Master of Business Administration (MBA)

Assignment Submission Form

Module Code: MN7P95SR

Module Title: Business Research Project
Assessment Title: Assessment 1: Individual Coursework
Instructor Name: Tay Boom Hou
Student ID Number: 21027929
Student Name: Tang Xiao
Assessment due date: June 30th, 2022
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 Hotel Operation in post 2020 Pandemic Era
q q q q q q

Student name: Tang Xiao

Student ID:21027929

A dissertation submitted to London Metropolitan University

in accordance with the requirements of the degree of Master
of Business Administration

June 2022
Word count:7691 wods

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Author’s Declaration

I declare that the work in this dissertation was carried out in accordance with the Regulations of
London Metropolitan University. The work is original except when indicated by special reference
in the text and no part of the dissertation has been submitted for any other degree. All
information in this research which is not my own work has been cited accordingly.

I hereby give my consent for my dissertation, if accepted, to be available for photocopying and
for inter-library loan, and for the title and summary to made available to outside organizations.
This dissertation is being submitted in accordance with the requirements for the degree of
Master of Business Administration.

Signed:

Name: Tang Xiao

Student Number:21027929
Date: 30th June 2022

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Acknowledgements

I would like to express my special thanks of gratitude to my supervisor as well as other

lecturers who presented me the opportunity and honor to do this impactful project on the topic

‘Hotel operation in post 2020 pandemic era, which helped me in doing a lot of researches and

come to learn about many useful things that will undoubtfully help me with future research. I am

wholeheartedly appreciative to them.

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 Abstract
The global economic sectors were greatly threatened by the coronavirus. It decreased financial
resources and shut down the tourism industries. The 2020 pandemic caused China's hospitality
industry to shut down. The China hotel, logistics, travel, and real estate industries were heavily
impacted by the COVID-19 outbreak. China has one of the oldest industrial histories. They offer
all services related to hotels, including food, drink, meeting space, lodging, festivals, touch
points, dining areas, adoption of innovation, and certifications. The post-pandemic innovation of
2020 was introduced in accordance with the strict containment and control of coronavirus spread.
The employees who worked in hotels were unfamiliar with these innovations and their associated
operations. China's hospitality sector introduced post-2020 pandemic hotel operations to fill the
hole in the hotel industry with coronavirus-appropriate protocols.

The COVID-19 management framework, which addresses the stages, tenets, and tactics of the
hospitality industry's anti-popularity, is the subject of this study for the first time in the context of
the Chinese hospitality industry. By outlining key trends that could emerge following the
significant and long-lasting changes that COVID-19 has brought about in the hospitality
industry, this study helps with practical application.

First, hotels should identify the needs of their customers and develop state-of-the-art products.
Due to the severe damage caused by the pandemic, future hotel investments and asset renewal
will be more focused on return on investment and cash flow control. Finally, hotel investors will
become more rational and return-oriented about their future projects due to the tremendous
losses experienced during the pandemic.

Key words: Post-2020 pandemic operation, leadership, challenges

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 Contents
Cover Page.....................................................................................................................................................1
Title Page.......................................................................................................................................................2
Author’s Declaration......................................................................................................................................3
Acknowledgement.........................................................................................................................................4
Abstract..........................................................................................................................................................5
CHAPTER 1...................................................................................................................................................................8

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Abstract 5

CHAPTER 1 11

Introduction 11

1.1 Overview 11

1.2 Rationale 11

1.3 Research Aim 12

1.4 Research Objectives 12

1.5 Research questions 13

1.6 Research roadmap 13

CHAPTER 2 14

Background of Research Context and Literature Review 14

2.1 Background of Research Context 14

2.1.1 Industrial Overview 14

2.2 Literature Review 16

2.2.1 Challenges 16
2.2.2 Hotel innovation ideas 17
2.2.3 Staff evaluation 17
2.2.4 Staff benefits 17

2.3 Internal environment 18

2.3.1 External Analysis 18

2.4 Covid-19 q& qPerception of stakeholders 20

2.5 Conceptual frameworkq 21

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2.6 Theoretical frameworkq 21

2.7 Hypothesis developement q 22

2.8 Summary 23

CHAPTER 3 24

Research Methodology 24

3.1 Introduction 24

3.2 Research onion 24

3.3 Research philosophy 25

3.3.1 Selection and justification 25

3.4 Research design 26

3.4.1 Selection and justification 26

3.5 Research approach 27

3.5.1 Selection and justification 27

3.6 Research instrument 28

3.7 Data collection method 28

3.7.1 Primary data collection method 29
3.7.2 Secondary data collection method 29

3.8 Data collection technique 30

3.8.1 Quantitative data collection technique 30
3.8.2 Qualitative data collection technique30

3.9 Data analysis technique 31

3.9.1 Selection and justification 31

3.10 Reliability and validity 31

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3.11 Ethical consideration 32

3.12 Summary 33

CHAPTER 4 34

Data Analysis and Interpretation 34

4.1 Data Analysis and Interpretation 34

4.2 Demographics 34
4.1.1 Gender………………….……………………………………………………………………………........34
4.1.2 Age…………………………………………………………………………………………………………35

4.3 Descriptive statisctis results of independent variables q 36

4.4 Reliability test 37

4.5 Multiple Regressions Analysis 38

4.6 Summary of results on Hypotheses Testing q 40

4.7 Summary 41

CHAPTER 5 42

Recommendation 42
CHAPTER 6……………………...…………………………………...42

6.1 Ethical Consideration 43

6.2 Limitations 44

6.3 Personal Learning 44

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 List of Table

Table no. Page no.

Showing qfrequency qand qpercentage qof qgender qof qrespondents
4.1 34
Showing qfrequency qand qpercent qof qage qof qrespondents
4.2 35
Meanqand qstandard qdeviation qresults qof qindependent qvariables
4.3 36
Cronbach’s qAlpha qof qeach qvariable
4.4 37
Multiple qRegressions qAnalysis
4.5 38
Hotel operation qANOVA qtable qfor qregression qmodel
4.6 38
Regression qCoefficients
4.7 39

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 List of Figures

Figure no. Page no.

2.1 The occupancy of China’s hotel industry according to different 15

scales.

2.2 Conceptual framework 23

2.3 Technology Acceptance Model (TAM) 22

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 CHAPTER 1

Introduction

1.1 Overview

COVID-19 outbreak has presented unprecedented circumstances before the fragile tourism
and hospitality industry. The highly infectious novel coronavirus continues to thwart the sector
and raises serious questions about the present and future survival of the sector. The research
addresses two important concerns, first, pertains to the major challenges that hospitality and
tourism industry faces amid current conditions; and second relates to the vital learnings for the
industry

China's hotel industry lost over 67 billion Yuan (approximately $9.44 billion) in revenue in
January and February 2020, and 74.29% of hotels were closed for an average of 27 days. The
Chinese mainland's hospitality industry was the first to be hit by COVID-19. Since March 2020,
it has shown early signs of performance recovery. COVID-19's overall effects the study's first
section describes China's hotel industry. Anti-pandemic experience and strategies of China's
hotel industry would help the hotel industry in other parts of the world forecast disastrous
scenarios and industry recovery and undertake effective anti-pandemic actions (Valle, q2020).
This is the first study to explore the COVID-19 management framework in the context of China's
hotel industry; the framework addresses phases and principles. This study contributes to practical
implications by recommending that the hotel industry gain knowledge on the major trends that
may follow the fundamental and permanent changes that COVID-19 is expected to bring.

1.2 Rationale

The qsudden qoutbreak qof qCOVID-19 qswept qthrough qChinese qlunar qnew qyear the qmost
qimportant qfestival qin qChina, qcasting qa qdark qshadow qover qthe quntil qthen qthriving qhotel qindustry.
qDuring qthe qlunar qyear, qthe qOCC qused qto qbe qabout q80% qand q90%, qrespectively, qin qmajor qcities
qand qtourist qand qfourth- qand qfifth-tier qcities q(Lanjing qFinance, q2020). qHowever, qduring qthis

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qperiod, qthe qpandemic qled qto qa qsharp qdecline qin qthe qOCC qof qmajor qhotels. qSeveral qindustry
qassociations qand qconsulting qagencies qhave qinvestigated qthe qoverall qloss qof qChina’s qhotel
qindustry. qAs qper qthe qChina qHospitality qAssociation q(2020), qChina’s qhotel qindustry qlost qover q67
qbillion qYuan q(approximately qUS$9.44 qbillion) qin qrevenue, qand q74.29% qhotels qin qChina qwere
qclosed qfor qan qaverage qperiod qof q27 qdays qin qJanuary qand qFebruary q2020. qAs qper qSTR q(2020),
qfrom qJanuary q14 qto q28, qthe qoccupancy q(OCC) qof qthe qhotels qdropped qfrom qaround q70% qto q8%
qand qremained qunder q10% qin qthe qfollowing q28 qdays. qAlmost q40% qof qthe qhotels qwere qshut qdown
qtemporarily qin qFebruary. qZhang qet qal.’s q(2020) qstudy qon q498 qhotels qrevealed qthat qthe qoverall
qOCC qdropped qby q89% qin qtwo qweeks qbetween qJanuary q14 qand q28 qand, qsubsequently, qremained
qat qaround q10% quntil qthe qend qof qFebruary. qIn qmajor qcities, qhotels’ qrevenue qper qavailable qroom
q(RevPAR) qdeclined qby qover q85% qyear-over-year q(YoY) qin qFebruary q(Zhang qet qal., q2020).

qchallenges qhave qaffected qevery qstakeholder qin qthe qhotel qindustry. qOwing qto qtravel qbans
qand qsocial qdistancing qnorms, qthere qhas qbeen qa qdecline qin qtourists’ qwillingness qand qaccess qto
qtravel. qThis qhas qled qtourists qto qcancel qtravel qplans qand qhotel qbookings, qwhich qhas qeventually
qaffected qthe qjob qand qincome qsecurity qof qhotel qemployees. qThe qconsequential qshortage qof qlabor
qand qcash qhas qled qto qthe qpostponement qof qhotel qrenovation qprojects, qdecelerating qthe qexpansion
qof qdomestic qhotel qgroups q(Elena, q2020). qIn qorder qto qsurvive, qmany qhotel qowners, qespecially
qindividual qhotel qowners, qhave qtemporarily qshut qdown qor qtransferred qtheir qproperties. qThis
qscenario qhas qled qto qa qsharp qdecline qin qthe qmarket qvalue qof qstocks qin qthe qhotel qsector. qIn qother
qwords, qthe qpandemic qhas qbeen qdevastating qhotel qfirms’ qmarket qand qperformance qin qHotel
qoperation qin qpost q2020 qPandemic qera.

