natural) Correlation
environment is an important Sig.(2-tailed) 0.059 0.968 0.000 0.000 0.869 0.000
part of hotel policies

Table 13A shows the relationship of the natural capital predictors to the demographic

profile of the respondents. Highest educational attainment has significant relationship

along the indicator the hotel participates in the protection of eco-system regularly (r=

-.436**, p <0.05), and the impact of our business on the local (natural) environment is

an important part of the hotel policies (r= -.628**, p <0.05) which implies that

respondents with bachelors’ degree consider the indicators of natural capital predictors

as part in the evaluation of disaster resilience intervention.

The number of trainings has a significant relationship on the following indicators on staff

and guests can quickly evacuate from hotel to a safe location if needed (r= -.370**, p

<0.05), the hotel participates in the protection of eco-system regularly (r= -.382**, p

<0.05) and the impact of our business on the local (natural) environment is an important

part of the hotel policies (r= -.434**, p <0.05). This suggest that respondents with 1-3
THE PHILIPPINE WOMEN’S UNIVERSITY 62

trainings perceived the said indicators along the natural capital predictors in the

evaluation of disaster resilience intervention.

In addition, the demographic profile on position has significant relationship on the hotel

participates in the protection of eco-system regularly (r=.323**, p <0.05) which means

that duty managers consider this indicator along natural capital predictors than HR

managers.

Natural Capital Predictors Location Star Rating Year

Established
Pearson 0.114 -0.076 0.128
1.Hotel location is exposed to natural hazard Correlation
risk Sig.(2-tailed) 0.326 0.515 0.271

Pearson .525** 0.059 0.082

2.Staff and guests can quickly evacuate from Correlation
the hotel to a safe location if needed
Sig.(2-tailed) 0.000 0.615 0.481
Pearson -0.005 -.290*
.242*
3.This hotel participates in protection of eco-
Correlation
system regularly
Sig.(2-tailed) 0.967 0.011 0.035
Pearson .294** -0.148 .261*
4.The impact of our business on the local Correlation
(natural) environment is an important part of Sig.(2-tailed) 0.010 0.203 0.023
hotel policies
Sig.(2-tailed) 0.114 -0.076 0.128

Lastly, the demographic profile on years in service has significant relationship on

staff and guests can quickly evacuate from hotel to a safe location if needed (r=

-.711**, p <0.05) and the impact of our business on the local (natural)

environment is an important part of the hotel policies (r= -.629**, p <0.05) which

means that respondents with 1-5 years in service consider the said indicator on

natural capital predictors in evaluating disaster resilience intervention.

Table 13B. Relationship of Natural Capital Predictors to Demographic Profile of

Hotels and Resorts
THE PHILIPPINE WOMEN’S UNIVERSITY 63

The table shows that the demographic profile of location and year established have

significant relationship on the impact of our business on the local (natural) environment

is an important part of the hotel policies (r=.294**, p <0.05), (r=.261*, p <0.05) which

implies that hotels and resorts in Pangasinan and established within 5-10 years

consider the said indicator along natural capital predictors.

In addition, star-rating and year established have significant relationship on the hotel

participated in protection of eco-system regularly (r= -.290*, p <0.05), (r=.242*, p <0.05)

that suggest that hotels with 3-star rating and 5-10 years established perceive the

indicator along natural capital predictor as compared to the other star rating and year

established.
THE PHILIPPINE WOMEN’S UNIVERSITY 64

Chapter 5

SUMMARY, CONCLUSION AND RECOMMENDATION

THE PHILIPPINE WOMEN’S UNIVERSITY 65

QUESTIONNAIRE

EVALUATION OF RESORT-HOTEL/S OPERATION DURING DISASTERS IN

REGION 1: BASIS FOR INTERVENTION RESILIENCY PLAN MODEL

Part I A. Demographic Profile of the Respondents

Age: □25 - 30 □31 – 35 □36 – 40 □41 – 45 □46 and above

Gender: □Male □Female
Highest Educational Attainment:

