ANS Research

Abellana National School
Senior High School Department
SPORTS TRACK STRAND
LEVEL OF MANAGEMENT PRACTICES AND PRODUCTIVITY OF THE

EATERIES DURING COVID-19 PANDEMIC
A Mini-Research Presented to the

Faculty of the Senior High School Basic Education
Abellana Nationa School
Cebu City, Philippines
In Partial Fulfillment of the Requirements for

Senior High School – Sports Track
By
CARANOO, BLANCHE
CATIPAY, KATHLEEN
May 2022
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Table of Contents
LEVEL OF MANAGEMENT PRACTICES AND PRODUCTIVITY OF THE EATERIES DURING COVID-19 PANDEMIC.............1
Table of Contents.......................................................................................................................................................2
ABSTRACT..................................................................................................................................................................4
CHAPTER 1: THE PROBLEM AND ITS SCOPE................................................................................................................5
Rationale of the Study..................................................................................................................................................5
Theoretical Background...............................................................................................................................................8
Figure 1. A Schematic Diagram of the Theoretical-Conceptual Framework of the Study.............................................9
Statement of the Problem..........................................................................................................................................11
Statement of Hypothesis............................................................................................................................................12
Significance of the Study............................................................................................................................................13
Scope and Limitations................................................................................................................................................14
Definition of Terminologies......................................................................................................................................15
CHAPTER 2: RESEARCH METHODOLOGY...................................................................................................................16
Research Design.........................................................................................................................................................16
Environment...............................................................................................................................................................16
Respondents...............................................................................................................................................................17
Table 1.1: Number of employees...............................................................................................................................17
Table 1.2: Business Form............................................................................................................................................17
Table 1.3: Years of Operation.....................................................................................................................................18
Table 1.4: Annual Income...........................................................................................................................................18
Table 1.5: Location.....................................................................................................................................................18
Instruments................................................................................................................................................................19
Table 2.1: Cronbach’s alpha of compliance of the government regulation questionnaire.........................................20
Table 2.2: Cronbach’s alpha of handling the employees questionnaire.....................................................................20
Table 2.3: Cronbach’s alpha of promotional strategies questionnaire.......................................................................20
Table 2.4: Cronbach’s alpha of productivity questionnaire........................................................................................21
Data Gathering Procedures........................................................................................................................................21
Statistical Treatment of Data......................................................................................................................................22
Ethical Considerations................................................................................................................................................25
Transmittal Letter.......................................................................................................................................................25
Technology Application..............................................................................................................................................25
Conflict of Interest......................................................................................................................................................25
Vulnerability...............................................................................................................................................................26
Recruitment............................................................................................................................................................... 26
Risks........................................................................................................................................................................... 26
CHAPTER 3 : PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA................................................................27
MANAGEMENT PRACTICES.........................................................................................................................................27
Table 3: Compliance of Government Regulations.....................................................................................................27
Table 4: Handling of Employees...............................................................................................................................31
Table 5: Promotional Strategies...............................................................................................................................34
BUSINESS PRODUCTIVITY...........................................................................................................................................36
Table 6: Owner and Employee’s Perspectives...........................................................................................................37
Table 7: The Correlations between Levels of Management Practices and Productivity of Eateries during the
Pandemic.................................................................................................................................................................39
Figure 2. Scatterplot of the level of perception of eateries towards their management practices and productivity. 39
Table 8: Challenges that businesses in the eatery industry experience during the pandemic....................................41
Table 9: Recommendations of respondents for the improvement of the management practices and productivity...43
CHAPTER 4: SUMMARY OF FINDINGS, CONLUSIONS, AND RECCOMENDATIONS......................................................47
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Summary of Findings..................................................................................................................................................47
Conclusion.................................................................................................................................................................. 48
Implications and Recommendations..........................................................................................................................49
CHAPTER 5: RESEARCH PROPOSAL...........................................................................................................................50
INTRODUCTION/RATIONALE......................................................................................................................................51
GENERAL OBJECTIVES / STATEMENT OF THEPROBLEM.............................................................................................53
AREAS OF IMPROVEMENT..........................................................................................................................................55
SPECIFIC OBJECTIVES..................................................................................................................................................56
ACTIVITIES AND STRATEGIES......................................................................................................................................56
PERSONS INVOLVED...................................................................................................................................................57
Time Frame................................................................................................................................................................ 58
Materials and Budget.................................................................................................................................................58
Expected outputs.......................................................................................................................................................59
REFERENCES.............................................................................................................................................................60
APPENDICES.............................................................................................................................................................64
CURRICULUM VITAE.................................................................................................................................................72
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ABSTRACT
The COVID-19 pandemic has made drastic changes in the economy

affecting several businesses, particularly in the restaurant industry. As certain
businesses are faced with different obstacles that threaten the overall business
productivity, it is essential to make sure that the management strategies
practiced by each business are used to adjust to these obstacles to benefit the
business in the long run. Hence, the main aim of the study is to determine the
relationship between the levels of management practices of the eatery and its
productivity during the pandemic. It also seeks to determine the correlation
between the two variables. A quantitative non-experimental research with the
application of correlational approach is utilized in this study. The quantitative
results of the study are supported with qualitative data. The findings of this study
shows that the management practices, specifically the compliance of government
regulations (x̄=3.58 SD=0.7) and handling of employees (x̄=3.52 SD=0.61) has a
very high average weighted mean and SD. Meanwhile, their promotional
strategies have a high average weighted mean and SD (x̄=2.92 SD=0.58); the
level of impact of the eateries’ overall productivity garnered a very high average
weighted mean (x̄=3.50 SD=0.57). There is a moderate positive correlation
(r=0.58) between the levels of management practices and productivity of the
eateries during the COVID-19 pandemic. Lastly, results revealed that businesses
face challenges regarding operations, regulations imposed by the government,
and adjustment to competitors. As recommendations, respondents suggest
fostering open communication, utilizing online platforms, and promotions for the
improvement of management practices and productivity.
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CHAPTER 1: THE PROBLEM AND ITS SCOPE
Rationale of the Study

The coronavirus disease 2019 (COVID-19) outbreak has caused widespread
distress and economic hardship across the globe for consumers, businesses, and
communities (Kituyi, Owoko, & Isabelle, 2020). As reported by CBS News (2020),
the restaurant and foodservice sectors have been amongst the worst affected,
with severe sales and job losses. Consumers have shown extreme reluctance to
dine out due to lockdowns, social distancing measures, and general caution
towards places where people congregate. The customer’s choice regarding
whether or not to dine in a restaurant has changed due to this unprecedented
global pandemic. Moreover, with guidelines for social distancing, service sector
jobs that depend on customer-providers, such as restaurants are greatly affected.
Thus, workers in industries such as restaurants, hotels, childcare services, retail
trade and transportation services are at a higher risk of losing their jobs.
According to McKinsey (2020) report, casual-dining and fine-dining
restaurants have seen their revenues decline by as much as 85 percent during
the pandemic strike (Haas, Kuehl, Moran, & Venkataraman, 2020). Moreover,
Byrd et al. (2020) found that the COVID-19 pandemic created significant changes
to the consumer food landscape. State and local stay-at-home orders that started
mid March 2020 resulted in consumers clearing supermarket shelves to prepare
to be at home for several weeks. Simultaneously, independent restaurants either
voluntarily or were mandated by state or local governments to discontinue in
restaurant dining to meet social distancing guidelines as part of COVID- 19
mitigation plans. The restaurant industry customers businesses knew just three
months ago are not the same people today. Usual preferences have shifted as
customers exercise caution – about where, what, and how they make their
purchases. The impact on retailers and consumer goods companies is and will
continue to be tremendous (Yost & Cheng, 2021). In response to the restrictions
and other pandemic related guidelines, the industry responded with operational
changes, event cancellations and even store closures in some areas where the
pandemic is prevalent to keep guests and staff safe as well as stabilize their
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business. With this, it is evident that the industry itself is greatly affected due to
restrictions imposed that prioritizes the safety and welfare of the people during
the pandemic.
In the national context, the situation of the businesses in the industry also
did not escape the severe impact of the pandemic. According to a statistical
report of USDA (2020), the Philippine foodservice sector’s sales, driven by the
urban consumers’ increasingly hectic lifestyle, rose to an estimated $14.9 billion
in 2019. Dining out was an essential aspect of Filipino family bonding and
celebrations. However, since the start of the COVID-19 outbreak, consumers
have shifted away from eating out and prefer to cook food at home. This resulted
to a decrease on the country’s food service sector as consumers all over the
country change their preferences brought by the pandemic.
In addition, according to Singian (2020), in 2020, following an initial
growth estimate of 8-10 percent, the onset of COVID-19 brought about strict
community quarantine measures that have generally remained in place since
mid-March and pushed sales down 70 percent during that time span, year-over-
year. As a result, FAS Manila (2020) forecasts the food service sector in 2020 will
drop to $6.9 billion. With the government gradually lifting imposed stay-at-home
restrictions, restaurant owners in areas where strict public health regulations
have been imposed are attempting to devise and implement comprehensive
reopening plans, particularly concerning social distancing (CBRE, 2020).
Restaurants have been applying an array of policies and procedures in the
scramble to reduce risks and reassure customers (Severson, 2020). Food service
establishments, specifically eateries across the Philippines were forced to either
suspend or limit operations to take-out or delivery services only. With remaining
eateries still operating, most of them have been implementing the operational
guidelines mandated by the government. Thus, the focus of most businesses in
the industry is to keep the business going by observing the guidelines to follow to
ensure a safe environment for the company.
Meanwhile, looking through the lens of the local market, specifically Cebu
and Ozamiz, Philippines; the situation of the industry is no different from that of
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the national perspective. A drastic change in pre-crisis foot traffic is expected as
patrons will remain fearful and cautious of returning to crowded places.
Nevertheless, in the light of this pandemic, certain eateries continue to operate
amidst the pandemic. Although the effects of COVID-19 on the economy are
revealed through the stock market, the real estate market and other related
statistics, the effects on small business are not well known because of the lack of
data and research that addresses this limitation. Thus, to shed light on this
problem, the researchers gathered essential data with the help of the
respondents, the owners, and employees of the different businesses within the
eatery industry.
With certain eateries still standing amid the pandemic, different
management practices are still observed either in operations or promotions. The
introduction of new management practices is an important issue for firms as they
seek to upgrade their productivity, improve customer offerings, and retain
competitiveness. Though confronted with a pandemic, a rapid development of the
business world is still occurring. The increasingly fierce competition becomes a
challenge for the business to maintain the owned market and seize the existing
market. Every business must have sensitivity to any changes that occur- either
internally or externally. Hence, the business must meet the ever-changing
customer demand (Ekoputra, Hartoyo, &Nurrochmat, 2015). This shows how
crucial adapting to certain management practices is in a business whether faced
with a pandemic or not. Moreover, it reveals how significant certain management
practices are on the growth of employees' business and motivation, especially in
this time of the pandemic.
As certain businesses are faced with different imposition of regulations
and the ever-changing consumer demand, it is essential to make sure that the
management strategies practiced by each business are used to be able to adjust
to these obstacles. Also, it is also important that businesses recognize the
challenges that they are experiencing as a business to be able to create
appropriate strategies that would be beneficial to the business in the long run.
Studies reveal that business success is contributed to the management practices,
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entrepreneurial competencies, and personal characteristics of business owners
while study of Parilla (2009), emphasized the link of management practices,
entrepreneurial competencies, and business success. Recognizing every
businesses’ level of existing management practices and productivity is essential
as this leads to calculated decisions which could positively affect the company -
its owners and employees. Hence, the researchers opted to do a research that
entails knowing its level of management strategies and productivity, and its effect
on the company’s performance. Moreover, the researchers will also support their
quantitative results through a qualitative data recognizing the challenges that the
businesses in the eatery faced during the pandemic and their recommendations
for the improvement of the management practices and productivity. The results
gathered will be an essential tool for decision-making, specifically, on what
management practices should the business uphold, creating a healthy
environment to communicate business expectations. Moreover, the findings will
deliver information that will be beneficial for sales growth to ensure the business’
success and may help the business improve and develop rapid response
strategies for the company amid the pandemic, from the perspectives of both
business owners/managers and employees.
Theoretical Background
The theoretical background of the study includes a structure that serves as a
guide of the research. It provides a clear justification of the problems in the study.
It includes a developed framework of previously tested knowledge of the
variables involved. Figure 1 showed the structure of this study and introduced
the theories that support and explained the research problem. The theories
used helped identify how the key variables influence each other as well as the
phenomenon of interest. The researchers gathered the three theories through
course readings and pertinent research literature and identified its relationship to
the management practices of the 10 eateries.
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Figure 1. A Schematic Diagram of the Theoretical-Conceptual Framework of the Study
This study aims to determine the impact of the management practices of

