Michelle Doyle MA Dissertation

A COMPARATIVE ANALYSIS INTO MANAGEMENT AND
ADMINISTRATION STAFF PERCEPTIONS OF WORK-LIFE

BALANCE AND ITS IMPACT ON HEALTH AND WELLBEING
IN THE HOTEL INDUSTRY IN ATHLONE IN A COVID-19 ERA
M.A TOURISM MANAGEMENT AND DESTINATION LEADERSHIP
DEPARTMENT OF HOSPITALITY, TOURISM AND LEISURE

STUDIES
MICHELLE DOYLE
A00140291
COURSE YEAR 2
SUPERVISOR MR SHANE SHEEDY
AUGUST 2022
Declaration
Declaration
I have read the Institute’s code of practice on plagiarism. I hereby certify

this material, which I now submit for assessment on the programme of
study leading to the award of (Master of Arts in Tourism Management and
Destination Leadership ) is entirely my own work and has not been taken
from the work of others, only to the extent that such work has been cited
within the text of my work.
Student Number: A00140291
Signed: Michelle Doyle
Date: August 5th, 2022
Michelle Doyle 2022 Page i

Acknowledgements
Acknowledgements
I would like to thank my supervisor, Mr Shane Sheedy who always—remarkably,
impossibly—made me feel excited about my work. I do not know how you did it, but
you made writing seem fun, or at least bearable.
Dr Tony Johnston and Dr Kelly Maguire who have always supported me through out
my time in TUS and were always available for words of encouragement.
All my lecturers in TUS who made this final paper possible and gave me the confidence
to push for my Masters, when I sometimes felt that the road was too difficult.
The staff of TUS Athlone library who were always available to answer a question no
matter how trivial it might have been.
Umit and Brendan—thank you for the gift of flexibility in my workplace. Without it, I
would not have been able to complete this dissertation. You allowed me the time when
needed to work on my paper and put up with me ranting on for months about how tired
I was. Your friendship made writing less of an isolating slog through hell.
Finally, my family and friends. You were always there, wherever and whenever that
was. Each draft, each early morning rant, each time I cried and screamed and swore that
I would never, ever write again.
Sarah Jane who worried about me but yet spurred me on with her straight to the point
conversations.
My sister Anne Marie who spent many hours persuading me not to give up and to get
“back on the horse”. Your name should be on this thesis as much as mine.
Michelle Doyle 2022 Page ii

Table of contents
Table of Contents
DECLARATION ...................................................................................................................... I
ABSTRACT ........................................................................................................................... II
ACKNOWLEDGEMENTS........................................................................................................ II
LIST OF FIGURES ................................................................................................................ VII
LIST OF TABLES ................................................................................................................. VIII
CHAPTER 1: INTRODUCTION ................................................................................................ 9
1.1 INTRODUCTION .......................................................................................................... 9

1.2 PURPOSE OF STUDY.................................................................................................. 11
1.3 PROBLEM STATEMENT............................................................................................. 11
1.4 RESEARCH OBJECTIVES ........................................................................................... 12
1.5 RESEARCH QUESTIONS ............................................................................................ 12
1.5.1 MINOR RESEARCH QUESTIONS ....................................................................................... 13
1.6 SIGNIFICANCE OF STUDY ......................................................................................... 13
CHAPTER 2: LITERATURE REVIEW ....................................................................................... 13
2.1 INTRODUCTION ........................................................................................................ 14

2.2 THE TERM WORK-LIFE BALANCE IS DEFINED AND EXPLORED ................................ 14
2.3 COVID-19 AND THE WORKPLACE ............................................................................. 16
2.3.1 REIMAGINED WORKSPACES............................................................................................ 16
2.3.2 VIRTUAL WORKING ........................................................................................................ 18
2.4 ECONOMIC AND SOCIAL-PSYCHOLOGICAL IMPACTS ............................................... 19
2.4.1 UNEMPLOYMENT AND LAYOFFS DURING THE PANDEMIC .............................................. 19
2.4.2 SOCIAL DISTANCING AND LONELINESS .......................................................................... 20
2.4.3 STRESS AND BURNOUT ................................................................................................... 21
2.5 THE RIGHT TO DISCONNECT ....................................................................................... 22
2.6 CONCLUSION ........................................................................................................... 23
Michelle Doyle 2022 Page iii