□Undergraduate □Bachelor’s Degree □ Master’s Degree

□Doctoral Degree □Post Graduate
Number of Trainings Attended about Disaster Resilience

□1 – 3□4 – 6□ More than

Position:

□Duty Manager □Human Resource Manager

Years in Service in Hotel/ Resort

□1 – 5 □6 – 10 □More than 10
Part IB. Demographic Profile of Hotels/Resort

Location: □Pangasinan □Ilocos Sur

□La Union □Ilocos Norte
Star Ratings:

□One(1) □Two(2) □Three(3) □Four(4) □Five(5)

Year Established:
THE PHILIPPINE WOMEN’S UNIVERSITY 66

□Less than 5 years □5 to 10 years □11 to 15 years

□16 to 20 years and more
Part II. Disaster Resilience Intervention of Hotels and Resorts in Region 1.

Please fill in the appropriate answers to the following statement by checking the
box whichever is applicable. Evaluate the following in terms of the level of agreement
5 – Strongly Agree, 4 – Agree, 3 - Undecided, 2 - Disagree, 1 - Strongly Disagree

Economic Capital Predictors 5 4 3 2 1

1.Hotel has comprehensive multi-hazard insurance
coverage
2.Disaster management expense is significant part of the
hotel budget
3.Hotel has diverse customer base/markets
4.Hotel marketing is aimed at strengthening a diverse
customer base
5.New opportunities for profit streams are constantly
being sought
6.I am fulfilled with profitability in the last year
7.I believe that financial reserves held by organization are
sufficient

Organizational Capital Predictors 5 4 3 2 1

1.Hotel takes a team approach to planning
2.Ideas and input are valued by hotel leadership
3.Having well informed employees through media and
networks is encouraged in this organization
4.In my capacity as manager, I work to build relationships
with other organizations that may be needed in disaster
5.People in this organization are committed to problem
solving
6.Hotel leaders take thoughtful actions to resolve
problems
7.Emergency contact numbers of public authorities,
nearest hospitals or medical center and the NDRRMC,
AFP.

Human Capital Predictors 5 4 3 2 1

1.If key organizational people are unavailable there are
always others who can fill their roles
2.All employees participate in planning for disaster
response
3.All employees participate regularly in disaster response
exercises
4.Employees are available to work immediately following
a disaster
5.Employees are located/live close enough to walk to
hotel if necessary, following a disaster
THE PHILIPPINE WOMEN’S UNIVERSITY 67

6.Employees are skilled to provide adequate care for

guests in a disaster
7.Guests are provided regularly with information about
lifesaving emergency procedures
8.Hotel has all manual procedures in place for critical
systems
9.First Aid training gives employees skills necessary to act
promptly in a disaster
10.Hotel managers proactively monitor the industry to
have an early warning of emerging potential problems
11.Hotel managers proactively monitor natural hazard
related announcements/reports to have an early warning
of emerging potential problems

Physical Capital Predictors 5 4 3 2 1

1.Equipment and resources for natural disaster response
are ready for immediate deployment
2.Evacuation plans are clear, easy to follow and in place
at the hotel
3.Sufficient back-up power generation capabilities
available at the hotel.
4.Sufficient water and food supplies for emergency use
are available at the hotel.
5.Hotel is in compliance with local building codes
6.All critical organizational data is backed up and/or
printed regularly.
7.Critical systems have sufficient redundancies to get us
back to business fast.