various eateries in their day-to-day operations with four key variables, namely the
promotions of the business, handling of its employees, employee productivity,
and business difficulties during the COVID-19 pandemic. Three main theories,
which best explain the relationship of the variables mentioned, are gathered to
determine its impact on the eateries’ daily operations.
One of the variables in the study is the compliance of government
regulations namely compliance of tax laws, government mandated benefits, and
sanitation regulations. Following these regulations seem to be one of the
answers to safeguard a business against the risk of the well-being of the people,
nature, and businesses (Nijsen, Hudson, Paridon, Müller, & Thurik, 2008). This
variable was relevant in knowing how it will affect the business as a whole.
Paying taxes can contribute greatly in the growth of the economy, ensuring that
employees are provided with the benefits set forth by the government could
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increase productivity, and sanitation regulations ensures that there is proper
cleanliness within the workplace to ensure health and safety. The concept of the
costs and benefits of compliance as shown in the theoretical framework was
helpful in conducting the research study. The second model used is the
Employee Motivation and Organizational Effectiveness Model of Manzoor’s
(2019) study of employee motivation’s impact on organizational effectiveness.
Manzoor included two variables, empowerment, and recognition, which will be
analyzed to determine their effect on employee motivation and productivity. The
study of the eateries’ management practices will help the researchers find its
relationship with their overall business productivity. Lastly, as COVID-19
continues to affect businesses worldwide, it is also essential to know how these
businesses handle difficulties during the pandemic.
According to Rogers (2003), the diffusion of innovation theory occurs when
members of the social system adopt a new idea or practice over time. Bennett’s
(2017) study used this theory to determine the strategies of small business
owners who have used social media marketing for one year or more. The
innovation element in his research was the use of social media as a medium for
promotions and included communication channels like Facebook and Twitter in
the study. This theory can also help identify the impact of the different eateries’
use of social media marketing and how often they utilize it in promoting the
company compared to traditional media.
According to Carracedo, Puertas, & Marti (2020), who identified the “Three
Levels of COVID-19’s Impact on Businesses,” The eateries need to introduce
new forms of action to improve citizen’s quality of life, adapt remote working in
business, and then coming up with a detailed market analysis and introduction of
innovation at all levels. The eateries may have undergone several changes in
their operations, like accepting orders online or implementing changes based on
the government’s public health regulations. This study will determine the ability of
the business to survive in the current situation.
The researchers will use these theories and ideas to assess the
management practice of the eateries participating in this study and their impact
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on their daily operations based on the survey given. The survey will cover all the
four key variables mentioned and will utilize these theories to determine their
relationship with each other.
Statement of the Problem

The main aim of the study is to determine the relationship between the levels of
management practices of the eatery and its productivity in day-to-day operations
during the pandemic. Specifically, the study seeks to answer the following
questions:
0. What is the profile of the company in terms of:
a. Number of Employees
b. Business Form
c. Years of Operation
d. Annual Income
e. Geographic Location
1. What is the level of the impact of the following management

practices of the eatery?
a. Compliance of the government
regulation a1. Tax compliance
a2. Government mandated benefits
a3. Sanitation regulations
b. Handling the
employees b1. Salary
b2. Fostering Open Communication
c. Promotional Strategies
c1. Social Media
c2. Traditional
2. What is the level of productivity of the eatery based on:
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a. Employee’s Perspective
b. Owner’s Perspective
3. Is there a significant relationship between management practices

and the productivity of the eatery?
4. What are the challenges that the eateries have encountered during
the pandemic?
a. Recommendations for the improvement of the management

practices and productivity
Statement of Hypothesis
With the given main problem above, the Researchers assumed that the eateries’
management practices have a significant impact on its day-to-day operations
during the pandemic. Moreover, the researchers also hypothesize that there is a
significant relationship between management practices and the productivity of
the eateries.
Ha1: There is a significant level of impact between the levels of management

practices of the eatery and its productivity in day-to-day operations during the
pandemic
Ha2: The level of the impact of the following management practices of the eatery
is high, in terms of
2.1. Compliance of the government regulation
2.2. Handling the employees
2.3. Promotional Strategies
Ha3: The level of productivity of the eatery is high, in terms of:
3.1. Employee’s perspective
3.2. Owner’s perspective
Ha4: There is a significant relationship between management practices and the

productivity of the eatery.
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Significance of the Study
The findings of this study are beneficial to restaurants, restaurant employers,
employees, consumers, industry managers, aspiring entrepreneurs, future
researchers, and the economy. The study redounds to the interest of the
businesses in the eatery industry. The data gathered will be useful for decision-
making, specifically, on what management practices should the eatery uphold,
creating a healthy environment to communicate business expectations.
Moreover, the findings will deliver insights that will be beneficial for sales growth
to ensure the business’ success.
Restaurant employers and business owners are responsible for the

success of the business and being provided with consistent results from
the study aids them to create calculated decisions for the business to
reach success in terms of executing management practices.
Employees, through measuring the impact of the workplace environment

on the performance level of employees and establishing a relationship
between training and empowerment. Which gives the opportunity to work
efficiently and increase the capability to respond to problems quickly, as
well as develop solutions faster.
Consumers, the findings will be conducive to understanding the needs of

the business’ core customer base which optimizes services to better meet
one’s needs.
Industry managers, the findings will be conducive to ensuring the

working processes in the business to be safe and efficient.
Aspiring entrepreneurs, the findings of this study will be of help to

navigate through the market trends and different aspects of the business
for development.
Future researchers, future research is needed regarding which methods

of preference assessment are most appropriate. Future evaluation would
include a comparison of a larger number of approaches, the absence of a
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standard, reliable, and consistent result across various approaches for
assessing variables may increase one’s confidence in the result. The
ideas presented may be used as reference data in conducting new
research.
Economy, the findings of this study aid the business to develop certain
practices leading to garnering large sales called consumer spending.
Consumer spending is considered as an important economic indicator as it
has made important contributions to the labor market through total sales
and revenues which will greatly affect the gross domestic product of the
region.
Scope and Limitations

The study addresses the impact of the eateries’ management practices during
the COVID-19 pandemic. It studies the profile of the different eateries,
specifically the number of employees, business structure, years of operation,
income, and geographic location; the management practices of the eatery in
terms of employee handling and promotional strategies; and business
productivity based on employees and owner perspectives. The researchers will
conduct this study for approximately three months from March to May 2021. Data
will be gathered through a survey questionnaire given to the employees and
owner of the different eateries. Using these variables, the researchers will
achieve the objectives of this study. First, survey results will be used to know the
extent of the impact of the management practices in terms of operations and
marketing of the eateries. Second is knowing the degree of productivity of the
business in both the employees and owner perspectives. Third is finding the
significant relationship of the business’ handling of employees and its
productivity. Lastly, researchers aim to know the challenges the company faced
during the pandemic and how they overcome these problems.
The data will be gathered only through survey questionnaires that will be
answered by the employees, owner, and other staff of the eatery. The standards
of productivity that will be measured in this study is based only on the perspective
of the owner and employees. Therefore, any other external factors such as social
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or economic changes are not included in the study. Furthermore, the results of
this study may or may not reflect the impact of management practices of other
businesses in the field of food and beverages since this research only focuses on
a single industry which is the eatery industry within the Philippine setting.
Therefore, generalization of the results for larger groups is difficult.
Definition of Terminologies
In the context of the study, the following terms are: employee’s perspective,
fostering open communication, management practices, marketing, operations,
owner’s perspective, salary, social media, traditional, and training.
Employee’s perspective refers to the views of the people working for the
eatery, which relates to their experiences and routines.
Fostering open communication is an approach created to allow
employees to engage to communicate the eatery’s goals effectively.
Management practices refer to methods used by the eatery to help
increase the quality of work processes and it is used in the study as a
metric to assess the day-to-day operations of the eatery.
Marketing and promotions refer to the communication process in which
the eatery persuades the consumers to purchase their goods, such as the
utilization of social media.
Operations refer to measures and decisions intended to help the eatery
achieve its maximum efficiency.
Owner’s perspective refers to the viewpoint of the owner in handling the
eatery.
Productivity refers to the overall efficiency of the work done by both the
employees and the management of the eatery.
Salary is the pay an employee earns from performing services in an
eatery.
Social media is a computer-based medium used by the eatery to connect
with its target audience.
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Traditional refers to the medium used to help promote the business,
such as tarpaulins.
Training is a program designed to aid employees in gaining knowledge
and skills to improve job performance in an eatery.
CHAPTER 2: RESEARCH METHODOLOGY
This portion presents and discusses how researchers gathered the data and
information needed that is used throughout the study. This describes the
respondents, environment, and the methods used in this research. It also shows
the data collection procedure and the statistical treatments.
Research Design
The purpose of the research design is to provide an appropriate framework for
the study. The choice to be made regarding the research approach is an
important decision in the research design process, since it determines how
the relevant information for the study will be obtained (Sileyew, 2019).
The research utilizes Quantitative Non-experimental research with the
application of the Correlational approach in gathering and analyzing data which
aids in determining the level of the management practices and productivity of the
eateries in their day-to-day operations during the pandemic. Correlational
approach is a type of method that measures two variables and assess the
statistical relationship between them. The researchers utilized a survey
questionnaire through google forms to gather the necessary data. To be able to
have a management course of action, the quantitative questions are
accompanied by the qualitative data from the given survey questionnaires.
Environment
The research conducted is centralized in two different locations, the highly
urbanized province in the region of Central Visayas which is Cebu Province and
the 3rd class component city in the province of Misamis Occidental, Ozamiz
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City, where the establishments are located. The researchers
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have chosen these respected establishments because these eatery businesses
are being affected by the Covid-19 pandemic which fits the criteria of the
researchers in selecting the respondents.
Respondents
The researchers merely focused on the business owner and the employees of
these eatery businesses. A total of 10 eateries with 50 respondents were
selected to participate in this study. The researchers chose these respondents
as they could provide data to analyze and work on the objectives of the study.
The figures below show the company profile data that the researchers have
gathered.
Table 1.1: Number of employees
Number of Employees Frequency Percentage