1.3 Research Aim

The aim of this research is to find the repercussions and challenges of COVID-19 in the hotel
industry.

1.4 Research Objectives

RO1: qTo discuss what qthe qrelevant qhotel qautomation innovation ideas are for qhotel qgroup.

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 RO2: To investuage what qthe qrelevant qconsiderations are for qStaff qEvaluation qand qstaff benefits.

RO3: To determine what q qthe qrelevant qkey qconsiderations are for qstaff qevaluation qand qstaff
qbenefits.

1.5 Research questions

RQ1: q qWhat qare qthe qrelevant qhotel qautomation qinnovation qideas qfor qhotel qgroup?

RQ2: qWhat qare qthe qrelevant qconsiderations qfor qStaff qEvaluation qand qstaff qbenefits?

RQ3: qWhat qare qthe qrelevant qkey qconsiderations qfor qstaff qevaluation qand qstaff qbenefits?

1.6 Research roadmap

 To qderive qa qbusiness qoperational qmodel qfor qa qhotel qgroup qin qShenzhen

 Understand qhotel qoperations qand qits qchallenges qin qpost qpandemic qera

 q Explore qinnovative qideas qon qhotel qautomation

 Re-align qworkflow qto qaccommodate qremote qand qonsite qworking

 q Identify qkey qconsiderations qfor qStaff qEvaluation qcriteria qand qstaff qbenefits

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 CHAPTER 2

Background of Research Context and Literature Review

2.1 Background of Research Context

2.1.1 Industrial Overview

As qthe qpandemic qintensified, qthe qfinancial qloss qof qChina’s qhotel qindustry qcontinued qto
qthe qfirst qquarter qand qits qimpact qwas qevident qin qthe qfinancial qreports qof qseveral qhotel qfirms. qFor
qinstance, qconcerning qdomestic qbrands, qin qthe qfirst qquarter qof q2020, qthe qsecond qlargest qhotel
qgroup qin qthe qworld qand qthe qlargest qin qChina, qJinjiang qInternational, qreported qa qnet qprofit qof q171
qmillion qYuan q(approximately qUS$24.1 qmillion), qa qYoY qdecrease qof q42.3% q(Zhang, q2020). qThe
qOCC qof qDossen qInternational qGroup, qthe q14th qlargest qhotel qgroup qin qthe qworld qand qthe q6th
qlargest qin qChina, qfell qby q50% qand qits qrevenue qdropped qby q80% qYoY q(Wu, q2020). qLikewise,
qChina’s q7th qlargest qhotel qgroup, qthe qSunmei qGroup, qclosed q2,544 qhotels, qon qthe qback qof qan
qaverage qOCC qof qonly q23.7% qduring qFebruary qand qa qrevenue qloss qsurpassing q700 qmillion qYuan
qduring qJanuary qand qFebruary q(approximately qUS$98.64 qmillion) q(Y. qMa, q2020b). q

International qhotel qbrands qwere qnot qimmune qto qthe qeffects. qIHG qclosed qdown q160 qout qof
q470 qhotels qin qChina qduring qFebruary, qand qits qOCC qdropped qby q90% qto qunder q10% qduring qthe
qsame qperiod q(K. qSun, q2020b). qMeanwhile, qHilton qclosed qabout q150 qhotels qin qChina qby
qFebruary q11, q2020 q(Lanjing qFinance, q2020). qSimilarly, qMarriott’s qRevPAR qin qGreater qChina
qby qmore qthan q80% qand qthat qof qAccor qfell qby q67.7% qin qChina q(Jerry, q2020).

The qhotel qmarket qstarted qwitnessing qpositive qsigns qafter qthe qpandemic qslowed qdown qin
qmid-March. qDuring qthe qQingming qholiday, qthe qtourism qpackages qfeatured qone-day qshort
qexcursions, qand qthere qwas qa qrelatively qlow qhotel qdemand qduring qthe qperiod. qHowever, qthe qfive-
day qLabour qDay qHoliday qwas qthe qfirst qpeak qseason qsince qthe qoutbreak. qAccording qto qthe
qMinistry qof qCulture qand qTourism, qduring qthis qperiod, qthe qtotal qnumber qof qdomestic qtourists
qreached q115 qmillion qpassengers, qand qthe qdomestic qtourism qrevenue qreached qabout q47.5 qbillion
qYuan q(approximately qUS$6.69 qbillion). qAccording qto qdata qadopted qfrom qSTR qthat qbased qon
q4315 qsample qproperties qincluding q888,957 qroom qin qChina q(shown qin qFig. q1 q), qhotels qhave

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qundertaken qa qdevastating qhit qof qCOVID-19, qespecially qduring qJanuary qto qMarch q2020. qAmong
qseven qdifferent qhotel qscales, qthe qluxury qand qindependent qhotels qhave qsuffered qthe qmost qfrom qthe
qnegative qimpact, qwhilst qmidscale qchains qand qeconomic qchains qwere qleast qaffected.

Fig. q1 The qoccupancy qof qChina’s qhotel qindustry qaccording qto qdifferent qscales (Hao, et al., 2020)

The qlong-term qrecovery qof qChina’s qhotel qindustry qseems qto qbe qpromising, qyet qnot qwithout
qchallenges. qSeveral qorganizations qforecasted qabout qhotel’s qperformance qin q2020. Such as Hilton
qforecasted qa q6–12-month qrecovery qperiod qand qrevenue qlosses qof qaround qUS$50 qmillion
q(Lanjing qFinance, q2020). Q

As qper qthe qChina qHospitality qAssociation q(2020), qin qthe qsecond qquarter qof q2020, qOCC qwill
qrise qgradually; qthe qYoY qrevenue qwill qdecline qto qabout q41.5%, qwith qa qrevenue qloss qamounting
qto q40 qbillion qYuan q(approximately qUS$5.64 qbillion). qThe qthird qquarter qof q2020 qwill qwitness qa
qgradual qrecovery qof qdomestic qbusiness qactivities, qa qpick-up qin qexhibitions qand qbusiness

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qmeetings, qand qthe qpeak qseason qduring qthe qsummer qholiday qin qJuly qand qAugust. qThis qscenario
qwill qcontain qthe qdecline qin qYoY qrevenue qat qaround q8%, qwith qa qrevenue qloss qof qaround q8 qbillion
qYuan q(approximately qUS$1.13 qbillion qU.S. qdollars). qIn qthe qfourth qquarter, qthe qhotel qindustry
qmay qembrace qa qcompensatory qconsumption qgrowth, qespecially qduring qthe qNational qDay qGolden
qWeek, qeventually qmaking qup qfor qthe qrevenue qloss. qNotably, qbusiness qrecovery qwill qstill qbe
qinfluenced qby qthe qglobal qsituation. qOwing qto qthe qeconomic qrecession, qshortened qvacations, qand
qcustomers’ qpervasive qpost-disaster qpanic, qit qis qless qlikely qthat qa qretaliatory qgrowth qwill qoccur
qafter qa qslowdown qin qthe qHotel qoperation qin qpost q2020 qPandemic qera.

2.2 Literature Review

2.2.1 Challenges
Due qto qthe qCOVID-19 qpandemic, qthe qworld’s qeconomy qfell qdrastically qovernight
q(UNWTO, q2020). qThe qpandemic qhas qconfronted qthe qhospitality qbusiness qwith qseveral qnew
qchallenges. qThe qvarious qways qto qflatten qthe qCOVID-19 qcurve qlike qcommunity qlockdowns,
qsocial qdistancing, qstay-at-home qorders, qtravel qrestrictions qhave qresulted qin qa qtemporary qclosure
qof qmany qhospitality qbusinesses qand qconsiderably qdiminished qthe qdemand qfor qbusinesses qthat
qwere qallowed qto qstill qoperate q(Bartik qet qal., q2020). qThe qmajority qof qrestaurants qwere qasked qto
qlimit qtheir qoperations qto qsolely qtake-outs. qRestrictions qplaced qon qtravel qand qstay-at-home qorders
qissued qby qthe qgovernment qauthorities qcaused qa qsharp qdecline qin qhotel qoccupancies qand
qrevenues. qHowever, qthe qreinstatement qprocess qhas qslowly qbegun qand qgovernment qauthorities
qhave qbegun qto qease qrestrictions, qfor qinstance, qa qpermit qhas qbeen qgiven qto qdine-in qrestaurants qto
qopen qup qat qa qreduced qcapacity qwith qstrict qsocial qdistancing qprotocols qand qrestrictions qon
qdomestic qand qinternational qtravel qare qlifted qsimultaneously qin qHotel qoperation qin qpost q2020
qPandemic qera.

2.2.2 Hotel innovation ideas

Kaushal, qV.q(2020) qmentioned qthat qtwo qparamount qconcerns qneed qurgent qattention qfrom
qthe qresearchers qand qhospitality qoperators; qone qis qto qdeal qwith qprevailing qCOVID-19 qimpacts
qand qthe qsecond qis qto qdesign qa qframework qto qdeal qwith qsuch qthreat qin qthe qfuture. qThe qrestrictions
qon qtravel qare qimposed qkeeping qin qmind qthe qprevailing qCOVID-19 qsituation. qThis qcertainly
qaffects qthe qhospitality qindustry qand qits qbusiness. qJiang, qY. q(2020) qsuggested qthat qthe qhospitality

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qindustry qmay qhave qto qintroduce qartificial qintelligence qmachines qsuch qas qrobots qetc. qto qprovide
qservices qto qthe qhotel qguests qamid qthe qCOVID-19 qpandemic. qNan, qJ. q(2020) qdiscussed qthat qthe
qhospitality qindustry qwill qface qa qhuge qfinancial qcrisis., qTherefore, qwill qrequire qfinancial
qassistance qfrom qthe qgovernment qfor qthe qnext q6 qmonths. qIt qis qsuggested qto quse qdevices qbased qon
qthe qinternet qalong qwith qsensors qto qtrack qand qmonitor qpeople’s qmovement.