Natural capital predictors 5 4 3 2 1

1.Hotel location is exposed to natural hazard risk
2.Staff and guests can quickly evacuate from the hotel to
a safe location if needed
3.This hotel participates in protection of eco-system
regularly
4.The impact of our business on the local (natural)
environment is an important part of hotel policies

Part III. Factors Affecting Resilience Intervention

Please fill in the appropriate answers to the following statement by checking the
box whichever is applicable. Evaluate the following in terms of the factors affecting
resiliency intervention.
5 – Always, 4 – Often, 3 - Sometimes, 2 - Seldom, 1 - Never

5 4 3 2 1
1. Insufficient of training of hotel/resort staff on disaster
resilience.
2.Unorganized cross-functional team that can rapidly
respond during natural disasters, safety processes and
protocols
THE PHILIPPINE WOMEN’S UNIVERSITY 68

3.Hotel administrators should be proactive in planning and

adapting to certain situations
4. No direct communication of who is in-charge in laying
out a chain of command and actionable steps
5. Inadequate number of emergency supplies like back up
radios, flashlights, batteries, food, water, generators, and
other easily reachable supplies.
6. Limited number of easy-to-read steps for each type of
natural disaster in common areas.
7. Lack of regulations and incentives for private disaster
risk reduction investment.
8. Limited availability of technology.
9. Financial capacity of hotels/resort in response to
natural disasters (pandemic, etc.)
THE PHILIPPINE WOMEN’S UNIVERSITY 69

REFERENCES

Brucal, A., Roezer, V., Dookie, D. S., Byrnes, R., Ravago, M.-L. V, Cruz, F., &

Narisma, G. (2020). Disaster impacts and financing: local insights from the

Philippines. Retrieved from

https://www.lse.ac.uk/granthaminstitute/publication/disaster-impacts-and-

financing-local-insights-from-the-philippines/

Combaz, E. (2014). Disaster Resilience: Topic Guide. (E. Combaz, Ed.).

Birmingham, UK: GSDRC Applied Knowledge Services.

EM-DAT. (n.d.). General Classification.

Field, C. B., Barros, V., Stocker, T. F., Qin, D., Dokken, D. J., Edi, K. L., …

Midgley, P. M. (2018). Managing the Risks of Extreme Events and DIsasters

to Advance Climate Change Adaptation. Retrieved from

https://www.ipcc.ch/pdf/special-reports/ srex/SREX_Full_Report.pdf

(accessed

Hunter, A. (2001). What is resilience? Contemporary Psychology, 46(4), 420–

422. https://doi.org/10.1037/002471

IFRC. (2019). What is a disaster.

Jorgio, J., & Clarke, H. (2018). Typhoon slams Philippines as Mangkhut claims

first victims.

Lamanna, Z., Williams, K. H., & Childers, C. (2012). An Assessment of

Resilience: Disaster Management and Recovery for Greater New Orleans’

Hotels. Journal of Human Resources in Hospitality and Tourism, 11(3), 210–

THE PHILIPPINE WOMEN’S UNIVERSITY 70

224. https://doi.org/10.1080/15332845.2012.668653

Lihui, W., Hayashi, H., & Dun, W. (2019). Tourism sector preparedness in zones

with a high seismic risk: A case study of the capital region of Japan.

International Journal of Safety and Security Engineering, 9(2), 166–181.

https://doi.org/10.2495/SAFE-V9-N2-166-181

Manzoor, F., Wei, L., Asif, M., Ul Haq, M. Z., & Ur Rehman, H. (2019). The

contribution of sustainable tourism to economic growth and employment in

Pakistan. International Journal of Environmental Research and Public

Health, 16(19). https://doi.org/10.3390/ijerph16193785

Mariano, K. (2018). Collateral damage: Tourism industry jolts as natural disasters

strike Asia. Retrieved January 14, 2021, from

https://www.traveldailymedia.com/collateral-damage-tourism-industry-jolts-

as-natural-disasters-strike-asia/#:~:text=Natural disasters can also

hamper,that depend heavily on tourism.

Partelow, S. (2020). Social capital and community disaster resilience: post-

earthquake tourism recovery on Gili Trawangan, Indonesia. Sustainability

Science, 16(1), 203–220. https://doi.org/10.1007/s11625-020-00854-2

Rindrasih, E. (2019). Life after tsunami: The transformation of a post-tsunami and

post-conflict tourist destination; the case of halal tourism, Aceh, Indonesia.