Less than 5 employees 5 50%
6-10 employees 5 50%
More than 20 employees 0 0%
Total 10 100%
Table 1.2: Business Form
Business Form Frequency Count Percentage

Sole Proprietorship 9 90%
Partnership 1 10%
Total 10 100%
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Table 1.3: Years of Operation
Years of Operation Frequency Count Percentage

Less than a year 0 0%
1-3 years 1 10%
4-6 years 7 70%
7-10 years 0 0%
More than 10 years 2 20%
Total 10 100%
Table 1.4: Annual Income
Annual Income Frequency Count Percentage

P 300,000 - below 7 70%
P 300,001 - 600,000 1 10%
P 600,001 - 1,000,000 1 10%
P 1,000,001 - 2,000,000 1 10%
P2,000,001 - above 0 0%
Total 10 100%
Table 1.5: Location
Location Frequency Count Percentage

Cebu City 2 20%
Cebu Province 2 20%
Lapu- Lapu City 2 20%
Consolacion City 1 10%
Liloan City 1 10%
Ozamiz City 2 20%
Total 10 100%
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Sampling Technique. A Non-probability Purposive sampling was utilized for this
research. This type of sampling technique is used because the researchers only
selected the respondents which fit a particular profile, specifically those who are
working at the selected eateries; therefore, it is not generalized. And these are
the only respondents eligible to provide the exact details and information for the
data collection. Purposive Sampling is a Non-probability sampling method which
occurs when the needed elements were selected for the sample chosen by the
researcher’s judgement, due to the nature of the research design, aims, and
objectives, only a limited number of people can serve as primary data sources
(Beam, 2019).
Instruments
A modified questionnaire based on published articles with specified credible
sources are utilized by the researchers and it is given to each qualified
respondent. In determining the level of management practices and productivity
of the eateries, the studies entitled “Development of a Brief Instrument for
Assessing Healthcare Employee Satisfaction in a Low-Income Setting” from
ResearchGate and “Employee satisfaction survey” from QuestionPro are used
and modified. The purpose of this survey is to gather information about the
existing management and promotional practices of the eateries. The set of
questionnaires are developed using the Likert scale in the form of a checklist
indicating the level of frequency. The last questionnaire has a qualitative
approach which includes listing down the challenges that the eateries have
faced during the pandemic and providing recommendations. The medium of
which the structured survey questionnaire conducted is using Google forms.
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Table 2.1: Cronbach’s alpha of compliance of the government regulation questionnaire
Questionnaire Cronbach's Alpha Interpretation
Tax Compliance 0.89 Good
Government Mandated
0.94 Excellent
Benefits
Sanitation Regulation 0.95 Excellent
No. of items = 9, n = 50
Table 2.2: Cronbach’s alpha of handling the employees questionnaire
Salary 0.71 Acceptable
Fostering Open
0.86 Good
Communication
Table 2.3: Cronbach’s alpha of promotional strategies questionnaire
Social Media 0.95 Excellent
Traditional 0.84 Good
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Table 2.4: Cronbach’s alpha of productivity questionnaire
Employee’s Perspective 0.74 Acceptable
Owner’s Perspective 0.84 Good
Questionnaires passed through the online phase and content validity

from experts like our research adviser and panel members. Cronbach’s Alpha
will also be utilized for verifications of the coefficients of the modified research.
Cronbach’s Alpha is used to evaluate the internal consistency of how closely
related the set of questions or statements in the questionnaire are as a group
(UCLA Statistical Consulting, n.d.). The minimum acceptable value for
Cronbach's alpha is 0.70; Below this value the internal consistency of the
common range is low (Flores, 2016). According to George and Mallery, a
Cronbach’s Alpha internal consistency value of α >0.9 is excellent; 0.9 > α > 0.8
is good; 0.8> α > 0.7 is acceptable; 0.7 > α > 0.6 is questionable; 0.6 > α > 0.5 is
poor and 0.5 > α is unacceptable. For reliability testing of questionnaires, a Pilot
testing was conducted with the use of a validated survey questionnaire which
allows opportunity for refinements and modifications of the questions and to
determine the Cronbach’s Alpha value. The results of the pilot testing which
ranges from 0.71 to 0.95 shows that the questions are reliable enough.
Data Gathering Procedures

The primary data was obtained from one source which is from the survey
questionnaire given out to the respondents. In gathering the data, the
researchers used Non-Probability Purposive sampling wherein the researchers
collected data from the owners and employees of the
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selected eatery businesses. The google forms that were given out to the
respondents contain questions that will help determine the level of the
management practices and productivity of eateries amidst the pandemic, this
serves as a reference and is essential for collecting data and providing informed
consent and a transmittal letter.
To support the data obtained by the researchers, Secondary data were
adhered and generated from published related references, literature, and
studies.
Statistical Treatment of Data

The results from the primary data are tallied, computed, and tabulated based on
its specific statistical treatment. The following formulas will be used:
1. To determine the level of the impact of the following management practices of

the eateries in terms of compliance of government regulation, handling its
employees and promotional strategies:
Sample mean and standard deviation are applied with the formula below:
Formula for Mean:
where,
x̄ = mean
∑=̄ the sum of all variables
N = total number of cases
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Formula for Standard deviation:
where,
S = the standard deviation,
∑x2 = the total of the squared deviation from the
mean N = total number of cases or scores
2. To determine the level of productivity of the eateries:
Simple mean and standard deviation are applied with the formula below:
Formula for Mean:
where,
x̄ = mean
∑=̄ the sum of all variables
N = total number of cases
25
Formula for Standard deviation:
where,
S = the standard deviation,
∑x2 = the total of the squared deviation from the mean
N = total number of cases or scores
3.To determine if there is significant relationship between the management

practices and the productivity of the eateries, a statistical test of correlation
between interval data such as Pearson r will be used with the formula:
Formula for Pearson R Correlation:
where,
r = correlation
N= total number of cases
∑x= summation of all the scores in the first variable
∑y= summation of all the scores in the second variable
26
Ethical Considerations
Before proceeding to the respondents, the researchers asked for approval from
the assigned Research adviser. The researchers informed the respondents of
the study's purpose and information, to show appropriate and formal actions.
Before collecting data, the researchers also asked the respondents if they are
comfortable giving the researchers their time to complete a questionnaire and
that the answers to those questions will be collected, evaluated, and used for the
analysis of the study. Each respondent’s privacy will be respected by the
researchers, and they will not be violated in any way.
Transmittal Letter
A letter of transmittal was given prior to the interview or survey
process, explaining the intent and significance of the survey. To keep
uncertainty to a minimum, this letter clarifies correspondence by placing
the questionnaires provided into context.
Technology Application
The use of technology in data processing was done through
Microsoft Excel. The researchers were able to collate all of the data
gathered in Microsoft Excel. Utilizing Microsoft Excel formulas, the
researchers computed the mean, sample variance, standard deviation,
and correlational in the tabulation process for them to interpret the data.
Conflict of Interest
Risks of harm and discomfort were not subjected to the
respondents. The chosen respondents were not coerced or held against
their will if they refused to participate in the study. The respondent's
decisions were respected, and the researchers did not press the issue
any further. Instead, they were given an in-depth overview of why the
study is being conducted and how it could help them, with the goal of
informing rather than pressuring them to decide on any accounts.
27
Vulnerability
The study's respondents can comprehend the consent written on
the consent forms without the assistance of another person. Participants
that do not fall under the category of a vulnerable population such as (1)
children, (2) mentally or emotionally disabled people, (3) severely ill or
physically disabled people, (4) terminally ill, (5) institutionalized people,
and (6) pregnant women.
Recruitment
In recruiting parties for the data collection, full disclosure was
made. The study's essence and intent are thoroughly outlined by the
researchers. They are advised of their right to refuse to participate in the
research, and if any issues arise during the data collection process,
respondents will not be held against their will and will be handled equally
in a well-respected manner.
Risks
The respondents were not subjected to or exposed to any
unnecessary dangers or discomfort. The risks to the respondents in this
study are reduced and avoided to the greatest extent possible. The
potential for harm to the respondents would not outweigh the potential
humanitarian benefits of the information acquired by the respondents.
28
CHAPTER 3 : PRESENTATION, ANALYSIS AND
INTERPRETATION OF DATA
This chapter comprised the analysis, presentation and interpretation of the
findings resulting from this study. This presented the results and discussions of
the level of perception of the eateries towards their management practices and
productivity during the pandemic. The researchers also discovered the
correlation between the eatery’s management practices and productivity.
Moreover, the researchers also used qualitative data to support the quantitative
results.
MANAGEMENT PRACTICES
Table 3: Compliance of Government Regulations
Items Mean SD Description
Tax Compliance
The management informs and declares
actual income received from all sources 3.63 0.70 Very High
to the BIR.
The management complies with the
income tax policies mandated by the 3.7 0.48 Very High
government.
The management submits a tax return or
declares your source of income after

3.6 0.70 Very High
making a declaration in the Tax Return
before the deadline.
Government Mandated Benefits
The management provides adequate 3.2 1.23 High
29
Pag-ibig, SSS, and Philhealth
contributions to the employees.
The management remits the employee’s
Pag-ibig, SSS, and PhilHealth 3.1 1.20 High
contributions.
The management complies with the

3.7 0.67 Very High
government agencies’ requirements.
Sanitation Regulations
The business follows its guidelines in
terms of ensuring sanitation of its place 3.76 0.43 Very High
and employees.
The business has available sanitation
materials, such as alcohols,

3.8 0.45 Very High
disinfectants, and other materials for
sanitation.
The business does the disinfection