Table of contents
CHAPTER 3: METHODOLOGY ............................................................................................. 25
3.1 INTRODUCTION ........................................................................................................ 25

3.2 METHODOLOGY REVIEW ......................................................................................... 26
3.3 ONTOLOGICAL AND EPISTEMOLOGICAL CONSIDERATIONS ..................................... 26
3.4 PILOTING ................................................................................................................. 28
3.5 RESEARCH APPROACH ............................................................................................. 28
3.6 RESEARCH METHODS AND PROCEDURE ................................................................... 29
3.7 SAMPLING AND SELECTION...................................................................................... 31
3.8 DATA ANALYSIS ....................................................................................................... 32
3.9 ETHICAL CONSIDERATIONS ..................................................................................... 32
3.10 LIMITATIONS TO RESEARCH .................................................................................. 34
3.11 CONCLUSION ............................................................................................................. 35
CHAPTER 4: ANALYSIS OF FINDINGS ................................................................................... 36
4.1 INTRODUCTION ........................................................................................................ 36

4.2 QUESTIONS RELATING TO OBJECTIVES ........................... ERROR! BOOKMARK NOT DEFINED.
4.2.1 DEMOGRAPHIC OF PARTICIPANTS .................................................................................. 37
4.2.2 OBJECTIVE 1: TO INVESTIGATE THE CHANGES IN PRIVATE AND WORK-LIFE ROUTINES
INDUCED BY THE COVID-19 PANDEMIC .................................................................................... 38
4.2.3 OBJECTIVE 2: TO DETERMINE THE POSITIVE AND NEGATIVE IMPACT OF THE CHANGES ON
THE WORK-LIFE BALANCE OF THE MANAGEMENT AND ADMINISTRATIVE STAFF IN THE HOTEL
INDUSTRY IN ATHLONE. .............................................................................................................. 43
4.2.3 OBJECTIVE 3: TO DETERMINE THE IMPACT OF THE STATED CHANGES ON THE HEALTH
AND WELL-BEING OF THE MANAGEMENT AND ADMINISTRATIVE STAFF. ................................... 45
4.3 CONCLUSION ........................................................................................................... 52
CHAPTER 5: DISCUSSION OF FINDINGS ............................................................................... 53
5.1 INTRODUCTION ........................................................................................................ 53

5.2 NEGATIVELY IMPACTED WORKERS' PRIVATE LIFE .................................................... 57
5.2.3 IMPROVED WORKERS' WORK LIFE .......................................................................... 59
5.2.4 NEGATIVELY IMPACTED WORKERS’ WORK LIFE ..................................................... 60
5.3 RIGHT TO DISCONNECT FROM WORK ...................................................................... 62
5.5 CONCLUSION ........................................................................................................... 66
Michelle Doyle 2022 Page iv

Table of contents
CHAPTER 6: CONCLUSION .................................................................................................. 67
6.1 CONCLUSION............................................................................................................... 68
6.2 RECOMMENDATIONS ................................................................................................... 70
6.3 LIMITATIONS AND STRENGTHS.................................................................................... 71
6.4 FUTURE RESEARCH ..................................................................................................... 71
REFERENCES ...................................................................................................................... 72
APPENDIX A: INTERVIEW QUESTIONS ................................................................................ 82
APPENDIX B: ONLINE QUESTIONAIRE ................................................................................. 84
APPENDIX C: TITLE HERE .................................................................................................... 89
Michelle Doyle 2022 Page v