2.2.3 Staff evaluation

While qthe qhospitality qindustry qis qslowly qrecovering, qthe qCOVID-19 qcrisis qcontinues qto qexert
qprofound qimpacts qon qhow qhospitality qbusinesses qoperate. qHospitality qbusinesses qare qexpected qto
qmake qsubstantial qchanges qto qtheir qoperations qin qthe qCOVID-19 qbusiness qenvironment qin qorder
qto qensure qemployees’ qand qcustomers’ qhealth qand qsafety, qand qenhance qcustomers’ qwillingness qto
qpatronize qtheir qbusiness q(Gössling qet qal., q2020). qThis qpandemic qis qalso qlikely qto qhave qa
qsignificant qimpact qon qthe qresearch qagenda qof qhospitality qmarketing qand qmanagement qscholars.
qWith qunprecedented qchallenges qfaced qby qthe qhospitality qindustry qin qthe qCOVID-10 qera,
qhospitality qscholars qare qexpected qto qshift qtheir qresearch qfocus qto qdevelop qsolutions qfor qthe
qindustry. qHospitality qscholar qwill qneed qto qprovide qanswers qto qa qnumber qof qcritical qquestions..

2.2.4 Staff benefits

Teng (2020) qreported qin qthe qstudy qabout qthe qsevere qconsequences qof qa qpandemic qcaused qby
qCOVID-19 qon qthe qmental qhealth qof qquarantined qhotel qemployees qand qit qwill qbe qstaff qbenefits. qIt
qwas qfound qin qthe qstudy qthat qemployees qhave qvaried qlevels qof qsymptoms qof qdepression, qanxiety,
qand qstress. qThe qrelevant qresearch qfigures qare qexpressed qin qpercentages qrespectively-43.5%;
q68.2% q& q8.2%. qIt qwas qemphasized qin qthe qstudy qto qprovide qfor qvarious qassessments qand
qcounseling qprograms qfor qhospitality qemployees. qThe qsame qmay qbe qhelpful qand quseful qfor qthe
qdevelopment qof qmental qhealth, qincreased qawareness qof qhygiene-related qinformation, qfocused
qapproach qtowards qconstructive qthinking qleading qto qpositivity qwhich qenhances qand qdevelop
qhospitality qstaff qpsychology qfor qthe qhotel qoperation qin qpost q2020 qPandemic qera.

2.3 Internal environment

q It qincludes qall qthe qfactors qthat qoccur qwithin qan qorganization's qterritory, qincluding qHuman
qresources, qfinancial qresources, qand qinformation qresources. qSome qforces qassociated qwith qthe

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qinternal qenvironment qare qtangible, qsuch qas qphysical qassets, qincluding qmachinery qand qthe qfirm's
qproperty. qOthers qare qintangible, qsuch qas qperformance qexpectations qfrom qemployees qand
qcommunication qcapabilities qwithin qan qorganization's qdynamics. qIn qlight qof qthose qassets, qthe
qassociation qcan qmake qand qconvey qthe qparticular qvalue qto qthe qclient. qThis qworth qis qessential qto
qcharacterizing qthe qassociation's qpurpose qand qthe qreason qto qgain qprofit. qThe qinternal qenvironment
qmainly qconsists qof qboard qdirectors, qowners qand qshareholders, qand qemployees. qAs qfar qas qthe
qemployee qemployers qrelationship qis qconcerned, qIn q2020, qETHRWorld qreported qthat qduring
qCOVID-19 qvarious qemployees qlose qtheir qjobs qbecause qemployers qdeduct qthe qsalaries qto qmeet
qthe qpandemic's qchallenges, qand qemployees qrefuse qto qwork qat qlow qwages. qTherefore, qthey qwill
qget qterminated qby qtheir qboss qin qthe qorganization. qHowever, qthis qwill qaffect qthe qtourism qindustry
qbecause qevery qbusiness qsuccess qmainly qdepends qon qthe qstaff's qservices; qreducing qemployees'
qnumber qwill qautomatically qlower qcorporate qgrowth qfor qthe qhotel qoperation qin qpost q2020
qPandemic qera.

2.3.1 External Analysis

Political qforces q

Political qfactors qinclude qthe qrelationship qbetween qbusiness-government qwhich qis qessential qfor qits
qgrowth; qotherwise, qbusinesses qwill qsuffer qfrom qunexpected qchange qif qthe qcountry qis qpolitically
qunstable. qChina qtourism qactivity qwas qaffected qafter qthe qspread qof qCOVID-19 qbecause qtourists
qfeel qinsecure qin qsuch qan qenvironment. qTo qmaintain qstability qin qthe qcountry, qthe qChinese
qgovernment qshut qdown qthose qbusinesses qwhich qare qnon-essential. qMoreover, qinternational
qtravel qand qlocal qgatherings qat qpublic qplaces qwere qalso qcanceled, qultimately qaffecting qthe qtourist
qindustry qbecause qtravelers' qchoices qand qtravel qhabits qalso qchanged qaccording qto qtime q(Pratap,
q2018). q

Economical qforces

China’s qeconomic qdownturn qin qrecent qweeks qhas qbeen qworse qthan qexpected, qowing qlargely qto qa
qfresh qflare-up qof qCOVID-19 qand qthe qcountry’s qtough qstance qon qlockdown qmeasures. qThe
qworld’s qsecond-largest qeconomy qsaw qsignificant qdrops qin qretail qsales qand qlosses qin qfactory
qproduction, qwith qboth qdipping qbelow qmarket qexpectations. qIn qtotal, qChina’s qNational qBureau qof
qStatistics qreported qthat qretail qsales qfell q11.1 qpercent qin qApril q2022 qin qcomparison qto qa qyear qago.
qAlthough qReuters’ qsurvey qof qeconomists qforecast qa qdrop qin qfigures, qthe qreported qtotal qfell qway

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qbelow qthe qanticipated q6.1 qpercent qdownturn qand qsignificantly qlower qthan qthe q3.5 qpercent qfall qin
qsales qseen qin qMarch.

Social qforces q

Social qforces qinclude qall qbeliefs qand qcustoms qof qsociety qto qconstruct qa qsocial qenvironment qthat
qaffects qorganizations' qoperations. qMoreover, qit qalso qembraces qan qindividual's qinterest, qattitude,
qand qethics qthat qinfluence qpurchasing qpower q(Farooq, q2016). qFor qexample, qCOVID-19 qchange
qpeople's qattitudes qtowards qtraveling, qand qthis qshift qin qbehavior qput qpressure qon qthe qtourism
qsector

Technological q

Forces qAdvancement qin qtechnology qis qsignificant qfor qcorporate qgrowth. qTechnological qfactors
qinclude qthe quse qof qvarious qscientific qmaterials qto qachieve qthe qbusiness qobjective. qMoreover, qthe
qlatest qtechnology qreduces qthe qcost qassociated qwith qit qand qimproves qwork qperformance. qInternet
qtechnology qmade qit qeasier qfor qindividuals qto qattend qinternational qbusiness qmeetings qonline
qwithout qbeing qphysically qpresent qat qa qparticular qplace. qSo, qit qreduced qthe qface-to-face qmeeting
qand qbecame qconvenient qfor qindividuals qas qthey qdo qnot qhave qto qtravel qto qother qcountries qfor
qbusiness qpurposes. qThis qadvancement qin qtechnology qhas qa qsignificant qimpact qon qtourism
qindustries qbecause qthe qairline qmarket qgoes qdown, qwhich qaccelerates qbankruptcy qfor qhotel
operation in post .

2.4 Covid-19 q& qPerception of stakeholders

Foroudi (q2020) qdiscussed qthe qimpact qof qa qpandemic qon qthe qbelief qof qstakeholders qof qthe
qhospitality qindustry. qThe qimpact qon qbelief qhas qa qdefinite qrole qin qthe qdecisions qtaken qby qthese
qstakeholders qtowards qtheir qfuture qvisit qfor qchoosing qan qoutlet qor qhotel qfor qthe qprovision qof qfood
q& qbeverage qand qits qservice qto qthem. qIt qis qalso qsuggested qthat qthe qhospitality qand qtourism
qsegment qdevelop qa qpaced qchangeover qand qespousal qstratagem qkeeping qin qmind qthe qchanged
qexpectation qand qperceptions qof qguests qconcerning qtheir qhealth. qThe qstudy qalso qemphasized qon
qimpact qof qCOVID-19 qand qits qnoteworthy qinterface qamid qsensitivity qof qthe qdamage/or qeffect qof
qthe qCOVID-19 qvirulent qdisease qand qas qa qresult qbuyer qviewpoint qthroughout qprofessed
qwellbeing qperil. qLi (2021) qdemonstrated qthat qin qaddition qto qthis qthe qpandemic qand qsubsequent
qunpreparedness qof qseveral qindustries qalso qled qto qconditions qleading qto qmoments qof qshortage

20
qwhich qfurther qleads qto qthe qbuying qbehavior qof qconsumers. qThe qstudy qreveals qthere qwas qa
qreduction qin qthe qbuyers qbuying qdue qto qthe qsense qof qshortage qamid qCOVID-19 qconditions. qThe
qCOVID-19 qled qatmosphere qwas qsuccessful qin qgenerating qa qnew qperspective qfrom qthe qpoint qof
qview qof qconsumers qas qthey qpercept qsafety qparameters qas qmore qindispensable qover qattractiveness
qand qsuperiority qelements

To qovercome qthe qperceived qconcerns qled qby qthe qCOVID-19 qpandemic, qthe quse qof qthe qright
qtechnology qmay qplay qthe qdesired qrole qand qhelp qis qgenerating qthe qplanned qrevenues qand qdeliver
qthe qservices qto qhotels qguests. qShin (2020) qdiscussed qthat qhospitality qorganization qmay qdevelop
qthe qguest qconfidence qto quse qhotels qand qservices qwith qthe qhelp qof qadvanced qtechnology qtools qand
qsoftware. qThis qhelps qand qsupports qthe qbasic qrequirements qduring qa qCOVID-19 qpandemic qsuch
qas qkeeping qsafe qdistance qamong qguests qand qemployees qand qalso qhelps qin qdelivering qthe qsafe,
qsecure, qand qhygienic qservices qof qcleaning qthe qhotels. qDue qto qthe qconcerns qover qhealth qguests
qtend qto qbook qonly qthose qhotels qwhich qhave qbetter qprovisions qfor qsafety qand qhygiene qconcerning
qCOVID-19 qinfection. qAs qthe qstudy qreveals qthat qguest qdecision qto qbook qa qhotel qtends qto qbe
qbased qon qthe qway qhotels qintends qto qinteract qwith qthe qguest qamid qthe qCOVID-19 qpandemic. qYu
(2021) qhave qadvocated qthat qthese qhealth qand qinfection-related qconcerns qof qthe qguest qsupposed qto
qbe qcountered qby qthe qhospitality qorganizations qand qthe qresearch qdata qfound qout qthat qthere qare
qinterlinked qguests qbehaviors qbased qon qhotel qhygiene qpractices, qtheir qimplementations qof qguest
qareas qwhich qare qhighly qused qand qsusceptible qto qinfection qfollowed qby qtheir qmanagement qby
qhospitality qoperators qand qthe qways qhotel qstaffs qare qadhering qand qfollowing qthe qhygiene
qpractices.