3.74 0.44 Very High
process of the whole place.
Total 3.58 0.7 Very High
Interval: 1.00-1.75 (Very Low); 1.76-2.50 (Low); 2.51- 3.25 (High); 3.26- 4.00
(Very High)
Tax Compliance. This shows the compliance of the eateries with tax laws and
regulations by paying tax timely and accurately. Presented below are the
respondents’ answers on how frequently they comply with the tax regulations
and laws set forth by the government.
30
Table 3 shows that the level of impact of the management practices in
terms of their compliance of tax laws and regulations were rated very high
(x̅ =3.63, SD=0.63). This means that the eatery owners gave a very high level of
tax compliance in all the items in the questionnaire, despite responses from the
open-ended question illustrating how some eateries have struggled with the
implementation of regulations from the government. A very high level of tax
compliance suggests that the business owners who responded to the survey are
aware of and comply with local tax laws and requirements set forth by the Local
Government Units of their respective cities. Compliance with government
regulations like the payment of taxes is very important in making sure the
economy is functioning well. Businesses must also comply with tax regulations in
order to avoid being charged with additional tax and penalties.
Additionally, a very high rating level of tax compliance indicates that an
eatery’s management practices are based on principles that ensure the longevity
and profitability of one’s business. Taxation does not solely pay for public goods
and services; it's conjointly a key ingredient within the accord between citizens
and therefore the economy which encourages the effective administration of tax
revenues and, additionally, sensible public financial management (DBO, 2018).
Government Mandated Benefits. According to the Philippine Labor Code, the
workers are entitled to benefits such as minimum wage, 13th – month pay,
overtime pay, and many others. Presented below are the respondents’ answers
on how often the management complies with the government mandated
employee benefits. Presented below are the respondents’ answers on how
frequently they comply with government mandated employee benefits.
Table 3 shows that the level of impact of the eateries’ compliance of
government mandated benefits were very high (x ̅ =3.33, SD=1.03). This means
that the eatery employees who answered the survey questionnaire gave a very
high rating on one item of the questionnaire, and a high rating for 2 of the items
in the survey on the compliance of the government mandated benefits by their
respective employers.
31
The results show that the employees acknowledge that their employers
are participating and contributing towards the grouping of benefits set forth by
the government like SSS, Pag-IBIG, and PhilHealth. (Zoleta, 2012). These will
help protect the rights of employees against unfair labor practices. These will
also ensure that the workers have access to affordable house financing, health
insurance, and social security benefits, as mandated by law. Milano (2018)
explained that, the various rules, laws, and regulations that govern your
business will help you take advantage of government benefits while ensuring
that you are always complying with those benefits.
Sanitation Regulations. The government has set sanitary rules and regulations
to all food establishments to avoid contamination and other sanitary issues
especially businesses concerning food. Presented below are the respondents’
answers on how frequently the eatery complies with sanitation regulations of the
government.
Table 3 shows that the level of impact of the eateries’ compliance of
sanitation regulations were very high (x̅ =3.77, SD=0.44). This means that the
eateries included in the research study gave a very high rating on the
compliance of the sanitation regulations. A very high level in the compliance of
sanitation regulations is very significant especially with the presence of the
COVID-19 virus. The compliance of sanitary permits, health certificate
requirements, and other sanitation requirements will help ensure that the
business is operating with utmost cleanliness and will further make customers
dining at the eateries feel safe of the food they are eating.
Moreover, a very high rating level of compliance with sanitation
regulations guarantee that eateries provide employees with food sanitation
training to avoid cross-contamination. Businesses face several challenges and
uncertainties daily, to assist eateries become more proactive and guarantee food
safety, the Food and Drug Administration created practices to safeguard
consumers and the business’ image (Jaco, 2020). In addition, with growing
awareness of food safety, consumers developed expectations from eateries in
32
terms of quality, with these eateries provide adequate measures such as having
a robust food safety management system.
Table 4: Handling of Employees
Salary
The management distributes the salary

3.64 0.48 Very High
efficiently.
The management distributes a sufficient
3.6 0.49 Very High
amount of salary.
The management gives allowances and

3.36 0.78 Very High
incentives.
The management fairly compensates for

3.5 0.61 Very High
the work an employee does.
The management informs us about the

3.66 0.56 Very High
company’s pay policy.
Fostering Open Communication
The management organizes a meeting

3.16 0.87 High
with the employees
The management finds ways to improve
3.54 0.61 Very High
the team’s work process.
The management conducts briefings to
inform employees of the regulations 3.52 0.54 Very High
during the pandemic.
The management does a good job 3.62 0.57 Very High
33
communicating about changes or
decisions that affect employees.
The management satisfactorily
communicates a clear sense of direction 3.58 0.54 Very High
for the eatery.
(Very High)
Salary. One of the most important aspects of a job is how much it pays. The
survey includes questions about whether the business is efficient at paying
employees wages or whether the amount they are paying is sufficient. Presented
below are the answers of the respondents on how often the management do well
in handling their employees in terms of the salary.
Table 4 shows that the level of impact of the eateries’ handling of
employees in terms of the salary were very high (x ̅ =3.55, SD=0.59). This means
that the eatery employees included in the research study gave a very high rating
on their respective management’s distribution of their salaries. The results show
that the 10 eateries were able to efficiently distribute the salary to their
employees and that the employees were paid well, as answered by the
employees, despite the responses from the open-ended question illustrating how
the pandemic has resulted in employers laying off workers or lowering the
compensation. The proper distribution of salaries in businesses is important as
well since it can be a motivation to the employees thus making the business
more productive and the employees more engaged in their work.
Furthermore, a high rating level of how eateries handle employees
through salary ensures that eateries value their workers. Compensation is vital
to employee motivation since employees more likely stay with the company
when they’re being paid well. Satisfied employees are productive employees.
Productivity with regards to compensation begins when employees feel valued,
34
which increases motivation and loyalty. Not solely are employees more driven to
try and do a decent job, but the longer the employees are in the company, the
more they grasp and the more efficient they become, which then ends up in an
inflated productivity (Leonard, 2019).
Fostering Open Communication. Allowing employees to have an open
communication in their work is relevant in the success of a business. According
to PeopleKeep (2021), fostering open communication enables employees to
produce high quality work and form trust with the employers. Presented below
are the answers of the respondents’ on how often the eateries fosters open
communication among the employees.
Table 4 shows that the level of impact of the eateries’ handling of
employees in terms of fostering open communication were very high (x ̅ =3.48,
SD=0.63). This means that the eatery employees included in the research study
gave a very high rating on their respective management’s practices in terms of
communication with four items in the survey questionnaire having a very high
rating and one item with a high rating. In addition, results from the open-ended
question suggests that eateries should uphold this practice to be set on goals.
A very high rating on the managements’ handling of employees in terms
of fostering open communication means that the employees of the businesses
acknowledge that there is a clear line of communication between the employees
and employers. Having good communication is vital in implementing changes in
the business especially in time of the COVID-19 pandemic. This will also make
employees feel safe and comfortable about coming up to the employers on any
concerns they will have. In addition, a very high rating level of how eateries
handle employees through fostering open communication suggests that eateries
communicate their goals. A common complaint in most workplaces is the deep
division between the employees and the management and through open
communication it allows employees to be more engaged and understand that
what they do matters for the business’ success (Hoopla, 2020).
35
Table 5: Promotional Strategies
Social Media
The business uses social media
platforms such as Facebook, 2.72 0.81 High
Instagram, Twitter, and etc.
The business updates its social media

2.68 0.74 High
to promote the business.
The business responds to the queries
or orders of the customers through 2.98 0.89 High
social media.
Traditional Media
The business distributes flyers, posters

2.52 0.97 High
or other printed materials to customers.
The business gets customers who
know about the business through word 3.36 0.88 Very High
of mouth.
The business thinks of investing more

3.26 0.80 Very High
on traditional marketing.
Total 2.92 0.85 High
(Very High)
According to Kotler et al., promotional strategy objectives vary among
businesses. Some use promotion to expand their markets, others to hold their
36
current positions, still others to present a corporate viewpoint on a public issue.
This strategy should be evident in a business environment especially during this
pandemic to reach the target markets in different ways possible. Most sources
identify the specific promotional objectives or goals of providing information,
differentiating the product, increasing sales, stabilizing sales, and accentuating
the product's value (Kotler, Wong, Saunders, & Armstrong, 2005) Presented
below are the respondents answers of how they are frequently utilizing
promotional strategies specifically social media and traditional media.
Table 5 shows that the level of impact of the eateries’ promotional
strategies in terms of utilizing social media were rated high (x ̅ =2.79, SD=0.81).
This means that the eateries included in the research study gave a high rating
on how often they utilize social media in letting people know about their
business. The results above suggest that the eateries use social media
platforms often in marketing their business. Moreover, findings from the open-
ended question suggests that the utilization of social media is effective in
connecting with your customers to build your brand and increase sales.
According to (Brenner, 2018), more than three billion people around the
world are using social media each month. With this, social media provides great
potential for businesses because of the great number of users and especially
today with the pandemic, a lot of people are going online as well. Moreover, a
high rating level of how eateries utilize social media for promotional strategies
suggests that eateries build customer relationships through web-based
platforms. Social media offers eateries immense potential as consumers connect
to the internet on a daily basis. Social media is one in all the foremost affordable
and stress-free digital promoting platforms that may be accustomed to increase
your business visibility as it plays a significant role in networking and
communication, with the assistance of these platforms, it is possible to create a
voice for your company to develop the brand’s image (Nelson, 2018).
Table 5 shows that the level of impact of the eateries’ promotional
strategies in terms of using traditional media were rated high (x ̅ =3.05, SD=0.88).
This means that the eateries included in the research study gave a high rating
37
on how often they utilize traditional media in letting people know about their
business with 2 items on the survey with a very high rating and 2 items with high
rating.
A high rating of using traditional media in promoting a business suggests
that the eateries also engage a lot in reaching customers either through word-of-
mouth or print marketing. While a lot of the businesses today prioritize social
media in promoting their products or services, traditional media can also
strengthen the promotional strategies of a business. This shows that the eateries
see traditional media, as a tool for promotion, effective in their business.
According to Lee (2020), traditional media is a broader way of reaching your
audience effectively, since potential customers will experience real world
communication, wherein both the consumer and the business witness each and
every gesture of one another. In addition, traditional marketing can also work
alongside digital marketing by driving leads to the eateries’ digital channels in
order to gain sales and success.
BUSINESS PRODUCTIVITY
Productivity in a business is a measure of the overall efficiency of the
operations of a business. There are several factors that affect the productivity of
a specific business which could be the employees, its cost effectiveness, or the
management’s management practices. Productivity could mean the income of
the business and how well they meet their obligations to their customers.
Furthermore, several businesses are constantly looking for ways to increase
business productivity and implement changes that could lead to the
improvement of the business operations. Presented below are the respondents’
answers on how frequent employees and owners perceive their business to be
productive.
38
Table 6: Owner and Employee’s Perspectives
Employee’s Perspective
The employees believe that the overall
productivity of the business exceeds 3.45 0.55 Very High
competing eateries in the market.
The employees think the management
meets daily quota in terms of number of 3.58 0.55 Very High
customers per day.
The employees feel that the eatery’s