Abstract
Abstract
The working environment has significantly changed over the past decade, primarily due
to technological advancements. Other very significant factors such as the COVID-19
global pandemic have profoundly affected operations across all economic sectors. New
work arrangements have also emerged and prompted the requirement to implement
joint, yet beneficial, work and life balance measures. The right to disconnect is one of
the emerging trends globally. Some countries, such as Ireland, have implemented codes
of conduct related to legislation. The COVID-19 pandemic disrupted almost all
industries' regular work and life routines and the hospitality and leisure industry were
among the most affected sectors of the economy globally, as a result of an international
travel ban halting all aspects of tourism and ‘unnecessary’ travel. National and inter-
county lockdowns ensured that domestic travel was also impossible for long periods
throughout the pandemic. Notably, the pandemic has forced organisations to embrace
remote working which, in turn, raised concerns about how employees make sense of,
and balance, their work life and personal life. This research aimed to investigate the
perception of the management and administration staff in selected hotels in Athlone,
towards work-life balance and its impact on their health and well-being in the COVID-
19 era. In addition, the research set out to investigate the impacts of the COVID-19
pandemic on the private and work-life of workers. A mixed methods approach was
employed, and face-to-face interviews were conducted with participants to identify
hotel staff perceptions of the work-life balance on employee well-being. The use of the
mixed research method approach allowed for a broader understanding of the outcomes
of the research problem in different contexts. The study identified three seven core
themes which spoke to the impacts of working remotely, awareness among employees
looking at their general health, and awareness of mental health challenges.
Michelle Doyle 2022 Page vi

A COMPARATIVE ANALYSIS INTO MANAGEMENT AND ADMINISTRATION
STAFF'S PERCEPTIONS OF WORK-LIFE BALANCE AND ITS IMPACT ON
HEALTH AND WELL-BEING IN THE HOTEL INDUSTRY IN ATHLONE IN A
COVID-19 ERA
List of figures
List of Figures
Figure 4.1.1 How private life improved among workers.
Figure 4.1.2 How private life negatively impacted among workers.
Figure 4.1.3 How work life negatively impacted among workers.
Figure 4.1.4 How work life improved among workers.
Figure 4.1.5 Allowed the right to disconnect.
Figure 4.1.6 Current emotional state of participants.
Figure 4.1.7 Self rated general health of participants
Figure 5.1.1 Subthemes
Figure 5.1.2 Impacts on workers lives
Figure 5.1.3 Negative impact on workers private lives
Figure 5.3.1 The right to disconnect
Michelle Doyle 2022 Page vii

Thesis title
List of tables
List of Tables
Table 4.1.1 Objectives and related questions.
Table 4.1.2 Work percentage in home office prior to COVID-19 lockdown.
Table 4.1.3: Work percentage in home office post COVID-19 lockdown.
Michelle Doyle 2022 Page viii

Chapter 1: Introduction
1.1 Introduction
In early 2020, the covid-19 pandemic disrupted the nature of human engagement and
economic activity across the globe. By the beginning of April 2020, more than half of
the planet's population was on lockdown (Sandford 2020). Countries implemented a
broad range of restrictions in the months that followed, adjusting and readjusting their
response to the pandemic's progression (Financial Times 2021). The World Tourism
Organisation (UNWTO 2020) reported that tourism was one of the sectors most
affected by the Covid-19 pandemic, impacting all continents' economies, livelihoods,
public services, and opportunities.
Failte Ireland’s 2019 'Tourism Key Facts' document illustrates how the tourism
industry was one of Ireland's most significant economic sectors (Failte Ireland 2021).
Tourism is essential to Ireland's economic growth, supporting 325,000 jobs; in 2018
tourism had generated €5.6bn for the Irish economy, becoming one of Ireland's largest
and fastest-growing industries. With the stable economic growth of the tourism industry
year on year, the number of jobs in the tourism and hotel industry was on the rise (Failte
Ireland 2021). Failte Ireland (2021b) established that in 2019 alone the Irish tourism
sector welcomed and catered for approximately 7.9m international visitors.
Progressively, in 2020, Ireland witnessed a tourism growth of 11% from 2019.