2.5 Conceptual frameworkq

challenges

Hotel automation
innovation ideas

Hotel operation
in post 2020 staff evaluation
Pandemic era

21
 staff benefits

This qpresents qthe qinterrelationship qbetween qthe qdependent qand qindependent qvariables qin qthis
qresearch qstudy, qtwo qvariables qhave qbeen qdiscussed, qi.e. qdependent qand qindependent qvariables.
qHotel qoperation qin qpost q2020 qPandemic qera qshows qdependency qupon qindependent. qchallenges,
qhotel qautomation qinnovation qideas, qstaff qevaluation qand qstaff qbenefits.

2.6 Theoretical frameworkq

Information qTechnology

Figure q2.2: qTechnology qAcceptance qModel q(TAM)

Source: qDavis qet qal. q(1989)
The qorigins qof qthe qTechnology qAcceptance qModel qcame qfrom qAjzen q(1980) qtheory qof qreasoned
qaction q(TRA). qIt qdescribes qhow quser qor qbeliefs qand qattitudes qare qrelated qto qindividuals’
qintention qto qperform. qAccording qto qTheory qof qreasoned qaction q(TRA), qattitude qtowards
qbehaviour qis qdetermined qby qbehavioural qbeliefs qabout qthe qconsequences qof qthe qbehaviour qand
qthe qaffective qevaluation qof qthose qconsequences qon qthe qpart qof qthe qindividual q(Davis qF. qD.,
q1989). qThe qtechnology qacceptance qmodel q(TAM) q(Davis qF. qD., q1989) qexplains quser qacceptance

22
qof qa qtechnology qbased qon quser qperceptions q(Venkatesh V. , 1999). qThe qgoal qof qTAM qis qto
qexplain qthe qdeterminants qthat qcapture qthe qattitude qand qbehaviour qof qa qbroad qrange qof qusers qto
qinformation qtechnology. qTwo qbeliefs qthat qposited qby qTAM qare qperceived qusefulness qand
qperceived qease qof quse q(Davis qF. qD., q1989). qThe qTechnology qAcceptance qModel quses qTheory qof
qReasoned qAction qas qa qtheoretical qbasis qfor qspecifying qthe qcausal qlinkages qbetween qperceived
qusefulness qand qperceived qease qof quse qand qusers’ qattitudes, qintentions qand qactual qcomputer
qadoption qbehaviour qfor qhotel qoperation qin qpost q2020 qPandemic qera.

2.7 Hypothesis developement q

Hypotheses qDevelopment qis qone qof qthe qmost qimportant qcontributions qto qthe qstudy qthis qtheory
qintegrates qcomponents qthat qthe qfactors qaffecting qHotel qoperation qin qpost q2020 qPandemic qera qthe
qresearch qis qexamined qthrough qthe qfollowing qhypotheses:

❖ H1_null: Proactive Planning has no influence on hotel operation in post 2020 Pandemic
era.
❖ H1_alternative: Proactive Planning has positive influence on hotel operation in post
2020 Pandemic era.
❖ H2_null: Innovation has no influence on hotel operation in post 2020 Pandemic era.
❖ H2_alternative: Innovation has positive influence on hotel operation in post 2020
Pandemic era.
❖ H3_null: Staff Appraisal has no influence on hotel operation in post 2020 Pandemic era.
❖ H3_alternative: Staff Appraisal has positive influence on hotel operation in post 2020
Pandemic era.
❖ H4_null: Staff benefits has no influence on hotel operation in post 2020 Pandemic era.
❖ H4_alternative: Staff benefits has positive influence on hotel operation in post 2020
Pandemic era.

2.8 Summary

This chapter offered a comprehensive examination of extant literature that supported the qtheory
qand qjustification qthat qconducted qfrom qprevious qresearch. qIt qhas qfurther qjustified qthe

23
qtheory qproposed qfrom qprevious qstudy qand qprovides qa qbetter qinsight qregarding qto
qthe qfactors qthat qinfluencing qHotel qoperation qin qpost q2020 qPandemic qera qin qnext
qchapter, qthe qresearch qmethodology qwill qbe qreviewed qand qresearch qdesign, qdata
qcollection qmethod, qsampling qdesign, qresearch qinstrument, qconstructs qmeasurement qand
qdata qprocessing qwill qbe qconducted.

24
 CHAPTER 3

Research Methodology

3.1 Introduction

Research methodology includes many steps that help researchers focus on research issues
and overcome obstacles. Therefore, the research methodology must provide clear and brief
descriptions of the steps researchers can take. This chapter also explains research gaps,
limitations, and their impacts. Thesis completion requires an appropriate research methodology.
To fulfil the aim and objectives of this thesis, the researcher used various theoretical and
conceptual bases, which can be considered an extended research method. This chapter describes
research philosophy, design, approach, sampling technique, and reasons for choosing them. In
this section, the researcher explains data collection, analysis, reliability, and validity. The
researcher also included research ethics and a methodology overview.

3.2 Research onion

Figure 3.1: Research Onion

(Source: Saunders, Lewis & Thornhill, 2009, p.52)

25
 Saunders, Lewis, and Thornhill (2009) explain the research onion as layers of philosophies,
methods, case study analysis, and limitations. First layer represents research approaches and
research philosophy. In the second layer, methodological implementation can be based on
various methods. Third and fourth layers also show the time zone. Fifth layer: data analysis. The
research onion is based on axiology, ontology, and epistemology, say Saunders et al. (2009).
Epistemology deals with the realistic nature or characteristics of the research subject, ontology
reflects the scientific way of research, and axiology helps analyse realistic and experimental data.

3.3 Research philosophy

Successful research requires adopting an appropriate research philosophy to meet the
study's objectives. Flick (2015) says researchers follow realism, positivism, and interpretivism.
Researchers can obtain unbiased social reality through realism research. These social realities
meet the research goals. Interpretivism research philosophy explores subjective human
perceptions. Kothari (2004) says positivism helps researchers learn about existing theories,
models, and concepts. This philosophy helps generate the research hypothesis, which is tested
throughout the study. Hotel post 2020 Pandemic era has become the sports branch with the most
attention and the most economic power.
3.3.1 Selection and justification
As mentioned earlier, positivism research philosophy is helpful in obtaining a huge
amount of data from the selected samples within a limited time frame. Thus, in this case, in order
to acquire authentic results from this particular study, the researcher has applied the positivism
research philosophy. Besides this, positivism philosophy is also supportive in case of fulfilling
the specified aim and objectives of the research. As opined by Yin (2011), the relationship
among the given variables can be explored through this research philosophy based on statistical
and graphical accuracy.

26
3.4 Research design
Researchers must choose a descriptive, explanatory, or exploratory research design to achieve
their goals. The success of the research and the acceptability of the outputs depend on the
research design, which is linked to the study's goals and objectives. Eriksson& Kovalainen
(2015) say exploratory research can explore psychological variables. Exploratory research is also
used to identify issues and investigate mitigation strategies. Explanatory research design, on the
other hand, allows researchers to discover various concepts, insights, and ideas about the topic.
This design allows for a deeper understanding of theories and evidence. In the absence of
research objectives and questions, both are applicable. Mertens (2014) suggested descriptive
research design for studies with specific objectives and questions. Both positive and negative
panoramas can be considered and analysed in descriptive research.
3.4.1 Selection and justification
This research study has a particular aim, specific set of questions and objectives.
Therefore, the descriptive design is most appropriate for completing this research. In the case of
primary researches, researchers often face issues due to limited time. In those cases, descriptive
research design helps in collecting comprehensive information from a large group or population
within a concise time range. Verification and analysis of the received data can also be performed
through the help of descriptive research design. According to the statements of Brannen (2017),
descriptive design can also help in investigating different possible phenomena, through which
the researchers can perform the integration of qualitative and quantitative information.

3.5 Research approach

Most research uses inductive and deductive methods. Inductive methods help generate
new theories, while deductive methods test existing concepts, models, and theories. Merriam &
Tisdell (2015) say the inductive method helps generate new theories, models, or hypotheses.
Inductive methods can be used to generate novice theories, which are then evaluated for their
relationship to chosen variables. Taylor, Bogdan, and DeVault (2015) note that a deductive
approach allows researchers to analyse a top-to-bottom viewpoint, which helps them formulate
proper research aims and objectives. Deductive reasoning also helps review existing literature
and generalise the goal. This can be proven by performing the entire study and analysing the

27
collected data on organisational performance influencing factors. Hotel operation in Post 2020
pandemic.
3.5.1 Selection and justification

Since the two research approaches serve different purposes, the deductive one is better for this
study. This study's researcher chose a deductive approach. The deductive approach can test the
effectiveness and suitability of existing concepts and theories in the post-2020 pandemic era,
according to evidence. It's also better for specific environments or situations. Mackey & Gass
(2015) say the deductive approach helps explain the causal relationship between variables.
Quantitative research favours deductive reasoning. Exceptions exist. Pre-existing concepts are
the starting points for the deductive approach, which generates research objectives. Researchers
can also use this method to prove the study's authenticity and reliability. This deductive research
will help with the entrance study by analysing collected data and formulating strategies to
achieve the project's goal. This method is suitable for a 50-person sample because it combines
quantitative and qualitative research. Research will interview four people directly.