3.65 0.48 Very High
workplace is as effective and productive.
Owner’s Perspective
The management believes that the overall
productivity of the business exceeds 3.5 0.53 Very High
competing businesses in the market.
The management meets daily quota in terms

3.2 0.79 High
of the amount of sales per day.
The management believes that the services
and products meet the needs and wants of 3.6 0.52 Very High
the customers.
(Very High)
39
Table 6 shows that the level of impact of the eateries’ overall productivity
in the perspective of the employees were rated very high (x ̅ =3.56, SD=0.53).
This means that the eateries included in the research study gave a very high
rating on how often the employees think that the eatery is productive, despite
having responses from the open-ended question illustrating that the pandemic
has employees to be mentally and physically challenged.
A very high rating of business productivity based on employees’
perspective suggests that employees who participated in the survey think that
the eatery is carrying out its services effectively and that it met the needs and
wants of the customers. Although the new regulations of the government during
the COVID-19 pandemic somehow affected the business operations, the
employees thought that the eatery still meets the daily quota in terms of the daily
number of their customers. According to Collier (2018), in order to increase
productivity in the workplace, it’s not just learning about the benefits of
productivity in the workplace, but most importantly employees must know how to
achieve it. Furthermore, eateries should overlook training and development to
invest in the employees’ skills, which in turn allows employees to use what
they’ve learned to ensure the business’ productivity and success.
Table 6 shows that the level of impact of the eateries’ overall productivity
in the perspective of the owners were rated very high (x ̅ =3.43, SD=0.61). This
means that the eateries included in the research study gave a very high rating
on how often the owners think that the eatery is productive, despite having
responses from the open-ended question illustrating that the pandemic has
resulted in affecting operations within the business operationally and financially.
The results suggest that owners perceived their business as productive.
According to (Lumen, 2021), many businesses have formal programs for
improving productivity through existing control systems. In times like today, with
the presence of COVID-19, many businesses are undergoing major operational
changes. Many may say that it affected the business in a negative way, the
changes can also become an opportunity to improve productivity of a business.
40
According to Speciale (2019), the business world is filled with mentions of
productivity in the workplace, as if it's frequently understood. While it appears as
if the foremost straightforward definition would be a productive workplace,
although truth is a bit more than that. In order to ensure the business’
productivity, the management should communicate the business’ goals to
employees and frequently provide them with constructive feedback to let them
know on what aspects they’re improving and lacking.
Table 7: The Correlations between Levels of Management

Practices and Productivity of Eateries during the Pandemic
Management Business
Practices Productivity
Pearson’s r 1 0.584674586
Management p-value - -
Practices
N 50 50
Pearson’s r 0.584674586 1
Business p-value - -
Productivity
N 50 50
Figure 2. Scatterplot of the level of perception of eateries towards their management practices and productivity
41
Table 7 shows the Pearson’s Correlation (r=0.584674586) of the
management practices and the productivity of the 10 eateries included in this
research study. This means that there is a moderate positive correlation
between the variables mentioned above. The results also suggest that a change
in the management practices of the 10 eateries is accompanied by consistent
change in the overall business productivity. As shown in Figure 2, the scatterplot
is an upward sloping line which indicates the positive relationship of the
variables. With a correlation coefficient of 0.584674586, the dots fall moderately
close to the line shown in the scatterplot.
The computed value of r implies that there is a significant relationship
between the variables, management practices and productivity. According to
Savchuk (2019), a researcher on the topic “How Much Does Management
Matter to Productivity?”, implies that businesses with a structured management
performed more efficiently than alternative sites among a similar firm, and
businesses that used more of these practices improved their performance over
time. Moreover, both management practices and productivity are vital for the
success of the eateries, as these two have a solid link as managers adopt
practices that set targets and track outcomes which has a great effect on the
employees since they are most likely to experience a better work-life balance.
Lastly, results from the open-ended questions imply that a driven management
approach can subsequently lead your business to grow amid a pandemic.
To conclude, the Employee Motivation and Organizational Effectiveness
Model of Manzoor (2020), Diffusion of Innovation Theory of Rogers (1965), and
Three Levels of COVID-19’s Impact on Businesses of Carracedo, Puertas, &
Marti (2020) were utilized in the study to determine the significant relationship
between the levels of management practices and productivity in its day-to-day
operations. Furthermore, linking these three theories together could result in
coming up with a better business model which guides the eateries to establish
efficient management practices that could result in increased productivity.
42
Table 8: Challenges that businesses in the eatery industry
experience during the pandemic
ANSWERS (Verbatim) MAIN PROBLEM
few customers
Less customers
Low number of customers
Customers are very few.
Less Customers because of COVID
Low Income and less customers

The business has less customers now.
50% capacity
Small number of customers
Less customers
Less than 10 customers a day Due to restrictions
such as 50% capacity,
Lesser customers due to the lock down social distancing, and
curfew- Fewer
Less customers because of covid-19 customers resulting to
less sales
Limited amount of customers are allowed to enter.
Lesser customers and confusing regulations of LGUs
Limited Customers / 50% capacity
not many customers like before
Small number of customers

Lack of customers
few customers
less income
There are fewer customers and employees.
Low number of customers.
43
Less customers dining in because of pandemic.
During the pandemic, the business had to stop its
operations. There was no income. When business
started operating again, there were a lot of limitations
and the number of customers weren't the same
anymore.
Not much customers
not many customers like before
Limited amount of customers are allowed to enter

We usually open at night because there are more
customers but now less customers come to the
restaurant.
Before the pandemic, the restaurant I work is open
24/7 so the salary I get is half because we close at
10pm. Employees are
affected. They are
The management had to cut down on employees either fired or their
salaries are lowered.
Fewer Employees Employees are even
mentally and physically
challenged due to the
In the first half of the pandemic, job was lost. restrictions and
regulations.
Due to some pandemic regulations, it is sometimes
uncomfortable at work.
Hard to adjust with all the government regulations

Implementation of
confusing regulations of LGUs regulations by the
government has
Curfew affected the operation of the eatery. affected their
operations.
During the pandemic, the business had to stop
its operations.
The business was forced to close, which caused it Operations within the
to lose months of revenue due to quarantine business are affected
restrictions. New expenses are also added while operationally and
reopening because of the new materials needed. financially.
Limited time, lack of resources
44
Delayed resources delivery
Cut down on the operation costs.
Balancing all finances

People now prefer fast foods because of Eateries have a hard
food delivery time adjusting to
competitors and to
There are a lot of competitors who already deliver the changes of the
their products ever since COVID-19 started. preferences of
customers.
According to a study by the Asian Development Bank, the Philippines had it

worst in terms of the coronavirus pandemic’s impact on businesses (Rivas,
2020). In table 8, most of the challenges stated by the respondents include less
customers due to government restrictions such as customer capacity, curfew,
and social distancing. Some stated that there are fewer employees in the eatery
which could be due to the lower salary given and the mental challenges during
the pandemic. Although Covid-19 is a public health concern, the government has
also implemented necessary measures to contain the pandemic which might
have caused some businesses to struggle with the major changes in the
operation, since restrictions of movements have been implemented. To combat
these problems, eateries must pivot to new business models taking into
consideration the new normal ways of interaction which reflects on table 9.
Table 9: Recommendations of respondents for the

improvement of the management practices and productivity
Answers (Verbatim) Main Recommendation
Prepare plans in response to a difficult situation

and properly communicate with the employees.
Brief the employees and always have

open communication.
Cooperation between the owner and the employees.
45
Communicating goals
By creating a communication plan. through fostering open
communication.
More communication
Transparency between manager and employee
More organization and teamwork
Frequent meetings to tackle how to improve sales.

Sales meeting
Always have meetings with employees for a better
understanding with the employees and owners.
Partner with food delivery apps
Cater delivery services

Set-up delivery service
Practice food deliveries
Try to partner with delivery app for more reach
Accept online orders
Always have some alternatives like selling the

foods online Utilize online platforms
Try new things like selling online because it is where

customers spend most of their time especially
during this pandemic.
Improve menu selections
Add more choices to the menu and improve

marketing. Wide variety of food
choices
Provide new choices for the menu
46
Since the people are having a hard time budgeting
their money because of this pandemic me and my
employees are planning to decrease the prices of Budget-friendly goods
our food. I believe in this way it can benefit me and
my customers.
Offer combos so that customers can save.
Mitigation plans
Create an emergency fund account that would be
able to cover all the needs of the employees and
for
the business to recover during unexpected times,
may it be a pandemic or any kind of situation.
Create feasible plans for your business
More planning
learn to adjust to the changes especially

this pandemic Effective planning
Eliminate negative impacts to the business
Don't give up, take all resources and experiences

you had to make your business succeed in times
of pandemic.
Follow the trend
Improve business image by public perception
Try to improve the dining environment of customers

like easier payment.
Eliminate buying unnecessary things
Cut down on costs like choosing alternative and Cost Cutting
cheaper ingredients to use in the food.
Find a way to reduce costs
Promote through social media
Preserving the marketing strategies of one’s eatery
47
Utilize the use of social media or other
online platforms and provide Promotions
deliveries.
Our owner should create a social media page in
order to attract customers.
Be updated with the news and use social media
to market the business.
Table 9 shows the recommendations of the respondents in order to

counter or survive the challenges in the business brought about by the
pandemic. One way of surviving in these times is through preparing and
developing an emergency plan and opening an emergency fund account that will
help guide businesses in things to do during times like these. Second, frequent
meetings with the staff and employees are also crucial in emergency situations
where a lot of changes need to be implemented. One way of improving
management practices and productivity is to introduce new ways in running the
business like going online and accepting deliveries. According to Chang (2020),
the online food shopping industry is in a unique stage of its development. As
individuals transition online, e-commerce websites and mobile applications
rapidly grew, utilizing online platforms to perform delivery services as well as
promote can help the eateries reach a sustainable competitive advantage.
The least recommended practice is to establish budget-friendly goods,
according to FBC (2020), most businesses avoid cutting prices since competitive
prices have been established and gradually changing fees could confuse
consumers and could potentially cause problems with cash flows. In today’s
situation, businesses should commit to developing pricings that may retain
customers, however one should be cognizant of the consumers’ ever-changing
monetary situations. Moreover, everyone must stay informed for the business
operations to flow smoothly. According to Carracedo, Puertas, & Marti (2020),
businesses need to introduce new forms of action to improve citizen’s quality of
life, adapt remote working in business, and then come up with a detailed market
analysis and introduction of innovation at all levels. These suggestions given by
48
the respondents will guide other medium-sized businesses on ways to make
one’s business survive in times of the pandemic.
49
CHAPTER 4: SUMMARY OF FINDINGS, CONLUSIONS, AND
RECCOMENDATIONS
This chapter presents the summary of findings, conclusion, and