The anticipated revenue of international tourists was 13% to €4.1bn. Data from the
survey by Failte Ireland reported how 70% of tourism businesses saw profitability
improve in 2019. In addition, Failte Ireland (2021) results indicated that 69% of food
and accommodation services anticipated turnover and profitability growth over the next
few years. Two in five (41%) respondents intended to increase employee numbers over
two to three years. That included 79% of hotels, 59% of attractions, and 56% of golf
clubs. Over the next three years, most hotels in Ireland planned to recruit more staff.
Approximately half expected to employ up to five people, 17% projected 5-10 people,
and 14% of responding hotels anticipated an increase of at least ten more staff members.
The tourism industry was regarded as a very competitive job market, with several
applicants expressing a desire to work in the exciting industry of culinary arts, hotel
management, marketing, to name but a few.
Michelle Doyle 2022 Page 9

Tourism employees are considered essential for business success and
competitiveness (Saari & Judge 2004). However, while tourism businesses aspire to
maximise employee productivity, they frequently overlook the aspect of employee
retention (Peters 2021). The Chartered Institute of Personnel and Development (2019)
asserts that administrative, operational, recruitment, and training costs are associated
with an employee's departure from a company. This represents an area of opportunity
for HR practitioners within the Hospitality sector where attrition levels are at an all-time
high.
Existing research has examined work-life balance in various professional

settings, including executive management (Lyness & Judiesch 2008), sports and athletes
(Dixon & Bruening 2005), and the public service. Professionals in the tourism sector
were also evaluated (Small et al. 2011). The research reports that time pressures of the
tourism industry can be taxing on management and staff, as the industry operates 24
hours a day and demands a strong sense of commitment. Employees bear the burden of
long days, short breaks, and demanding customers, while senior management juggles
recruitment, training and mentoring, administrative responsibilities, and employee
retention (Small et al. 2011). Working long, non-traditional hours, including nights and
weekends, is widespread in the tourism industry, and employees typically struggle to
find that balance (Lyness & Judiesch 2008).
After Belgium, Ireland reported one of the highest home working rates in
Europe. 47% of Irish businesses shifted from traditional office work to working from
home, however new work-related challenges emerged (Saleem, Malik, and Qureshi
2021). Eurofound surveyed labor market think tank, discovered that employees' 40% of
paid hours were completed at home during the pandemic's peak. This survey
demonstrates the enormity of working life changes over the last six months.
Furthermore, Eurofound identified gaps in practical transitions to remote working
across Europe, with less than half (47%) of remote workers reporting that their
employer-provided adequate equipment to work from home (Saleem, Malik, and
Qureshi 2021).
Notably, there is limited research on hotel management's prior interpretations of

job satisfaction and their perceptions of future work-life balance and job satisfaction
levels in a post Covid-19 world. The deteriorating economic position of hotels due to
the Covid-19 pandemic has had a profoundly detrimental impact on employment and
job security. Hotels have been forced to reassess, revise and in some instances,

restructure. Some measures include redundancy, furlough be laid off, leave without pay,
removal or reduction of benefits, and changes to working arrangements including hours
of work (Edgecliffe 2020). According to Edgecliffe (2020) such oppressive constraints
have increased employee anxiety about their occupations and made them fearful of
future employment. The Eurofound (2020b) survey also concluded that women working
in middle management roles continued to bear a disproportionate share of the burden
and are less optimistic than men about their future in the hotel industry (Dingel &
Neiman 2020). This gap grew wider between April and July 2020. Data from the survey
also showed that the virus outbreak had a more considerable impact on women's work-
life balance than on men's, with women suffering more from a reduction in duty days
and young females more likely to lose their jobs than men. The burden of care
responsibilities increased significantly for women during the pandemic (Dingel &
Neiman 2020).
1.2 Purpose of Study
The study aimed to investigate the perception of management and administration staff
in the hotel industry in Athlone in relation to work-life balance and its impact on their
health and well-being in the COVID-19 era. The researcher examined how work-life
balance changed during the pandemic as multiple demands, such as work and family
demands, increased during this time frame, but little is known about balancing these
demands during a crisis (Vaziri et al. 2020). It investigated how Athlone's hotel staffs’
work-life balance changed due to being expected to work from home during the
COVID-19 pandemic. The study also addresses the impact of remote working on the
work-life balance of administration staff and management at Athlone hotels.
1.3 Problem Statement