International Development Planning Review, 41(4), 517–540.

https://doi.org/10.3828/idpr.2019.15

Thomas, V. (2016). Confronting Climate-Related Disasters in Asia and the

Pacific. Review of Economics, 65(2), 193–208. https://doi.org/10.1515/roe-

THE PHILIPPINE WOMEN’S UNIVERSITY 71

2014-0202

UNDRR. (2015). UN backs disaster resilience plans for hotels in Asia and the

Pacific. Retrieved from https://www.undrr.org/news/un-backs-disaster-

resilience-plans-hotels-asia-and-pacific

WHO/EHA. (2002). Disasters & Emegencies Definitions. WHO/EHA Training

Package. Retrieved from http://apps.who.int/disasters/repo/7656.pdf

Republic of the Philippines (2019) Philippine News Agency

https://www.pna.gov.ph/articles/1083287

The Manila Times(2020) The Premier Business and Lifesttyle Hotels. 2020

Tourism and Emerging hotel and hospitality trends

https://www.manilatimes.net/2020/01/30/supplements/2020-tourism-and-

emerging-hotel-and-hospitality-trends/678418/

APPENDICES
THE PHILIPPINE WOMEN’S UNIVERSITY 72

List of DOT Accredited Accommodation Establishment in Region 1

Name of Establishment Address Classification

ILOCOS NORTE
Laoag Renzo Hotel Laoag City Hotel
Pamulinawen Hotel San Nicolas Hotel
Pangil Beach Resort Currinao Resort
Playa Tropical Resort Hotel Currimao Resort
Plaza Del Norte Hotel and Laoag City Hotel
Convention Center
Viven Hotel Corporation San Nicolas Hotel
Reginas Resort Pagudpud Resort
Aplaya Ortega beach resort Pagudpud Resort
Apo Idon beach Pagudpud Resort
Polaris beach house Pagudpud Resort
Grand Octagon Resort Laoag City Resort
Rio Grande De Laoag Laoag City Resort
Northview Hotel Laoag City Hotel
La Elliana Hotel & Restaurant Laoag City Hotel
Midland Terraces Laoag City Resort
Laoag parklane Hotel Laoag City Hotel
Alta Vista Ilocandia Mountain Pagudpud Resort
beach Resort
Sitio Remedios Heritage Currimao Resort
Corporation

Name of Establishment Address Classification

ILOCOS SUR
Ciudad Fernandina Hotel Vigan City Hotel
Cordillera Inn Vigan City Hotel
Ergo Hotel Vigan City Hotel
Fiesta Garden Hotel Resort Bantay Hotel
and Spa
Gordion Hotel Vigan City Hotel
West Lock Park Hotel Sto.Domingo Hotel
Hotel Felicidad Vigan City Hotel
Hotel Luna Vigan City Hotel
Hotel Salcedo DeVigan Vigan City Hotel
Hotel Veneto De Vigan Vigan City Hotel
La Jenns Hotel and Resort Grill Bantay Hotel
MVH Hotels Vigan City Hotel
Nueva Segovia Consortium of Caoayan Hotel
Cooperation Plaza
THE PHILIPPINE WOMEN’S UNIVERSITY 73

Nueva Segovia Consortium of Vigan City Hotel

Cooperation Plaza
Ovemar Resort Hotel Inc. Sta.Catalina Resort
Aloha Nui Hotel Candon City Hotel
Vigan Plaza Hotel Vigan City Hotel
West Loch Park Hotel Vigan Vigan City Hotel
Regency Hotel De Vigan Viganc City Hotel