recommendations of this research study. The summary of findings is formulated
from the data presented, analyzed, and interpreted in the previous chapter.
Lastly, the recommendations relate to what has been found out and concluded
by the researchers and is intended for the benefactors of this study.
Summary of Findings
Based on the findings of the study, the management practices of the eateries,
specifically the compliance of government regulations (x̄=3.58 SD=0.7) and
handling of employees (x̄=3.52 SD=0.61) garnered a very high average
weighted mean and SD. In terms of the promotional strategies of the eateries, it
has a high average weighted mean and SD (x̄=2.92 SD=0.58).
The level of impact of the eateries’ overall productivity in terms of employee’s

perspective and owner’s perspective has a very high average weighted mean
(x̄=3.50 SD=0.57).
The levels of management practices and productivity of the eateries during

the pandemic has a moderate positive correlation (r=0.58). The findings of this
current study are supported by a study conducted by Siebers et. al (2008) which
states that the management practices are linked to the productivity and
performance of a company. It was observed in the supporting study how on one
hand, these management practices were measured and on the other, how the
impact of these practices on productivity was estimated.
The supporting qualitative data of this study which is the challenges

encountered by the eateries during pandemic shows that most of the challenges
that the eateries have stated are the effects of government restrictions - social
distancing, customer capacity and curfew. Some eateries experienced the lack
of resources and cutting down of employees which has affected the operational
efficiency of the eateries. Recommendations were also stated in order to have a
50
good business strategy and survive the pandemic. One of the most
recommended is to accept online orders and promote the business on social
media platforms.
Conclusion
To conclude, the theories being used in the current study supports the findings
of the study. Based on the results of the management practices data,
compliance of the government regulations, handling employees, and
promotional strategies has an impact towards the management operations. With
that, The Cost and Benefits of Compliance of Nijsen et. al (2008), Employee
Motivation and Organizational Effectiveness of Manzoor (2019), Diffusion of
Innovation Theory of Rogers (2003) were employed and exemplified. It shows
that the eateries observe and comply with the policies and regulations that are
mandated by the government. On the other hand, employees also showed great
satisfaction since their salary was efficiently distributed and open communication
in the workplace is also fostered towards them. Eateries also utilized various
social media platforms in which they use to respond to their customers’
orders/concerns. There is a very high overall productivity of the eateries which
means that the workplace of the eateries is effective and productive enough
which increases the employee’s overall performance. Therefore, the
management practices and the productivity of the eatery showed a significant
relationship as compliance with government regulations allows businesses to
operate efficiently. Proper handling of employees is one of the major factors
which affects employee’s performance leading to a productive workplace.
Promotional strategies also help in increasing customer engagements.
The 3 Areas of Intervention of COVID-19 Impact on Business of

Caeracedo, Purtas, & Marti (2020) is also used which states that eateries
implemented new ways to improve citizens' quality of life, such as executing
flexible work in business and conducting market research. During this pandemic,
eateries have encountered challenges which affected their business. Due to the
government protocols, there are changes in their operational activities.
Businesses are only given limited hours to operate and limited customer
51
capacity. As a response to that, businesses stated in the recommendations that
new forms of actions will be introduced.
Implications and Recommendations

The results show that eatery businesses prefer to promote through word-of-
mouth modalities as this has garnered a very high mean and SD in the
promotional strategies. When consumers plan to purchase a product or service,
it is common that they seek information from family members, friends, and
others as preferred sources of information. As a result, word-of-mouth
communication or information received from others is an important source of
product, brand, and retailer information for many consumers (Gildin, n.d.)
Based on the findings of the study regarding the level of management

practices and productivity of the eateries during COVID-19 pandemic, the
following recommendations are proposed to further improve the business
operations of the company and its services.
1. As for the management practices of the eateries, they should always be

transparent to their employees. Communicate on the plans needed to be
performed especially in difficult situations such as the pandemic. Frequent
meetings should be organized to improve business strategies.
2. Productivity of the business can be achieved through effective planning.
Businesses should create feasible plans in which they can carry out in the
future. Furthermore, there should also be enough cooperation between
the owner and employees. The wellbeing of the employees should also be
prioritized as they are the most valuable asset of the business.
3. It is highly recommended to have alternatives such as accepting online
orders. In this time of pandemic, most customers are found online
therefore, it would be a great strategy to utilize online platforms.
52
Businesses can also partner with delivery applications such as Grab &
Food Panda to reach more customers.
4. Businesses should improve their promotional strategies as this increase’s
customer engagements. The eateries should be more visible online to
attract more customers and to keep them informed about the business.
This research helps the business owners to create decisions for the
company to succeed. Employees will be able to obtain ideas on working
efficiently and be cooperative enough to the management. The findings of this
research help in identifying business strategies in order to give great satisfaction
to their customers. To the aspiring entrepreneurs, this research aids in
understanding industry trends and several aspects of business growth. The
results and ideas presented in this study may be utilized as a source of
information when conducting new research. Lastly, businesses will be able to
give contributions to the economy’s development.
CHAPTER 5: RESEARCH PROPOSAL
Level of Impact of Management Practices and Productivity of the Eateries during

COVID-19 Pandemic
Blanche Caranoo1, Kathleen Catipay2
shubypaes04@gamil.com1,kathcatipay323@gmail.com2
Abstract –The COVID-19 pandemic has made drastic changes in the economy affecting
several businesses, particularly in the restaurant industry. As certain businesses are faced with
different obstacles that threaten the overall business productivity, it is essential to make sure that the
management strategies practiced by each business are used to adjust to these obstacles to benefit
the business in the long run. Hence, the main aim of the study is to determine the relationship
between the levels of management practices of the eatery and its productivity during the pandemic. It
also seeks to determine the correlation between the two variables. A quantitative non-experimental
research with the application of correlational approach is utilized in this study. The quantitative
results of the study are supported with qualitative data. The findings of this study shows that the
management practices, specifically the compliance of government regulations (x̄ =3.58 SD=0.7) and
handling of employees (x̄ =3.52 SD=0.61) has a very high average weighted mean and SD.
Meanwhile, their promotional strategies have a high average weighted mean and SD (x̄ =2.92
SD=0.58); the level of impact of the eateries’ overall productivity garnered a very high average
weighted mean (x̄ =3.50 SD=0.57). There is a moderate positive correlation (r=0.58) between the
levels of management practices and productivity of the eateries during the COVID-19 pandemic.
53
Lastly, results revealed that businesses face challenges regarding operations, regulations imposed
by the government, and adjustment to competitors. As recommendations, respondents suggest
fostering open communication, utilizing online platforms, and promotions for the improvement of
management practices and productivity.
Keywords- Business Productivity, COVID-19 Pandemic, Management Practices, Restaurant

Industry, Correlational
INTRODUCTION/RATIONALE
The coronavirus disease 2019 (COVID-19) outbreak has caused widespread distress and economic
hardship across the globe for consumers, businesses, and communities (Kituyi, Owoko, & Isabelle,
2020). As reported by CBS News (2020), the restaurant and foodservice sectors have been amongst
the worst affected, with severe sales and job losses. Consumers have shown extreme reluctance to
dine out due to lockdowns, social distancing measures, and general caution towards places where
people congregate. The customer’s choice regarding whether or not to dine in a restaurant has
changed due to this unprecedented global pandemic. Moreover, with guidelines for social distancing,
service sector jobs that depend on customer- providers, such as restaurants are greatly affected.
Thus, workers in industries such as restaurants, hotels, childcare services, retail trade and
transportation services are at a higher risk of losing their jobs.
Casual-dining and fine-dining restaurants have seen their revenues decline by as much as 85
percent during the pandemic strike (Haas, Kuehl, Moran, & Venkataraman, 2020). Moreover, Byrd et
al. (2020) found that the COVID-19 pandemic created significant changes to the consumer food
landscape. State and local stay-at-home orders that started mid-March 2020 resulted in consumers
clearing supermarket shelves to prepare to be at home for several weeks. Simultaneously,
independent restaurants either voluntarily or were mandated by state or local governments to
discontinue in restaurant dining to meet social distancing guidelines as part of COVID- 19 mitigation
plans. The restaurant industry customers businesses knew just three months ago are not the same
people today. Usual preferences have shifted as customers exercise caution – about where, what,
and how they make their purchases. The impact on retailers and consumer goods companies is and
will continue to be tremendous (Yost & Cheng, 2021). In response to the restrictions and other
pandemic related guidelines, the industry responded with operational changes, event cancellations
and even store closures in some areas where the pandemic is prevalent to keep guests and staff
safe as well as stabilize their business. With this, it is evident that the industry itself is greatly affected
due to restrictions imposed that prioritizes the safety and welfare of the people during the pandemic.
In the national context, the situation of the businesses in the industry also did not escape the severe
impact of the pandemic. According to a statistical report of USDA (2020), the Philippine foodservice
sector’s sales, driven by the urban consumers’ increasingly hectic lifestyle, rose to an estimated
$14.9 billion in 2019. Dining out was an essential aspect of Filipino family bonding and celebrations.
However, since the start of the COVID-19 outbreak, consumers have shifted away from eating out
and prefer to cook food at home. This resulted to a decrease on the country’s food service sector as
consumers all over the country change their preferences brought by the pandemic.
In addition, according to Singian (2020), in 2020, following an initial growth estimate of 8-10
percent, the onset of COVID-19 brought about strict community quarantine measures that have
generally remained in place since mid-March and pushed sales down 70 percent during that time
span, year-over-year. As a result, FAS Manila (2020) forecasts the food service sector in 2020 will
drop to $6.9 billion. With the government gradually lifting imposed stay-at-home restrictions,
restaurant owners in areas where strict public health regulations have been imposed are attempting
54
to devise and implement comprehensive reopening plans, particularly concerning social distancing
(CBRE, 2020). Restaurants have been applying an array of policies and procedures in the
scramble to reduce risks and reassure customers (Severson, 2020). Food service establishments,
specifically eateries across the Philippines were forced to either suspend or limit operations to take-
out or delivery services only. With remaining eateries still operating, most of them have been
implementing the operational guidelines mandated by the government. Thus, the focus of most
businesses in the industry is to keep the business going by observing the guidelines to follow to
ensure a safe environment for the company. Meanwhile, looking through the lens of the local
market, specifically Cebu and Ozamiz, Philippines; the situation of the industry is no different from
that of the national perspective. A drastic change in pre-crisis foot traffic is expected as patrons will
remain fearful and cautious of returning to crowded places. Nevertheless, in the light of this
pandemic, certain eateries continue to operate amidst the pandemic. Although the effects of
COVID-19 on the economy are revealed through the stock market, the real estate market and other
related statistics, the effects on small business are not well known because of the lack of data and
research that addresses this limitation. Thus, to shed light on this problem, the researchers
gathered essential data with the help of the respondents, the owners, and employees of the
different businesses within the eatery industry.
With certain eateries still standing amid the pandemic, different management practices are
still observed either in operations or promotions. The introduction of new management practices is
an important issue for firms as they seek to upgrade their productivity, improve customer offerings,
and retain competitiveness.
Though confronted with a pandemic, a rapid development of the business world is still
occurring. The increasingly fierce competition becomes a challenge for the business to maintain the
owned market and seize the existing market. Every business must have sensitivity to any changes
that occur- either internally or externally. Hence, the business must meet the ever-changing
customer demand (Ekoputra, Hartoyo, &Nurrochmat, 2015). This shows how crucial adapting to
certain management practices is in a business whether faced with a pandemic or not. Moreover, it
reveals how significant certain management practices are on the growth of employees' business
and motivation, especially in this time of the pandemic.
As certain businesses are faced with different imposition of regulations and the ever-changing consumer
demand, it is essential to make sure that the management strategies practiced by each business are used to
be able to adjust to these obstacles. Also, it is also important that businesses recognize the challenges that
they are experiencing as a business to be able to create appropriate strategies that would be beneficial to the
business in the long run. Studies reveal that business success is contributed to the management practices,
entrepreneurial competencies, and personal characteristics of business owners while study of Parilla (2009),
emphasized the link of management practices, entrepreneurial competencies, and business success.
Recognizing every businesses’ level of existing management practices and productivity is essential as this
leads to calculated decisions which could positively affect the company - its owners and employees. Hence,
the researchers opted to do a research that entails knowing its level of management strategies and
productivity, and its effect on the company’s performance. Moreover, the researchers will also support their
quantitative results through a qualitative data recognizing the challenges that the businesses in the eatery
faced during the pandemic and their recommendations for the improvement of the management practices and
productivity. The results gathered will be an essential tool for decision-making, specifically, on what
management practices should the business uphold, creating a healthy environment to communicate business
expectations. Moreover, the findings will deliver information that will be beneficial for sales growth to ensure
the business’ success and may help the business improve and develop rapid response strategies for the
company amid the pandemic, from the perspectives of both business owners/managers and employees.
The findings of this study are beneficial to restaurants, restaurant employers, employees,
consumers, industry managers, aspiring entrepreneurs, future researchers, and the economy. The
55
study redounds to the interest of the businesses in the eatery industry. The data gathered will be
useful for decision-making, specifically, on what management practices should the eatery uphold,
creating a healthy environment to communicate business expectations. Moreover, the findings will
deliver insights that will be beneficial for sales growth to ensure the business’ success.
GENERAL OBJECTIVES / STATEMENT OF THEPROBLEM
The main aim of the study is to determine the relationship between the levels of impact of
management practices of the eatery and its productivity in day-to-day operations during the
pandemic. Specifically, the study seeks to answer the following questions:
1. What is the profile of the company in terms of:
1.1 Number of Employees
1.2 Business Form
1.3 Years of Operation
1.4 Annual Income
1.5 Geographic Location