3.6 Research instrument

According to the statement of Silverman (2016), research instrument can be divided into
two major categories, such as researcher-completed and subject-completed instruments. The
main difference among these two types is the former group associated with researchers'
administration whereas the later one is aligned with the selected population. Some examples of
the two distinct types of research instruments are enlisted in the following table-

28
Researcher-completed Subject-completed

Interview schedules Questionnaire

Flowcharts Aptitude tests

Time-and-motion logs Self-checklists

Tally sheets Projective devices

Rating Scales Attitude Scales

Observation forms Personality inventories

Table 3.2: Examples of Research instruments

(Source: Silverman, 2016, p.50)

3.7 Data collection method

For completion of any research project, researchers require to find out different types of
data or information through practical or theoretical evidence. The process through which data
can be gathered, measured, and arranged, can be termed as data collection. This collected
information needs to be relevant to the research topic and the given specified variables through a
traditional manner. However, based on the source of information, the method of data collection
can be divided into two types, such as primary data collection method and secondary data
collection method. The process of data collection is the most vital part of the entire research as
the authenticity, acceptability, and validity of the study is entirely dependent on the accuracy of
collected information. Besides this, Brannen (2017) mentioned that data collection method also
has the power of improving the research outcomes and deliverables, as more accurate and
authentic data can be collected, more valid and acceptable result can be received.

3.7.1 Primary data collection method

As mentioned in the earlier part, the data collected through field-based works can be
defined as the primary method of data collection. In most of the cases, the researchers follow
interview and survey processes for obtaining primary data from the selected samples. As opined
by Gast & Ledford (2014), primary data collection method allows the researcher in gathering
authentic and unbiased practical information about the selected topic, in this case about the

29
influencing factors associated with qHotel qoperation qin qpost q2020 qPandemic qera. The primary
data collection technique likewise gives the chance of gathering new and imaginative data, which
are not, recorded in the past research works. Through this information gathering process, the
researcher can make an immediate association with the exploration point and targets. This
gathered data should be important to the exploration point and the given indicated factors in a
conventional way. Nevertheless, in light of the wellspring of data, the technique for information
accumulation can be partitioned into two sorts, for example, essential information gathering
strategy and auxiliary information gathering strategy.
3.7.2 Secondary data collection method
Researchers can collect secondary data from the evidence present in the books, journals,
newspaper articles, or media. As opined by Strang & Braithwaite (2017), this theoretical
evidence can help in investigating the centralised or primed point related with the given topic
and focus on the evaluation according to the existing theories and models. In order to maintain
the authenticity of the secondary information, it is required to collect data from published
literature, different reports of government, online databases, and organisational surveys.
Although secondary researches can help in arranging authentic information and it is less time
consuming than the primary research study, in this particular research study, secondary research
would not be fruitful as the influencing factors affecting qHotel qoperation qin qpost q2020 qPandemic
qera cannot be analysed through theoretical basis.

3.8 Data collection technique

As the methods of data collection, data collection techniques can also be categorised into
two categories, which are quantitative method and qualitative method. These two divisions are
dependent on the format of obtained information. According to the viewpoint of Lewis (2015),
the qualitative data can help in justifying the research problems relevant to the specified topic in
a descriptive way. On the other hand, quantitative data generally represents statistical
information along with the format of tables, graphs, and charts.

3.8.1 Quantitative data collection technique

In most of the cases, quantitative data is represented by numerical characteristics, through which
statistical analysis can also be performed. However, quantitative data cannot provide the answer

30
of when, why, and how, which can be considered as one of the limitations of this technique.
Based on the statements of Ledford & Gast (2018), quantitative research is generally beneficial
in case of larger population-based studies, as through this data collection technique, researchers
can perform the study with a broader sense. In this particular study, quantitative data collection
technique includes a questionnaire-based survey of 400 players with the help of pre-set close-
ended questionnaires.

3.8.2 Qualitative data collection technique

As mentioned in the above part, qualitative data can be defined as information maintaining
quality, authenticity, reliability, and validity. Unlike the quantitative information, qualitative data
cannot be represented through numerical format, and it is generally obtained within a descriptive
form. Therefore, based on the perception of Kelly, Lesh & Baek(2014), it can be stated that
directional information can be acquired through the qualitative data collection technique. A
significant advantage of this technique is it allows conducting more in-depth research based on
the set of research objectives and research questions. Besides this, it also helps in describing the
issues, including, why, when, and how.

3.9 Data analysis technique

The process through which the collected data analysed and evaluated for obtaining the
main outcome can be defined as a data analysis technique. As mentioned by Kothari (2004), like
the data collection method and technique, data analysis method is also essential in the research as
it generates the desirable outcome from the collected information. Data can also be analysed
through theoretical as well as statistical way, such as transcriptional analysis, statistical analysis,
graphical analysis, thematic analysis and so on. Among the mentioned techniques, the first three
are related to primary data, and the last one is associated with secondary data. A statistical
analysis technique will be used in support of analysing the investigation data collected. The
observational analysis performance will be used for analysing the discussion data collected. The
software that will be used for the quantitative data analysis is the SPSS, as this will also help to
understand the relationships between the variables. The other tools used are regression and
correlation techniques.

31
3.9.1 Selection and justification
In this research study, the researcher has followed transcriptional and graphical analysis
for the primary data collection methods, i.e. interview and survey respectively. As opined by
Panneerselvam (2014), transcriptional analysis helps the researchers in finding out the main
point from extensive descriptive information whereas graphical analysis is helpful in developing
graphs and charts according to the percentage of the respondents.

3.10 Reliability and validity

In any type of research studies, elimination of research related problems is required by
focusing on the reliability and validity of the research findings. The quality of data collection and
data analysis process is related with the reliability, as it is used for identification and
determination of the quality. According to the statement of Dang & Pheng (2015), reliability
reflects the fact that through every process of survey or interview, the researchers would obtain
the same outputs. Besides this, if the reliability of particular research remains at a better level,
then, future researchers can follow a similar process for related topics under almost identical
circumstances. Reliability has a direct relation with subjectivity. A number of sub-divisions are
present, such as internal consistency, parallel forms, inter-rate, and test-retest. For reliability, the
people will be visited and a face to face interview will be conducted and they will be analysed on
the basis of facial expressions. This ensures that the data hence collected meets the required
standards of the study.
However, only reliability is insufficient for a research study. Therefore, the researchers
also need to consider the validity of the collected information for improving the possibility of
success. As opined by Fletcher (2017), validity is related to a number of different factors, such as
time scale, requirements of research, and so on. For example, maintenance of timescale is an
essential part of the entire research method. Besides this, validity is also aligned with the
management of the accuracy level through an evaluation of the research characteristics. Validity
ensures that the researchers would not force any of the participants during the research study for
selecting any pre-determined answer. Validity can be also supportive in case of comparison of
the research findings with the previous evidence. However, Wiek & Lang (2016) opined that the

32
threats or obstacles related to reliability and validity could not be diminished completely.
Therefore, reduction and minimisation are required during the progress of the research study.
.

3.11 Ethical consideration

Primary research studies have a number of ethical concerns, which are needed to be
followed by the researchers during the process of data collection and data analysis. The most
prioritised ethical consideration is the maintenance of privacy of the information collected from
the interview and survey. Researchers has provided informed consents to every participant for
describing the purpose of the study, and ensured that any types of personal questions would not
be asked during the interview and survey. Apart from this, in order to maintain the privacy and
confidentiality of the obtained information, researchers need to store all the data in an encrypted
data storage system, for avoiding the issues like cyber hacking or unauthorised access. Besides
this, the regulations of the Data Protection Act have also been followed by the researcher. Apart
from this, the researcher has evaluated unbiased, authentic, and accurate information from the
entire research data for improving the quality and acceptability of the study.

3.12 Summary
In this research methodology chapter, the whole process associated with the study is
described by the researcher, including philosophy, design, approach, data collection methods,
and analysis techniques. Based on the aim, objectives, questions, and chosen variables, the
researcher has chosen positivism philosophy, descriptive design, and deductive approach for this
research. Besides this, primary qualitative and quantitative data collection techniques have been
followed by the researcher in order to fulfil the objectives. Furthermore, in order to analyse the
collected data, the researcher has chosen transcriptional analysis for the interview information
and statistical analysis for the survey information. Ethics-related with primary research has also
been maintained by the researcher during the entire study.

33
 CHAPTER 4

Data Analysis and Interpretation

4.1 Data Analysis and Interpretation

This qchapter qis qdata qanalysis; qin qthis qchapter qthe qdata qcollected qthrough qquestionnaires qwas
qanalyzed. qAs qthe qsecondary qresearch qmethod qwas qsurvey, qQuestionnaires qwas qdistributed
qamong qpeople qvia qemail qand qFacebook. qSPSS qwas qused qto qprocess qthe qdata qusing qvarious
qgraph, qchat qand qstatistics qto qillustrate qthe qfinding. qThis qchapter qwill qfirst qshow qthe qsample qand
qanalyses qthe qtargeted qsample. qThen qaccording qto qresearch qobjectives, qthe qfinding qwas qdiscussed
qand qanalyzed.