Name of Establishment Address Classification

PANGASINAN
A & E Spring Resort San Manuel Resort
Dasoland A Family Adventure Dasol Resort
Hotel Consuelo Resort & Lingayen Hotel
Chinese Restaurant
Hotel Trish Mangaldan Hotel
Island Alaminos Hotel Corp Alaminos Hotel
Najeska Beachfront San Fabian Resort
Punta Riviera Del Mar.INC Bolinao Resort
Roheim Incorporated San Fabian Resort
Sierra Vista Beach Resort San Fabian Resort
Casa Del Camba Hotel & Alaminos City Hotel
Restaurant
Northwood Hotel Alaminos City Hotel
El Pescador Resort Bolinao Resort
Lenox Hotel Dagupan City Hotel
Luxor Hotel Dagupan City Hotel
Star Plaza Dagupan City Hotel
Trishland Resort Mangaldan Resort
Villa Soledad Beach Resort Bolinao Resort
Puerto Del Sol Beach Resort& Bolinao Resort
Hotel Club
Carthel Island Resort Sual Resort

Name of Establishment Address Classification

LA UNION
Awesome Hotel San Juan San Juan Resort
C&A Paradiso Beach Resort Aringay Resort
China Sea Beach Resort Bauang Resort
Hotel Ariana Bauang Hotel
Isla Bonita Beach Resort San Juan Resort
Kahuna Hotel Café & San Juan Resort
Restaurant Inc.
Marand Resort & Spa Bauang Resort
THE PHILIPPINE WOMEN’S UNIVERSITY 74

Morning Seven Resorts Hotel Luna Resort

Inc.
Oasis Country Resort Hotel Inc. San Fernando City Resort
P&M Final Option Beach San Juan Resort
Resort
Sea Park Beach Resort & San Fernando City Resort
Restaurant
Sunset Bay Resort San Fernando City Resort
Surf,Sun and Sand Resort San Juan Resort
Thunderbird Pilipinas Hotel & San Fernando City Resort
Resorts,Inc.
Villa Adelfa Resort Hotel Bangar Resort
Villa D El-Lita Hotel Resort and Sudipen Resort
Restaurant
Villa Estrella Resort Hotel Bauang Hotel
Villa Navarro Beach Resort- Caba Resort
Village
THE PHILIPPINE WOMEN’S UNIVERSITY 75

De Vera, Mary Ann Saloria

055 Sitio Casbog Magtaking, San Carlos City Pangasinan 2420
+639 171 02 2368
[email protected]

WORK EXPERIENCES/RESPONSIBILITIES

 ACADEMIC EXPERIENCE

Company Name/Address Position Inclusive years

Virgen Milagrosa University Foundation OIC 2017-Up to present

Virgen Milagrosa University Foundation Fulltime Faculty

Member 2016 to 2017

 INDUSTRY EXPERIENCE

Athalia Travel and Tours General Manager / September 2017 up

Co-Owner 2019

Green Yogi INC, The Yogi Chef Administrative Assistant/ June 2015 to
International School Manila Supervisor November 2015

Reason to leave: Company Closure

Café Avenu, Dagupan Assistant Barista January 2011

to
June 2011
Reason to leave: Chance to Continue BSHRM

EDUCATIONAL ATTAINMENT

2018-on going Philippine Women’s University

Master of Science in Hospitality Management

2011-2015 Colegio De Dagupan

Bachelor of Science Hotel and Restaurant Management
THE PHILIPPINE WOMEN’S UNIVERSITY 76

2008-2011 Virgen Milagrosa University Foundation

TVET Hotel and Restaurant Management

2005-2008 Clark Educational Center, Inc

High School

SKILLS/COMPETENCIES

TESDA Trainer’s Methodology I – (Ongoing)

TESDA NC II – Bread and Pastry Production

TESDA NC II – Food and Beverage Service

AFFILIATIONS

Council of Hotel and Restaurant Educators of the Philippines (COHREP)

Member

Association of Administrators in Hospitality Hotel and Restaurant Management

Educational Institutions (AAHRMEI)
Member

United Hotelier of the Philippines (UHP)

Member

OTHER APPOINTMENTS

VMUF Core Team (Learning Continuity Plan)

July 2020 -Present

Research and Extension

College Coordinator
A.Y. 2017 - present

Center for Pangasinan Studies (CPS)