While previous research on the COVID-19 pandemic has primarily focused on
measures of overall well-being (Kecojevic et al. 2020), existing studies are focused on
the dynamics of organisational practices and operations. Employees' work and private
lives changed during the COVID-19 pandemic. Although full-time remote working has
several advantages, it frequently encounters many challenges. As a result, the COVID-
19 pandemic can be viewed as the largest experiment in the history of remote working.
Therefore, it may aid in determining the characteristics that contribute to the remote
working success (Kramer & Kramer 2020).
Moreover, the crisis presents an unprecedented opportunity to highlight the

difficulties inherent in remote working and make necessary improvements for the future
(Kecojevic et al. 2020). Thus, this paper can educate the reader on practising remote
work during future pandemics or other crises. The COVID-19 pandemic is likely to
have permanently altered our work habits, with remote work becoming more prevalent
in the future (Fleming, 2020).
1.4 Research Objectives
The research objectives for this study are
1. To investigate the changes in private and work-life routines induced by the

pandemic.
2. To determine the positive and negative impact of the changes on the work-life
balance of the management and administrative staff in the hotel industry in
Athlone.
3. To determine the impact of the stated changes on the health and well-being of
the management and administrative staff.
1.5 Research Questions
The major research question for this study is;

What is the management and administration staffs’ perceptions of work-life balance and
its impact on health and well-being in the hotel industry in Athlone in the COVID19
era?
1.5.1 Minor Research Questions
The minor research questions for this study are;
1. What are the changes induced by the COVID-19 pandemic in the work and
private life of the management and administrative staff in the hotel industry in
Athlone?
2. What are the positive and negative impacts of the changes on the work-life
balance of the management and administrative staff in the hotel industry in
Athlone?
3. What is the impact of the changes on the health and well-being of the
management and administrative staff in the Athlone’s hotel industry?
1.6 Significance of Study
Future researchers on the topic can use the findings as a basis for their research. The
findings can also be used by managers and other stakeholders in the hotel industry to
find solutions to the negative impacts of the COVID-19 pandemic and promote good
health and well-being among the employees in the hotel industry.
Chapter 2: Literature Review

2.1 Introduction
There have been numerous extensive studies on work-life balance (Kalliath and Brough
2008). The research findings illustrate the implications for organisations and individuals
of conflicting work and personal life domains. This study investigates WLB practices in
the Athlone Hotel sector in the COVID-19 era and their effect on employee engagement
and employee turnover rate. This section analyses study findings on work-life balance
programmes, employee well-being, and turnover and retention as distinct concepts.
There is a general absence of academic literature that provides an in-depth analysis of
the disruption of work-life routine due to the COVID-19 pandemic within the Irish hotel
industry. This research benefits hospitality organisations pursuing research regarding
work-life balance in tourism or individuals studying Athlone hotels and how employees'
work habits changed due to the global pandemic.
2.2 The Term Work-life Balance is Defined and Explored
Researchers in the study of work-life balance (WLB) have struggled to agree on a

definition of the WLB (Kalliath and Brough 2008). Following a review of the literature,
Kalliath and Brough (2008) define work-life balance as an individual's view that work-
related and personal demands and activities are compatible and promote growth
consistent with their current life priorities. It is also identified as the sense of happiness,
functionality, and fulfillment both at home and in the workplace, with minimal role
conflict (Nanci and Velmurugan 2022). Work-life balance can be characterised as an
individual's capacity to juggle paid work and family's temporal, psychological, and
behavioural needs concurrently (Abdulrahman, Alhazemi, and Ali 2016).
When it comes to work-life balance, the need for individuals to take on and fulfil
multiple roles is paramount. Timesharing ratios between career and family, as well as
role balancing, are critical (Santhanam et al., 2021). Several researchers argue that an
insufficient balance of work and non-work activities is associated with diminished
psychological and physical well-being. Life roles change and broaden over time; work-
life balance may vary according to career and life stages, so taking a person-centered
approach considering their values and priorities is essential (Gragnano, Simbula, and
Miglioretti 2020). Kalliath and Brough (2008) argue that a balanced life requires

