The impact of the Covid-19 pandemic on the hotel industry in Indonesia

Choirisa, Septi Fahmi

doi:10.14254/jems.2022.7-1.7

Cited by 7 publications

(4 citation statements)

References 22 publications

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“…Optimizing employee performance is a pivotal factor in the overall development of organizations, particularly within the tourism service sector, such as hotels, which grapple with significant hurdles during the post-pandemic recovery period. The impact of the crisis in the economic sector, stemming from a decline in occupancy levels, continues to be felt, compelling hotels to implement policies such as salary reductions and task duplication (Choirisa, 2022). This issue must be a management priority since good financial behavior is reflected in financial management, loans, and investments (Herawati et al, 2018).…”

Section: Introductionmentioning

confidence: 99%

“…The impact of the economic crisis, attributed to a decline in occupancy levels, persists in the hotel industry. This has led to implementing various policies, such as salary reductions and task duplication (Choirisa, 2022). Management's attention to this matter is crucial, as it is reflected not only in financial aspects such as management practices, loans, and investments (Herawati et al, 2018) but also in employee well-being and performance.…”

Section: Introductionmentioning

confidence: 99%

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The role of affective commitment: Do servant leadership and non-physical work environment promote employee performance?

Ginting,

Sopiah,

Suharsono

2024

J. Fokus Manaj. Bisnis.

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Maintaining the performance of a quality employee is the biggest challenge of the 4-star hotel industry in Malang City. The pandemic has caused hotels to experience a crisis due to a massive decline in occupancy. The economic crisis has made hotel management pay less attention to employee welfare during a hotel's recovery period. Employee welfare is a trigger for the expected performance instability. This study adopts an explanatory method with a quantitative approach. The study includes 242 participants employed in three 4-star hotels in Malang City. A sample of 151 respondents is chosen through stratified random sampling. Path analysis is used for data analysis. The results indicate that affective commitment, non-physical work environments, and servant leadership substantially impact employee performance. The association between employee performance and servant leadership may be partly influenced by affective commitment. However, affective commitment does not mediate the relationship between worker performance and the non-physical work environment.

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

The role of affective commitment: Do servant leadership and non-physical work environment promote employee performance?

Ginting,

Sopiah,

Suharsono

2024

J. Fokus Manaj. Bisnis.

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“…Previous studies that investigate the impact of COVID-19 on hotel and tourism sector are extensive, for example in Asian countries (Agustina & Yosintha, 2020), in Indonesia (Choirisa, 2022;Malikah, 2021), in Turkey (Demir et al, 2021), and in Malaysia (Hanisah et al, 2021). These studies confirm that the pandemic greatly affected the hotel and tourism industries at the onset of the pandemic.…”

Section: Introductionmentioning

confidence: 99%

Profitability Analysis of Pt Eastparc Hotel TBK Before and During the Covid-19 Pandemic

Suryaningsum,

Furqon Alkassya,

Pamungkas

et al. 2023

Efektif

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The present research aims to analyze the financial performance of PT Eastparc Hotel Tbk before and during the COVID-19 pandemic. The assessment of financial performance is done through profitability analysis using some ratios, namely net profit margin (NPM), return on investment (ROI), and return on equity (ROE). Data was obtained from the annual financial statements of PT Eastparc Hotel Tbk from 2018 to 2021, where the time range 2018–2019 shows the performance before COVID-19, while the time span 2020–2021 shows the performance during COVID-19. The results of the data analysis show that there was an increase in all ratios and the component of the ratio in the window period accepted for the year 2020 as compared to 2019. The results also reveal that the average ratio of NPM before the pandemic was 10.01% and during the pandemic was 19.67%. The average ROI before the pandemic was 2.14%, and during the pandemic it was 3.32%. The average ROE before the pandemic was 2.78%, and during the pandemic it was 3.53%. These results indicate that in 2021, the performance achievement of PT Eastparc Hotel Tbk began to improve very well beyond the achievement of the year before the pandemic. This study provides representation about financial performances, especially in the profitability sector at PT Eastparc Hotel Tbk. The stakeholders will be able to review the company’s performance in order to make decisions for the company’s future. This study can also be a reference for further research.

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“…One of the benefits is that hotels in Indonesia were relieved and survived the middle of a catastrophe as a mandatory program by the government for international travelers (Choirisa et al, 2023). However, there were several issues with internal hotel management during the program, such as human resources capacity in handling quarantine clients as a result of major laid-off at the beginning of Covid-19 (Choirisa, 2022). In addition, employees need to deal with guest boredom as negative emotions and moods experienced by the hotel guests during quarantine (Pratt and Tolkach, 2022).…”

Section: Introductionmentioning

confidence: 99%

Evaluation of Quarantine Program: Lesson From Hotels in Indonesia

CHOIRISA,

HARUN,

RIZKALLA

2023

GTG

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International travelers had to quarantine upon arrival at a designated hotel in Indonesia during the pandemic to prevent the spread of the coronavirus. This study aims to investigate the hotel quarantine program in Indonesia from management perspectives in crisis circumstances. A qualitative methodology was applied with data triangulation collected from 11 top-level managers, operations, and management from official quarantine hotels in the second quarter of 2022. In-depth interviews were conducted to explore the antecedents behind hotel management and evaluate the repatriation quarantine program through the crisis management lens framework. The findings enhance the concept of crisis management framework in a particular program employed during a pandemic. Three related phases emerged from data analysis in crisis prevention and planning, strategic implementation, and evaluation were discussed. This study reveals the suggestions for hotel managers and the government for a future sustainable strategy. This study is the first paper to address the hotel quarantine program evaluation in Indonesia. This study contributes to enriching the hotel industry's crisis management framework. Pertinent recommendations for hotel management and government are provided to cope with this crisis.

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The impact of the Covid-19 pandemic on the hotel industry in Indonesia

Cited by 7 publications

References 22 publications

The role of affective commitment: Do servant leadership and non-physical work environment promote employee performance?

The role of affective commitment: Do servant leadership and non-physical work environment promote employee performance?

Profitability Analysis of Pt Eastparc Hotel TBK Before and During the Covid-19 Pandemic

Evaluation of Quarantine Program: Lesson From Hotels in Indonesia

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