4.2 Demographics

4.1.1 Gender
The qtotal qtargeted qsample qconsisted qof q400 qpeople qThe qresult qshows qthat qout qof qthe q400 qpeople
q244 qwere qmale qwhich qis q61% qof qtotal qtargeted qpopulation qand q156 qwere qfemale qwhich q39% qof
qtotal qtargeted qpopulation qsample qA qgender qpie qchart qcan qbe qfound qin qAppendix q(1)

Table q(1) qshowing qfrequency qand qpercentage qof qgender qof qrespondents
Valid
Frequency Percent qPercent

Valid Male 244 61.0 61.0

34
 Female 156 39.0 39.0
Total 400 100.0 100.0

4.1.2 Age

The qtotal qnumber qof qrespondents qwas q400 qand qin qthat qthe qhighest qmajority qof qrespondents qwere
qof qage q26-30 qthat qare q175 qrespondents qwhich qwas q43.8% qof qtotal. qThe qsecond qhighest qand qthird
qhighest qrespondents qwere qage q21-25 qand q31-35. q

Table q(2) qshowing qfrequency qand qpercent qof qage qof qrespondents
Valid
Frequency Percent qPercent

Valid 21-25 qyears 102 25.5 25.5

qqq 26-30 qyears 175 43.8 43.8
31-35 qyears 78 19.5 19.5
31-older 45 11.2 11.2
Total 400 100.0 100.0

4.3 Descriptive statisctis results of independent variables q

Table q3: qMean qand qstandard qdeviation qresults qof qindependent qvariables
35
 Descriptive qStatistics
N Minimum Maximum Mean Std. Variance
qDeviation
Hotel qoperation 400 1.25 5.00 3.6242 .82207 .676
qin qpost q2020
Proactive 400 1.00 4.50 3.3656 .73707 .543
planning
hotel 400 1.75 5.00 3.5578 .82571 .682
qautomation
staff qevaluation 400 2.00 5.00 3.6225 .81363 .662
staff qbenefits 400 1.75 5.00 3.5858 .76635 .587
Valid qN 400
q(listwise)

Table q3 qportrays qthe qdescriptive qstatistics qresults q(i.e. qmean qand qstandard qdeviation) qresults qof
qthe qfive qindependent qvariables. qAs qshown qin qthe qtable, qthe qprime qfactor qwith qthe qhighest qmean
qvalue qis qstaff qevaluation q(mean= q3.62) qstaff qbenefits q(mean q= q3.58) qfollowed qby q Proactive
planning q(mean q= q3.36) qand qhotel qautomation q(mean q= q3.55) qrespectively. qThe qtwo qindependent
qvariables qwith qthe qleast qmean qscore qare qchallenges q(mean q= q3.36) qand qthe qresults qindicate qthe
qperformance qof qthe qvariable qin qterms qof qthe qexpectation qof qthe qHotel qoperation qin qpost q2020
qPandemic qera. qOverall, qthe qmean qresults qare qclose qto qeach qother. qHotel qoperation qin qpost q2020
qPandemic qera qshows qdependency qupon qindependent. qchallenges, qhotel qautomation qinnovation
qideas, qstaff qevaluation qand qstaff qbenefits

4.4 Reliability test

According qto qBryman& qBell q(2011, qp. q158) q‘‘reliability qrefers qto qthe qconsistency qof qa qmeasure
qof qa qconcept’’. qIn qorder qto qget qan qidea qof qthe qstrength qof qthe qinternal qreliability qof qthe
qmeasurements qof qeach qfactor, qfive-scaled qquestions qwere qused qin qthe qquestionnaires. qThe
qCronbach.s qAlpha qwas qused qto qdetermine qthis qfor qeach qvariable. qCronbach’s qAlpha
qmeasurement qtechnique qis qpopular qfor qthe qinternal qreliability qtests q(Bryman& qBell, q2011, qp.

36
q159). qThe qfollowing qtable q4 qpresents qthe qCronbach’s qAlpha qvalue qfor qeach qfactor qof qthis qstudy.

Table q4.Cronbach’s qAlpha qof qeach qvariable

Variables
Hotel qoperation qin qpost
q 2020
Proactive planning
hotel qautomation
staff qevaluation
staff qbenefits
Cronbach’s
Number qof qitem q Alpha
4 .794
4 .789
4 .829
4 .881
4 .793

In qtable-4 qCronbach’s qAlpha qshows qthat qprice qand qproduct qfeatures qare qin-between q0.700 qand
q0.800. qThis qindicates qa qweak qlevel qof qinternal qconsistency qbetween qthe qitems. qAccording qto
qShiu qet qal. q(2009, qp. q403) qan qAlpha qmeasurement qat q0.600 q(table q8) qwhich qwould qindicate qa
qlow qinternal qconsistency. qAs qa qresult, qtwo qvariables qfrom qtable q6 qsuch qas qchallenges, qand qhotel
qautomation qare qlower qthan qlower qfrom q0.800, qwhich qshows qa qlower qlevel qof qinternal
qconsistency. qHotel qoperation qin qpost q2020 qPandemic qera qshows qdependency qupon qindependent.
qchallenges, qhotel qautomation qinnovation qideas, qstaff qevaluation qand qstaff qbenefits

4.5 Multiple Regressions Analysis

According qto qPallant q(2005, qp.140) qMultiple qRegression qAnalysis q(MRA) qcan qbe qused qto
qexplore qthe qrelationship qbetween qone qdependent qvariable qand qa qnumber qof qindependent
qvariables qor qpredictors. qIn qaddition, qMRA qcan qhelp qshow qus qhow qmuch qof qthe qvariance qin qthe
qdependent qvariable qcan qbe qexplained qby qindependent qvariables. qIt qalso qdetermines qthe qstatistical
qsignificance qof qthe qresults, qboth qin qterms qof qmodel qand qthe qindividual qindependent qvariables
q(Pallant, q2005, qp.145).

37
Table q6 qMultiple qRegressions qAnalysis
Model qSummaryb
Model R R qSquare Adjusted qR Std. qError qof
qSquare qthe qEstimate
1 .894a .799 .795 .37187
a. qPredictors: q(Constant), q Proactive planning, qhotel
automation qinnovation qideas, qstaff qevaluation qand qstaff
qbenefits
b. qDependent qVariable: qHotel qoperation qin qpost q2020

The qtable6 qshowed qthat qthe qvalue qof qr2 q(the qregression qcoefficient) qis q.799 q(.118x100=11.8%)
q indicating qthe qvariance qin qthe qdependent qvariable qis qexplained qby qthe qmodel. qThis qalso qmeans
q that qthe qused qmodel qexplains q11.8 q% qof qthe qvariance qin qHotel qoperation qin qpost q2020 qand qit
q has qa qpositive qrelationship qwith qthe qindependent qvariables.

Table q7. qANOVA qtable qfor qregression qmodel

ANOVAa
Model Sum qof Df Mean F Sig.
qSquares qSquare
Regression 161.405 5 32.281 233.432 .000b
1 Residual 40.657 294 .138
Total 202.062 299
a. qDependent qVariable: qHotel qoperation qin qpost q2020
b. qPredictors: q(Constant), q Proactive planning, qhotel qautomation qinnovation
qideas, qstaff qevaluation qand qstaff qbenefits

The qtable q7 qshowed qthat qthe qlow qF qvalue qand qless qsignificance qvalue q(p<.000) qindicate qthat qthe
qmodel qhas qa qstatistical qsignificance qand qthere qis qa qrelationship qbetween qthe qvariables. qTable-9
qindicates qthat qthe qpresent qstudy's qmodel qis qstatistically qsignificant qas qthere qis qa qlower qF qvalue.

38
Table q8 qfor qregression qCoefficients
Coefficients
Model Unstandardized Standardized t Sig.
q Coefficients qCoefficients
B Std. qError Beta
1 (Constant) -.316 .120 -2.630 .009
Proactive .273 .042 .245 6.448 .000
planning
hotel .133 .067 .134 1.993 .000
qautomation
qinnovation
staff .033 .083 .033 .400 .000
qevaluation
staff qbenefits .296 .040 .276 7.345 .000
a. qDependent qVariable: qHotel qoperation qin qpost q2020

In qorder qto qfind qthe qcontributions qof qeach qindependent qvariable qto qdependent qvariable qincluded
qIn qthe qstudy qmodel q( qtable q8) q, qthe qvalue qof qthe qstandardized qcoefficient qwas qconsidered q(Beta)
q(Shiu qet qal., q2009, qp. q571). qThe qgreater qthe qvalue qof qbeta qand qthe qsmaller qthe qvalue qof
qsignificance qlevel q(p<.05) qof qeach qindependent qvariable qshows qthe qstrongest qcontribution qto qthe
qdependent qvariable q(Pallant, q2005, qp.153). qthe qlargest qbeta qcoefficient qfor qand qstaff qbenefits qis
q.276 qat qthe qsignificance qlevel qof q0.000 q(p<.05), qhotel qautomation qinnovation qis.134 qat qthe
qsignificance qlevel qof q0.000 q(p<.05) qand qchallenges qis q.245 qat qthe qsignificance qlevel qof
q0.000(p<.05) qmeaning qthat qstaff qbenefits q(independent qvariable) qmake qthe qstrongest qunique
qcontribution qto qthe qHotel qoperation qin qpost q2020 q(dependent qvariable) qthe qbeta qcoefficient qfor
qand qstaff qevaluation qis q.033 qat qthe qsignificance qlevel qof q0.000 q(p<.05). qAdditionally, qthe qlargest
qbeta qcoefficient qfor qstaff qbenefits qis q.276 qat qthe qsignificance qlevel qof q0.000 q(p<.05), qmeaning
qthat qchallenges q(independent qvariable) qmake qthe qsecond qstrongest qunique qcontribution qto qthe
qHotel qoperation qin qpost q2020 q(dependent qvariable).

39
 4.6 Summary of results on Hypotheses Testing q

S.no Hypotheses Results

H1 H1_null: Proactive Planning has no influence on hotel operation in post 2020 Accepted
Pandemic era.
H1_alternative: Proactive Planning has positive influence on hotel operation in post
2020 Pandemic era
H2 H2_null: Innovation has no influence on hotel operation in post 2020 Pandemic era. Accepted
H2_alternative: Innovation has positive influence on hotel operation in post 2020
Pandemic era.

H3 H3_null: Staff Appraisal has no influence on hotel operation in post 2020 Pandemic Accept
era.
H3_alternative: Staff Appraisal has positive influence on hotel operation in post
2020 Pandemic era
H4 3.0 H4_null: Staff benefits has no influence on hotel operation in post 2020 Accepted
Pandemic era.
H4_alternative: Staff benefits has positive influence on hotel operation in post 2020
Pandemic era

4.7 Summary

This qchapter qhas qcovered qthe qdata qanalysis. qIt qhas qdiscussed qthe qresearch qthe qresult qof qthe
qresearch qwill qbe qanalyzed qand qshown. qIt qincludes qRegression qanalysis, qdescriptive qanalysis,
qreliability qanalysis qto qtest qstrength qof qrelationship. qIn qnext qchapter qis qdiscussion qand
qconclusions qof qresearch.