2. What is the level of the impact of the following management practices of the eatery?
2.1 Compliance of the government regulation
2.1.1 Tax compliance
2.1.2 Government mandated benefits
2.1.3 Sanitation regulations
2.2 Handling the employees
2.2.1 Salary
2.2.2 Fostering Open Communication
2.3 Promotional Strategies
2.3.1 Social Media
2.3.2 Traditional
3. What is the level of productivity of the eatery based on:
3.1 Employee’s Perspective
3.2 Owner’s Perspective
4. Is there a significant relationship between level of impact of management practices and

the productivity of the eatery?
5. What are the challenges that the eateries have encountered during the pandemic?
5.1 Recommendations for the improvement of the management practices and
productivity
56
With the given main problem above, the Researchers assumed that the eateries’
management practices have a significant impact on its day-to-day operations during the pandemic.
Moreover, the researchers also hypothesize that there is a significant relationship between
management practices and the productivity of the eateries.
Ha1: There is a significant level of impact between the levels of management practices of the
eatery and its productivity in day-to-day operations during the pandemic.
Ha2: There is a significant relationship between management practices and the productivity of the
eatery.
The study addresses the impact of the eateries’ management practices during the COVID-
19 pandemic. It studies the profile of the different eateries, specifically the number of employees,
business structure, years of operation, income, and geographic location; the management
practices of the eatery in terms of employee handling and promotional strategies; and business
productivity based on employees and owner perspectives. The researchers will conduct this
study for approximately three months from March to May 2021. Data will be gathered through a
survey questionnaire given to the employees and owner of the different eateries. Using these
variables, the researchers will achieve the objectives of this study. First, survey results will be
used to know the extent of the impact of the management practices in terms of operations and
marketing of the eateries. Second is knowing the degree of productivity of the business in both
the employees and owner perspectives. Third is finding the significant relationship of the
business’ handling of employees and its productivity. Lastly, researchers aim to know the
challenges the company faced during the pandemic and how they overcome these problems.
The data will be gathered only through survey questionnaires that will be answered by the
employees, owner, and other staff of the eatery. The standards of productivity that will be
measured in this study is based only on the perspective of the owner and employees. Therefore,
any other external factors such as social or economic changes are not included in the study.
Furthermore, the results of this study may or may not reflect the impact of management practices
of other businesses in the field of food and beverages since this research only focuses on a
single industry which is the eatery industry within the Philippine setting. Therefore, generalization
of the results for larger groups is difficult. The theoretical background of the study includes a
structure that serves as a guide of the research. It provides a clear justification of the problems in
the study. It includes a developed framework of previously tested knowledge of the variables
involved. Figure 1 showed the structure of this study and introduced the theories that support and
explained the research problem. The theories used helped identify how the key variables
influence each other as well as the phenomenon of interest. The researchers gathered the
three theories through course readings and pertinent research literature and identified its
relationship to the management practices of the 10 eateries.
57
Figure 1. A Schematic Diagram of the Theoretical-Conceptual Framework of the Study
AREAS OF IMPROVEMENT
Restaurant employers and business owners are responsible for the success of the business
and being provided with consistent results from the study aids them to create calculated decisions
for the business to reach success in terms of executing management practices.
Employees, through measuring the impact of the workplace environment on the performance
level of employees and establishing a relationship between training and empowerment. Which
gives the opportunity to work efficiently and increase the capability to respond to problems quickly,
as well as develop solutions faster.
Consumers, the findings will be conducive to understanding the needs of the business’ core
customer base which optimizes services to better meet one’s needs.
Industry managers, the findings will be conducive to ensuring the working processes in the
business to be safe and efficient.
Aspiring entrepreneurs, the findings of this study will be of help to navigate through the market
trends and different aspects of the business for development.
Future researchers, future research is needed regarding which methods of preference

assessment are most appropriate. Future evaluation would include a comparison of a larger
number of approaches, the absence of a standard, reliable, and consistent result across various
approaches for assessing variables may increase one’s confidence in the result. The ideas
presented may be used as reference data in conducting new research.
Economy, the findings of this study aid the business to develop certain practices leading to
garnering large sales called consumer spending. Consumer spending is considered as an
important economic indicator as it has made important contributions to the labor market through
total sales and revenues which will greatly affect the gross domestic product of the region.
58
SPECIFIC OBJECTIVES
This study aims to determine the impact of the management practices of various eateries in
their day-today operations with four key variables, namely the promotions of the business,
handling of its employees, employee productivity, and business difficulties during the COVID-19
pandemic. Three main theories, which best explain the relationship of the variables mentioned, are
gathered to determine its impact on the eateries’ daily operations.
One of the variables in the study is the compliance of government regulations namely
compliance of tax laws, government mandated benefits, and sanitation regulations. Following
these regulations seem to be one of the answers to safeguard a business against the risk of the
well-being of the people, nature, and businesses (Nijsen, Hudson, Paridon, Müller, & Thurik,
2008). This variable was relevant in knowing how it will affect the business as a whole. Paying
taxes can contribute greatly in the growth of the economy, ensuring that employees are provided
with the benefits set forth by the government could increase productivity, and sanitation
regulations ensures that there is proper cleanliness within the workplace to ensure health and
safety. The concept of the costs and benefits of compliance as shown in the theoretical
framework was helpful in conducting the research study. The second model used is the
Employee Motivation and Organizational Effectiveness Model of Manzoor’s (2019) study of
employee motivation’s impact on organizational effectiveness. Manzoor included two variables,
empowerment, and recognition, which will be analyzed to determine their effect on employee
motivation and productivity. The study of the eateries’ management practices will help the
researchers find its relationship with their overall business productivity. Lastly, as COVID-19
continues to affect businesses worldwide, it is also essential to know how these businesses
handle difficulties during the pandemic. According to Rogers (2003), the diffusion of innovation
theory occurs when members of the social system adopt a new idea or practice over time.
Bennett’s (2017) study used this theory to determine the strategies of small business owners who
have used social media marketing for one year or more. The innovation element in his research
was the use of social media as a medium for promotions and included communication channels
like Facebook and Twitter in the study. This theory can also help identify the impact of the
different eateries’ use of social media marketing and how often they utilize it in promoting the
company compared to traditional media. According to Carracedo, Puertas, & Marti (2020), who
identified the “Three Levels of COVID-19’s Impact on Businesses,” The eateries need to
introduce new forms of action to improve citizen’s quality of life, adapt remote working in
business, and then coming up with a detailed market analysis and introduction of innovation at all
levels. The eateries may have undergone several changes in their operations, like accepting
orders online or implementing changes based on the government’s public health regulations. This
study will determine the ability of the business to survive in the current situation. The researchers
will use these theories and ideas to assess the management practice of the eateries participating
in this study and their impact on their daily operations based on the survey given. The survey will
cover all the four key variables mentioned and will utilize these theories to determine their
relationship with each other.
ACTIVITIES AND STRATEGIES