Capacity Building Committee
A.Y.2017 up to present

Research Colloquium
Event Coordinator
THE PHILIPPINE WOMEN’S UNIVERSITY 77

A.Y. 2018

Dream Wedding 5 years Extension

Events Adviser
A.Y. 2016 - 2018

3rd Philippine Sustainability Summit

Event Organizer/Food Committee
A.Y 2019

2nd Philippine Sustainability Summit

Event Organizer/Food Committee
A.Y 2018

Inaron Agui: Medical and Dental Mission

Organizer
A.Y 2017

Grand Alumni Homecoming

Food Committee
A.Y.2018

JUDGE

Nutrition Month”Healty Diet Gawing Habit-For Life

Virgen Milagrosa University Foundation
July 28, 2019

TRAININGS AND SEMINARS ATTENDED

Transitioning the Education Ecosystem to the New Normal (TEENN) Webinar Series
May 19, 2020

International Tourism and Hospitality Post Crisis Era: Strategic and Innovation
Philippine Women’s University
June 13, 2020
The Lodging Industry during the Pandemic: Numbers Tell All
Lyceum of the Philippines University Laguna
July 2, 2020

Managing Hospitality and Tourism Facilities: Shaping the Industry of Tomorrow

THE PHILIPPINE WOMEN’S UNIVERSITY 78

Philippine Women’s University, Taft Ave., Manila

October 10, 2020

Strategic Planning Workshop

Kabaleyan Cove Resort
June 25-26, 2019

International Seminar on Advancement Program for Present and Future Leaders

(with 15 CPD Credits units)
Heritage Mansion Hotel ,Baguio City
July 13-15,2019

A Student Learning Series: Developing A Research Culture Among Future Tourism and
Hospitality Leaders
Philippines Women’s University
September 7, 2019

Personality Development Workshop” Projecting Professional Presence”

Le Monet Hotel, Camp John Hay, Baguio City
November 29, 2019

Restaurant Operation and Operation with HACCP

Le Monet Hotel, Camp John Hay, Baguio City
November 28, 2019

Zonal Public Orientation on the CHED Memorandum order No.62, Series (PSG) for
BSTM and BSHM
Manila Grand Opera Hotel, Manila City
August 1, 2018

AAHRMEI 18th Annual National Convention and Enhancement Seminar Workshop with
the theme: “AAHRMEI @ 18 Soars High: Bridging Linkages to Sustain Excellence in
Hospitality and Tourism Education”
Singapore – Batam, Indonesia – Malaysia
November 30 – December 4, 2018

Lecture Series No.2 Pangasinan Studies: The Local, National and the Global
Sison Auditoruim, Lingayen, Pangasinan.
February 27, 2017

Innovation+CSR+Enterpreneurship=Social Enterprise”
Ortigas CBD,Mandaluyong City,Metro Manila
May 26, 2017
THE PHILIPPINE WOMEN’S UNIVERSITY 79

Revising the Student Service Survey Instrument

Virgen Milagrosa University Foundation
May 5, 2017

Orientation on Reserch , Development and Extension

Virgen Milagrosa University Foundation
September 27, 2017

1st Pangasinan Indigenous Peoples (IP) Forum “Gimong “

Sison Auditorium, Lingayen
October 26, 2016

Flower Arrangement
Virgen Milagrosa University Foundation
September 27, 2016

Faculty Development Seminar

Virgen Milagrosa University Foundation
August 24, 2016

Research & Extension Annual Planning

Virgen Milagrosa University Foundation
July 18-20, 2016

Classroom Management and Work Ethics

Virgen Milagrosa University Foundation
July 8, 2016

COMMUNITY INVOLVEMENT

Mabalbalino Elementary School, San Carlos City, Pangasinan

February 2017 up to present

PERSONAL BACKGROUND

Birthdate: July 29,1991

Age: 29 years old
Birthplace: San Carlos City, Pangasinan, Philippines
Sex: Female
Religion: BA Christian
Citizenship: Filipino
THE PHILIPPINE WOMEN’S UNIVERSITY 80

Civil Status: Single