40
 CHAPTER 5

Recommendation

After a thorough analysis of the data, the following recommendations are hereby made.

This study recommends that the crisis situation occurring in the COVID-19 hospitality
industry is forcing organizations to aggressively adjust their strategies. Companies in this
industry are expected to make dramatic and substantial changes to their current operations to
ensure the health and safety of everyone in the coronavirus business environment. While the
government is helping the hotel industry through this difficult time. But hotels are critically
dependent on self-help. From the hotels themselves, there are a number of initiatives that can be
taken to increase the willingness of customers to patronize their businesses: exploring innovative
ideas for hotel automation, retooling workflows to accommodate remote and on-site work, and
identifying key considerations and evaluation criteria for employees and employee benefits. Of
course, hotels need to take much more than the above-mentioned measures to come out of the
epidemic well on their own.

Further suggestions are as follows: First, hotels should study the regulations and pay
attention to the policies that government departments are launching one after another. Make good
communication between the hotel and internal and external. Secondly, the hotel should have a
comprehensive re-understanding of the financial aspect. The finance department, revenue
management department and marketing department should work together to forecast and provide
a quantitative and objective basis for open source and capital preparation. Next, about the
physical and mental health of the staff care. Employees should maintain a healthy state of mind.
If psychological counseling is needed, the hotel needs to ask professional psychological

41
counseling experts to counsel the staff. The hotel should advocate physical exercise. Establish
the corporate culture of exercising.

CHAPTER 6

Conclusion

6.1 Ethical Consideration

Primary research studies have a number of ethical concerns, which are needed to be
followed by the researchers during the process of data collection and data analysis. The most
prioritised ethical consideration is the maintenance of privacy of the information collected from
the interview and survey. Researchers has provided informed consents to every participant for
describing the purpose of the study, and ensured that any types of personal questions would not
be asked during the interview and survey. Apart from this, in order to maintain the privacy and
confidentiality of the obtained information, researchers need to store all the data in an encrypted
data storage system, for avoiding the issues like cyber hacking or unauthorised access. Besides
this, the regulations of the Data Protection Act have also been followed by the researcher. Apart
from this, the researcher has evaluated unbiased, authentic, and accurate information from the
entire research data for improving the quality and acceptability of the study.
This study is subject to certain limitations that must be addressed. Some of them are
highlighted here and future directions of research have been indicated. First and foremost the
research is based on the qualitative analysis that although uses interview responses from
managers or senior personnel, may not justifiably work toward generalisation of the results. Thus
with the problem at hand robust empirical investigations are deemed necessary in immediate
course to study the pandemic's industry impacts and make model based estimations and
recommendations. However, this research makes a sturdier point in giving an exploratory stance
to trigger other empirical investigations. The researches from here can take various variables
exhibited as sub-themes and major broad themes that accumulated through perspectives obtained

42
from the industry experts and may operationalise them in future investigations. Quantitative
investigations or even triangulation studies can bring deeper insights and help enrich literature.
Although studies on SARS and other outbreaks have happened in past, the extent and enormity
of the current pandemic is comparable to even greater health catastrophes of past. Thus scales
development to study the outbreak impacts, industry response and change in travel and consumer
behaviour are strongly recommended.

6.2 Limitations

When drawing the conclusion of this research few limitations were encountered. The research
was conducted on limited in the number of respondents for practical reasons. The sample used
cannot be representative of the entire population of the country, thus it was difficult to draw a
conclusion on this small sample. The sample mostly focuses on people in age category of 25-31
years, so this sample does not represent all age category in the country that uses a mobile phone.
The sample also represents population of few states in the country, as china has very vast
population it was difficult to select sample from every state in the country(Gardner D. M. 2018).

6.3 Personal Learning

Through this study, I’ve learned and gained new knowledge about the hospitality industries in
china and as well as globally. Due to outbreak of the pandemic, everyone across the global is
suffering mentally, physically and financially as well. This pandemic has taken away a lot of
lives and also jobs from people. Every country has implemented movement control order which
to reduce the spread of the virus among the citizens but it also has implications where it brought
down industries such as hospitality. Due to the pandemic, much restrictions has been
implemented and people were advised to stay home to be alive but these situations has affected
sectors such as hospitality where people tend to lose their jobs and firms were going through a
downfall which has closed down their business.
What I learned from this research that covid 19 hit hotel industry badly and following are the
consequnces:

Loss of employment

43
As a result of COVID 19, hotels had to reduce the number of employees as a strategy to
minimize the chances of spreading the virus and enhance social distancing in the work
environment. As a result, many workers lost their jobs. This affected the industry by increasing
work loads and low profitability in the industry.

Automation of services

Hotels have adopted use of new technology especially computers  in administering their
services. Through using computers, the chances of spreading the virus between the customers
and employees has been minimized. This impact has been facilitated by outbreak of the covid 19
virus.

Low profits.

As a result of Covid 19, hotel industries have experienced losses and low profits level. This has
been contributed by some government regulations limiting the number of customers to be served
in hotels as a way of controlling the spread of the covid 19 virus. This has negatively affected the
hotel industry globally.

Collapsing of some hotels

Some hotels have been closed down as a result of running bankruptcy. Some hotels are unable to
pay their debts as result of the covid 19 impacts forcing this hotels to close down. 

Financial crisis.

Investors are not willing to invest in hotel industry as result of low profit making caused by the
covid 19 virus. As a result investor are investing in other industries which have not been affected
by the covid 19. This decision by investors has left the hotel industries in a crisis of low capital
which is a threat of their existence in the market environment.

44
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50
APPENDICES:
Appendix A: Questionnaire Sample

Appendix 1: Questionnaire

Dear sir / Madam I am student, and I am writing my thesis on hotel operation qin post q2020
Pandemic era.

I will observe the following considerations:

o I will ensure your privacy and confidentiality

o All date will be kept in a safe place and be destroyed 1 month after MBA Graduation

o You are free to quit any time whenever you feel uncomfortable with some of the
questions posed.

Please help me by taking a few minutes of your time to answer our questionnaire about your
personal experience with your cell phone. Thanks for your anticipated cooperation.

Part (A)-Demographics
1 What is your gender?

o Male
o Female

o Prefer not to say

2. What is your age?

o 21 – 25 years
o 26 – 30 years
o 31-35 years
o 36 – older

3 What is your nationality?

51
--------------------------------

4. What is the highest level of education you have completed?

2 High School
3 Bachelor’s Degree
4 Master’s Degree
5 Other, please specify… ………

Part B (dependent variable) - Hotel operation qin post q2020 Pandemic era

1. “I think The effect on human health has been the most devastating and observable q=of all the
effects of coronavirus disease q2019 q(COVID-19).”

4.0 Strongly disagree

5.0 Disagree
6.0 neutral
7.0 Agree
8.0 Strongly agree

2. “OVID-19 has affected every sector across the globe, and the hotel industry”

9.0 Strongly disagree

10.0 Disagree
11.0 neutral
12.0 Agree
13.0 Strongly agree

3. “My friend suggests that recovery to pre-COVID-19 levels could take until 2023”

14.0 Strongly disagree

15.0 Disagree
16.0 neutral
17.0 Agree
18.0 Strongly agree

4.” COVID-19 is a challenge to both our lives and livelihoods. The crisis is unprecedented and

52
moving quickly, yet still deeply uncertain.”

19.0 Strongly disagree

20.0 Disagree
21.0 neutral
22.0 Agree
23.0 Strongly agree

Part C (Independent variable) - Hotel automation innovation ideas

1. “Other people judge hotel industry by the kind of hotel automation innovation ideas”

24.0 Strongly disagree

25.0 Disagree
26.0 neutral
27.0 Agree
28.0 Strongly agree

2. “I think for a more efficient, queue-reducing system that eliminates desk staff working 24
hours, the check-in kiosk is an ideal solution for hotels”

o Strongly disagree
o Disagree
o neutral
o Agree
o Strongly agree

3. “smart in-room tech reshaping hotel industry include mobile keys

 Strongly disagree
 disagree
 neutral
 agree
 Strongly agree

53
4. “nifty devices that allow guests to unlock their room doors using their smartphones; in-room
tablets; smart check-in & check-out systems”

7 Strongly disagree
8 Disagree
9 neutral
10 Agree
11 Strongly agree
Part D (Independent variable)- staff evaluation

1. “The planning human resources, for the process of recruitment and selection of employees,
their orientation, motivation and evaluation”

12 Strongly disagree
13 Disagree
14 neutral
15 Agree
16 Strongly agree

2. “valuate hotel performance Metrics such as the revenue per available room ”

17 Strongly disagree
18 Disagree
19 neutral
20 Agree
21 Strongly agree

3. “A self-evaluation requires an employee to judge his or her own performance against

predetermined criteria”
22 Strongly disagree
23 Disagree
24 neutral
25 Agree
26 Strongly agree

54
4. “Performance measurement has become a significant tool in preparing the business strategy ”
27 Strongly disagree
28 Disagree
29 neutral
30 Agree
31 Strongly agree

Part E(Independent variable) - staff benefits

1. “Employee benefits as perks or fringe benefits, are provided to employees over and above
salaries and wages”

32 Strongly disagree
33 Disagree
34 neutral
35 Agree
36 Strongly agree

2. “staff benefit packages may include overtime, medical insurance, vacation, profit sharing and
retirement benefits”

37 Strongly disagree
38 Disagree
39 neutral
40 Agree
41 Strongly agree

3.” the most common employee benefits are Health insurance”

42 Strongly disagree
43 Disagree
44 neutral
45 Agree
46 Strongly agree

55
4. “employee benefits many employers offer life insurance, disability insurance, and retirement
plans.”

47 Strongly disagree
48 Disagree
49 neutral
50 Agree
51 Strongly agree

52

Appendix B: Approved Ethics Form

MN7P95SR

Business Research Project

Ethics Review Checklist

(Please read the guidelines on the previous page before completing this form)

This form should be completed by the member of staff responsible for the proposed activity
(and, in the case of student projects, in consultation with the student concerned).