This portion presents and discusses how researchers gathered the data and information
needed that is used throughout the study. This describes the respondents, environment, and the
methods used in this research. It also shows the data collection procedure and the statistical
treatments.
Research Design
59
The purpose of the research design is
to provide an appropriate framework for the study. The choice to be made regarding the research
approach is an important decision in the research design process, since it determines how the
relevant information for the study will be obtained (Sileyew, 2019).
The research utilizes Quantitative Non- experimental research with the application of the
Correlational approach in gathering and analyzing data which aids in determining the level of the
management practices and productivity of the eateries in their day-today operations during the
pandemic. Correlational approach is a type of method that measures two variables and assess the
statistical relationship between them. The researchers utilized a survey questionnaire through
google forms to gather the necessary data. To be able to have a management course of action,
the quantitative questions are accompanied by the qualitative data from the given survey
questionnaires.
Environment
Figure 2. Cebu Province Map
Figure 3. Ozamis City Map
The research conducted is centralized in two different locations, the highly urbanized city in
the region of Central Visayas which is Cebu City and the 3rd class component city in the province of
Misamis Occidental, Ozamiz City where the establishments are located. The researchers have
chosen these respected establishments because these eatery businesses are being affected by the
Covid-19 pandemic which fits the criteria of the researchers in selecting the respondents.
PERSONS INVOLVED
The researchers merely focused on the business owner and the employees of these eatery
businesses. A total of 10 eateries with 50 respondents were selected to participate in this study. The
researchers chose these respondents as they could provide data to analyze and work on the
objectives of the study. Most of the companies are in a Sole proprietorship type of business
structure. For the number of employees, it shows that companies have less than 5 employees and
the others have 6 to 10 employees. The collected data also shows that these eateries are already in
the industry for 1 to 6 years and some, more than 10 years. The annual income of these eatery
60
businesses ranges from Php 300,000 to Php 2,000,000.
Sampling Technique. A Non-probability Purposive sampling was utilized for this research. This type
of sampling technique is used because the researchers only selected the respondents which fit a
particular profile, specifically those who are working at the selected eateries; therefore, it is not
generalized. And these are the only respondents eligible to provide the exact details and information
for the data collection. Purposive Sampling is a Non-probability sampling method which occurs when
the needed elements were selected for the sample chosen by the researcher’s judgement, due to the
nature of the research design, aims, and objectives, only a limited number of people can serve as
primary data sources (Beam, 2019).
Time Frame
Task April May June

Research review
Survey design
(questionnaire
design, sampling,
etc.)
Survey, interview
design, survey
analysis
Data analysis
Draft of final research
Final research
Materials and Budget
Materials Price
Printing services 100
Fare 200
Envelop/folder 20
Total 320
Expected outputs
61
This research helps the business owners to create decisions for the company to succeed.
Employees will be able to obtain ideas on working efficiently and be cooperative enough to the
management. The findings of this research helps in identifying business strategies in order to give
great satisfaction to their customers. To the aspiring entrepreneurs, this research aids in
understanding industry trends and several aspects of business growth. The results and ideas
presented in this study may be utilized as a source of information when conducting new research.
Lastly, businesses will be able to give contributions to the economy’s development.
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Performance and Productivity. International Journal of Management
Sciences and Business Research.
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mediumsized enterprises under the lockdown: evidence from a rapid
survey in the Philippines. Retrieved from
https://www.adb.org/publications/covid-19- impact-msme-under-lockdown-
evidencerapid-survey-philippines
65
Sileyew, K. (2019). Research Design and Methodology. IntechOpen
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study of restaurants based on Oulu region. Retrieved from:
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employee engagement in the Philippine setting. Review of Integrative
Business and Economics Research, 7(4). Retrieved from
www.academia.edu.
66
APPENDICES
A. Transmittal Letter
67
B. Letter of Consent
68
C. Survey Questionnaire
Main Purpose
The main purpose of this survey is to gather information about the eatery’s
existing management and marketing practices. This questionnaire contains 32
questions. You will take approximately 10-15 minutes to answer the questions.
Kindly answer the questions below honestly and responsibly. This is an
anonymous assessment; you may not write your name on the questionnaire.
Rest assured that results will be treated with utmost confidentiality. Thank You!
The following company profile will be asked by the researchers through an

unstructured interview:
Name (Optional):
Please indicate your current classification:
○ Owner
○ Employee
In what city are you located?
○ Cebu City
○ Mandaue City
○ Lapu- Lapu City
○ Consolacion City
○ Liloan City
○ Other:
Name of business:
Type of business:
○ Sole Proprietorship
○ Partnership
69
No. of employees :
○ Less than 5 employees
○ 6-10 employees
○ 11-15 employees
○ 16-20 employees
○ More than 20 employees
Years of operation:
○ Less than a year

○ 1-3 years
○ 4-6 years
○ 7-10 years
○ More than 10 years
Annual Income:
○ ₱300,000 - below
○ ₱300,001 - 600,000
○ ₱600,001 - 1,000,000
○ ₱1,000,001 - 2,000,000
○ ₱2,000,001 - above
70
Please answer the following by putting a check mark(✓) on the extent of your
agreement using the following scale:
1-Never 2-Infrequently 3-Frequently 4-Always
Compliance of the Government Regulation 1 2 3 4
Tax Compliance (Owner’s Perspective)
The management informs and declares actual

income received from all sources to the BIR.
The management complies with the income tax

policies mandated by the government.
The management submits a tax return or

declares your source of income after making a
declaration in the Tax Return before the
deadline.
Government Mandated Benefits (Owner’s

Perspective)
The management provides adequate Pag-ibig,

SSS, and Philhealth contributions to the
employees.
The management remits the employee’s Pag-

ibig, SSS, and Philhealth contributions.
The management complies with the government

agencies’ requirements.
Sanitation Regulations
The business follows its guidelines in terms of

ensuring sanitation of its place and employees.
The business has available sanitation materials,

such as alcohols, disinfectants, and other
materials for sanitation.
The business does the disinfection process of the
whole place.
71
Handling the Employees 1 2 3 4
Salary
The management distributes the salary

efficiently.
The management distributes a sufficient amount

of salary.
The management gives allowances and

incentives.
The management fairly compensates for the work

an employee does.
The management informs us about the

company’s pay policy.
Fostering Open Communication
The management organizes a meeting with the

employees.
The management finds ways to improve the

team’s work process.
The management conducts briefings to inform

employees of the regulations during the
pandemic.
The management does a good job

communicating about changes or decisions that
affect employees.
The management satisfactorily communicates a
clear sense of direction for the eatery.
72
Promotional Strategies 1 2 3 4
Social Media
The business uses social media platforms such

as Facebook, Instagram, Twitter, etc.
The business updates its social media to promote

the business.
The business responds to the queries or orders
of the customers through social media.
Traditional
The business distributes flyers, posters or other

printed materials to customers.
The business gets customers who know about

the business through word of mouth.
The business thinks of investing more on

traditional marketing.
Adapted from “Development of a Brief Instrument for Assessing Healthcare Employee
Satisfaction in a Low-Income Setting,” by D. Tatek, M. Canavan, Z. Mcnatt, 2013, Research
Gate.
Productivity
Employee’s Perspective 1 2 3 4
The employees’ overall productivity of the

business exceeds competing eateries in the
market.
73
The employees think the management meets daily
quota in terms of number of customers per day.
The employees feel that the eatery’s workplace is

as effective and productive.
Owner’s Perspective 1 2 3 4
The management believes that the overall

productivity of the business exceeds competing
businesses in the market.
The management meets daily quota in terms of

the number of sales per day.
The management believes that the services and

products meet the needs and wants of the
customers.
Adapted from “Employee satisfaction survey” 2019, QuestionPro.
Kindly list out the challenges that the business has faced during the pandemic
and provide the course of actions.
List down some challenges you have List down your recommendations to
encountered in the business during the improve the management practices and
pandemic. productivity of an eatery to prepare for
unexpected events like the pandemic.
74
CURRICULUM VITAE
CARANOO,
BLANCHE
PERSONAL INFORMATION
Date of birth: January 4, 2002
Place of birth: Cebu City
Gender: Female
Citizenship: Filipino
CONTACT
Phone Number: 09065990454
Address: Sitio Tanguille Busay, Cebu City
Email: shubypaes04@gmail.com
HOBBIES
Reading Scriptures
Dancing
Travelling
EDUCATION
2014 - 2018
Junior High School
Cebu City, Cebu

2021 - Present
Senior Highschool
Cebu City, Cebu
PROFILE
She gives the best of her abilities in each and every task given to her. She
also knows how to take initiative in doing what needs to be done in the
group. She gives suggestions that will be helpful in the improvement of the
group output. In every task, she always makes sure that she learns something
from it and learn it by heart.
75
CATIPAY,
KATHLEEN P.
PERSONAL INFORMATION
Date of birth: October 25, 2001
Place of birth: Cebu City
Gender: Female
Citizenship: Filipino
CONTACT
Phone Number: 09672002337
Address: 115-B Visitacion St., Cebu City
Email: kathcatipay323@gmail.com
HOBBIES
Playing instruments
Dancing
Travelling
EDUCATION
2014-2018
Junior High School
Cebu City, Cebu

2021 - Present
Senior High school
Cebu City, Cebu
PROFILE
She is a dedicated student that strives to complete every task given to her. She is
eager to learn new things to improve her skills and capabilities. She does her best to
help and provide suggestions to the team and she is also open to comments in
order to improve her work.
76
77
78
79

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Abellana National School

Senior High School Department

SPORTS TRACK STRAND

LEVEL OF MANAGEMENT PRACTICES AND PRODUCTIVITY OF THE

A Mini-Research Presented to the

In Partial Fulfillment of the Requirements for

The COVID-19 pandemic has made drastic changes in the economy

Rationale of the Study

This study aims to determine the impact of the management practices of

Statement of the Problem

0. What is the profile of the company in terms of:

1. What is the level of the impact of the following management

a. Compliance of the government

regulation a1. Tax compliance

a2. Government mandated benefits

a3. Sanitation regulations

employees b1. Salary

b2. Fostering Open Communication

3. Is there a significant relationship between management practices

a. Recommendations for the improvement of the management

Ha1: There is a significant level of impact between the levels of management

2.1. Compliance of the government regulation

2.2. Handling the employees

2.3. Promotional Strategies

Ha3: The level of productivity of the eatery is high, in terms of:

3.1. Employee’s perspective

3.2. Owner’s perspective

Ha4: There is a significant relationship between management practices and the

Restaurant employers and business owners are responsible for the

Employees, through measuring the impact of the workplace environment

Consumers, the findings will be conducive to understanding the needs of

Industry managers, the findings will be conducive to ensuring the

Aspiring entrepreneurs, the findings of this study will be of help to

Future researchers, future research is needed regarding which methods

Scope and Limitations

CHAPTER 2: RESEARCH METHODOLOGY

researchers in selecting the respondents.

Table 1.1: Number of employees

Number of Employees Frequency Percentage

Table 1.2: Business Form

Business Form Frequency Count Percentage

Years of Operation Frequency Count Percentage

Table 1.4: Annual Income

Annual Income Frequency Count Percentage

Table 1.5: Location

Location Frequency Count Percentage

Questionnaire Cronbach's Alpha Interpretation

Tax Compliance 0.89 Good

Sanitation Regulation 0.95 Excellent

Table 2.2: Cronbach’s alpha of handling the employees questionnaire

Questionnaire Cronbach's Alpha Interpretation

Salary 0.71 Acceptable

No. of items = 10, n = 50

Table 2.3: Cronbach’s alpha of promotional strategies questionnaire

Questionnaire Cronbach's Alpha Interpretation

Social Media 0.95 Excellent

Traditional 0.84 Good

Questionnaire Cronbach's Alpha Interpretation

Employee’s Perspective 0.74 Acceptable

Owner’s Perspective 0.84 Good

Questionnaires passed through the online phase and content validity

Data Gathering Procedures