Student Name :Tang Xiao

Student Number :21027929

Student email address:375330063@qq.com

1. Please provide a brief description of the proposed research for which ethics clearance is
requested (maximum 50 words):

By referring to the target population, the totalqofq390qsurvey questionnaires will be

distributed to the population. There is no foreseeable or potential risks (including
psychological, physical and emotional). Participants taking part in this study are entirely
voluntary.

2. Please give the name of the Module leader, module title and course code:
Dr Tay Boon Hou

56
Business Research Project
MN7P95SR

3. Name of supervisor
Dr Tay Boon Hou

4. Email address of supervisor

Canvas Inbox

Potential ethical concerns (delete Yes or No as appropriate)

o Are any of the people involved in collecting or analysing data for the proposed activity
not employed (on formal or honorary contracts) or enroled as (undergraduate,
postgraduate or short-course) students by London Metropolitan University?

Yes (one or more of those collecting or analysing data are not employed by/enroled at
London Metropolitan University);

No (all of those collecting or analysing data are employed by/enroled at London

Metropolitan University)

o Does the proposed activity involve any foreseeable legal risks or risk of physical,
psychological or social distress to staff, students or participants? Yes/No

o Does the proposed activity only involve library-based work or work based only on the
analysis and scrutiny of publicly available documents? Yes/No

o Does the proposed activity involve the collection or use of body tissues or body fluids
(including excreta) from humans or animals? Yes/No

o Does the proposed activity involve the collection of data from human or animal

57
 participants? Yes/No

o Does the proposed activity involve the collection of data through the direct or indirect
observation of human subjects? Yes/No

o Does the proposed activity involve the administration of any drug, food substance or
placebos to human or animal subjects? Yes/No

o Does the proposed activity involve exposing human or animal participants to any
abnormal or painful physical or sensory stimuli (including auditory, visual and olfactory
stimuli)? Yes/No

o Does the proposed activity require human or animal participants undergoing abnormal
physical, psychological or emotional stress (including dehydration, exercise, sensory
deprivation, confinement or sleeplessness)? Yes/No

o Does the proposed activity involve exposure to topics or issues that might cause offence
(including exposure to controversial, offensive or illegal material or ideologies)? Yes/No

o Does the proposed activity involve deceiving participants? Yes/No

o Does the proposed activity require the disclosure of private or confidential information
without the informed consent of participants? Yes/No

o Is the proposed activity likely to lead to the potential disclosure of illegal activity or
incriminating information from participants? Yes/No

o Does the proposed activity involve staff, clients, premises, facilities, material or data
derived from NHS, Social Care or Local Authority Education Services? Yes/No

58
 o Does the proposed activity involve participants who are potentially vulnerable or unable
to give informed consent (including children under the age of 16, people with learning
difficulties, people with cognitive disorders and people with debilitating illnesses)?
Yes/No

o Does the proposed activity require the staff and/or students involved to have
undergone a Criminal Records Bureau check? Yes/No

You need to submit a signed copy of this form with your research proposal (in the appendices)

If it is thought necessary, your tutor/supervisor will forward the proposal to the Faculty’s Ethics
Review Panel for agreement prior to starting the study

Student signature:

______Tang Xiao___ __________ Date: ___April 15th, 2022________

FOR FACULTY USE ONLY

Recommendation by Chair/vice-Chair Ethics Review Panel: (circle appropriate response)

Ethical clearance approved on the basis of information provided in the Ethics Review Checklist.

Ethical clearance approved on the basis of information provided in the Ethics Review Checklist
and subsequent clarification of the potential ethical concerns identified in the Ethics Review
Checklist through email correspondence with the member of staff responsible for the proposed
activity (email correspondence attached).

The proposed activity requires a formal ethics application to the Ethics Review Panel before it
can proceed.

The proposed activity requires a formal ethics application to an external Research Ethics
Committee before it can proceed.

59
60
Appendix C: SUPERVISOR MEETINGS - LOG SHEET

SUPERVISOR MEETINGS - LOG SHEET

To be completed at each meeting and agreed by the student and supervisor

Student’s Name: Date of Meeting:

Tang Xiao March 5th, 2022
# of Meeting: # 1
Supervisor’s Name:
Tay Boom Hou

Overall objective of the meeting:

Discuss with the professor about the general matters that must be taken into account when
writing the dissertation

Progress Review from previous meeting

Objectives met: Objectives remaining:

---------
--------
New objectives from the outcome of this meeting
Objectives agreed: Dates for completion:

Discuss the direction of the dissertation March 10th, 2022

writing and determine the title of the
dissertation

Any other issues

Student’s signature: Date: March 5th, 2022

Tang Xiao
Supervisor’s signature: Date:

61
SUPERVISOR MEETINGS - LOG SHEET
To be completed at each meeting and agreed by the student and supervisor

Student’s Name: Date of Meeting:

Tang Xiao March 10th, 2022
# of Meeting: #2
Supervisor’s Name:
Tay Boom Hou

Overall objective of the meeting:

Discuss the direction of the dissertation writing and determine the title of the dissertation

Progress Review from previous meeting

Objectives met: Objectives remaining:

discuss the direction of the dissertation finish

writing and determine the title of the
dissertation

New objectives from the outcome of this meeting

Objectives agreed: Dates for completion:

discuss the framework outline of the April 14,2022

dissertation

Any other issues

Student’s signature: Date: March 10th, 2022

Tang Xiao
Supervisor’s signature: Date:

62
SUPERVISOR MEETINGS - LOG SHEET
To be completed at each meeting and agreed by the student and supervisor

Student’s Name: Date of Meeting:

Tang Xiao April 14,2022
# of Meeting: # 3
Supervisor’s Name:
Tay Boom Hou

Overall objective of the meeting:

discuss the framework outline of the dissertation

Progress Review from previous meeting

Objectives met: Objectives remaining:

discuss the framework outline of the finish

dissertation

New objectives from the outcome of this meeting

Objectives agreed: Dates for completion:

discussing the drawing of the Gantt chart and April 18,2022

the signing of the questionnaire form and the
ethics form

Any other issues

Student’s signature: Date: April 14,2022

Tang Xiao
Supervisor’s signature: Date:

63
SUPERVISOR MEETINGS - LOG SHEET
To be completed at each meeting and agreed by the student and supervisor

Student’s Name: Date of Meeting:

Tang Xiao April 18,2022
# of Meeting: # 4
Supervisor’s Name:
Tay Boom Hou

Overall objective of the meeting:

discussing the drawing of the Gantt chart and the signing of the questionnaire form and the ethics form.

Progress Review from previous meeting

Objectives met: Objectives remaining:

discussing the drawing of the Gantt chart and finish

the signing of the questionnaire form and the
ethics form

New objectives from the outcome of this meeting

Objectives agreed: Dates for completion:

discussing the completed abstract, background, May 3rd, 2022

and literature review

Any other issues

Student’s signature: Date: April 18,2022

Tang Xiao
Supervisor’s signature: Date:

64
SUPERVISOR MEETINGS - LOG SHEET
To be completed at each meeting and agreed by the student and supervisor

Student’s Name: Date of Meeting:

Tang Xiao May 3rd, 2022
# of Meeting: # 5
Supervisor’s Name:
Tay Boom Hou

Overall objective of the meeting:

discussing the completed abstract, background, and literature review.

Progress Review from previous meeting

Objectives met: Objectives remaining:

discussing the completed abstract, background, finish

and literature review

New objectives from the outcome of this meeting

Objectives agreed: Dates for completion:

discuss the completed problem idea, objectives, May 11,2022

goals, rationale, etc

Any other issues

Student’s signature: Date: May 3rd, 2022

Tang Xiao
Supervisor’s signature: Date:

65
SUPERVISOR MEETINGS - LOG SHEET
To be completed at each meeting and agreed by the student and supervisor

Student’s Name: Date of Meeting:

Tang Xiao May 11,2022
# of Meeting: # 6
Supervisor’s Name:
Tay Boom Hou

Overall objective of the meeting:

discuss the completed problem idea, objectives, goals, rationale, etc.

Progress Review from previous meeting

Objectives met: Objectives remaining:

discuss the completed problem idea, finish

objectives, goals, rationale, etc

New objectives from the outcome of this meeting

Objectives agreed: Dates for completion:

Discussion of completed qualitative analysis May 21,2022

of survey data, conclusions, etc.

Any other issues

Student’s signature: Date: May 11,2022

Tang Xiao
Supervisor’s signature: Date:

66
SUPERVISOR MEETINGS - LOG SHEET
To be completed at each meeting and agreed by the student and supervisor

Student’s Name: Date of Meeting:

Tang Xiao May 21,2022
# of Meeting: # 7
Supervisor’s Name:
Tay Boom Hou

Overall objective of the meeting:

Discussion of completed qualitative analysis of survey data, conclusions, etc.

Progress Review from previous meeting

Objectives met: Objectives remaining:

Discussion of completed qualitative analysis of finish

survey data, conclusions, etc.

New objectives from the outcome of this meeting

Objectives agreed: Dates for completion:

Revision of the whole paper with problems May 31,2022

Any other issues

Student’s signature: Date: May 21,2022

Tang Xiao
Supervisor’s signature: Date:

67
SUPERVISOR MEETINGS - LOG SHEET
To be completed at each meeting and agreed by the student and supervisor

Student’s Name: Date of Meeting:

Tang Xiao May 31,2022
# of Meeting: # 8
Supervisor’s Name:
Tay Boom Hou

Overall objective of the meeting:

Revision of the whole paper with problems.

Progress Review from previous meeting

Objectives met: Objectives remaining:

Revision of the whole paper with problems finish

New objectives from the outcome of this meeting

Objectives agreed: Dates for completion:

Any other issues

Student’s signature: Date: May 31,2022

Tang Xiao
Supervisor’s signature: Date:

68
Appendix D: Gantt Chart

Sections Topic(s) date

1 Introduction 3.1~3.18
2 Literature qReview 3.19~3.31
3 Conceptual q qFramework 4.1~4.14
4 Methodology 4.15~4.18
5 Results q qand q qData qAnalysis 4.19~5.3
6 Discussion 5.4~5.11
7 Conclusions, qlimitations q qand q qfuture q qresearch, q qImplications 5.12~5.20
8 Modify and finalize 5.51~5.30
Total 3months

Thank you so much for your time

69