satisfying experiences in all areas of life. Personal resources such as energy, time, and
commitment should be distributed evenly among the various areas. Rodríguez-Sánchez
et al. (2020) discuss how work lives are split into hours spent working and time spent
away from work. In this context, time management, a severely restricted resource, plays
a critical role in helping to form a healthy WLB.
WLB also refers to flexible work schedules that inform an employee’s ability to
decide where, when, and how they work. It consists of components such as the work
programme, the work environment, the reward and recognition system, the volume of
work, and leave entitlements (Uddin 2021). WLB may vary considerably depending on
age, gender, relationship status, and standard of education. Furthermore, it varies
according to organisational factors such as participation in management, accountability,
role ambiguity, interpersonal conflict, heavy workloads, and workplace environment
(Nursanti and Putra 2017). Hence, a work-life balance is attained when employees have
enough time to cater to their work responsibilities and personal needs and demands.
WLB can also influence employees' success and job satisfaction and maybe a
significant factor in an individual's career decision this is particularly apparent within
the Millennial and Gen Z cohort who have very different expectations for their
employment experience (Goh and Okumus, 2020) (Sudhindra, Kumar, and Valarmathi
2020). Sustaining a positive work balance has increased job and family life satisfaction
(Carlson and Kacmar 2000). When employees cannot strike a healthy balance between
work and personal lives, they may encounter personal conflict; an interference between
work and family roles results in incompatible pressures imposed by an individual's
attempt to balance the demands of both spheres, namely their life and their livelihood
(Moen, Kelly, and Huang 2013). A separate study on women working during the
pandemic, argues that a positive work-life balance increased employees' flexibility (Raj
Lakshmi and Oinam 2021). Employees affected by the pandemic were permitted to
work from home, work shorter days, or work on alternate timetables. It recognised that
WLB is influenced by co-workers, supervisors, organisational support, and workplace
conditions during a pandemic. It identifies workplace flexibility and remote work as the
primary determinants of WLB during the COVID-19 lockdown.
Galanti et al. (2021) discussed the conflict between job and family while
working remotely during the COVID-19 pandemic and how it was one of the primary
causes of employees' emotional burnout. Moreover, when the gender component was
studied, a difference was seen in the involvement of personal life, leading to the

conclusion that females were more robust than men. Research establishes a negative
correlation between WLB and labour supply (people available for the role), well-being,
and performance. However, this study aims to examine both the positive and negative
aspects of the issue of WLB. In addition, it seeks to respond to such observations as
Ritchie (2019) claims that few employees aspire to the role until their job satisfaction
becomes as significant as their job dissatisfaction.
2.3 Covid-19 and the Workplace
2.3.1 Reimagined Workspaces
According to Harris, Ispas, and Schmidt (2008), pre-pandemic offices in sought-after

areas were considered critical for productivity, culture, and winning the war for a skilled
workforce. As a result, businesses worldwide competed fiercely for premium office
space, and many prioritized collaboration solutions (Knight and Haslam 2010). It
implies that both design and empowerment significantly influenced employee well-
being and performance. Conventional methods of office space planning have eliminated
non-essential components and the uniformity of workplace design. Bergström, Miller,
and Horneij (2015) demonstrated that these methods aided in promoting lean office
spaces to cultivate a productive and efficient workplace.
Pre-pandemic, the primary objective of organisations was to retain employee

motivation to maximize work effectiveness (Lee and Brand 2010). Collaboration was a
critical component of job effectiveness, and evidence indicated that the office layout
could aid in this type of interaction between employees. Simultaneously, a desire for
privacy, the ability to have private conversations, and space for concentrated work
existed (Bouzari & Karatepe 2020). These findings show that organisations needed to
design workspaces that met both requirements. Pejtersen et al. (2011) argue that
partitions in the Scandinavians workforce office were viewed positively to establish a
sense of control and privacy. Partitions were put in place to compensate for the noise
generated by a typical open-plan office. Pejtersen et al. (2011) also imply that employee
control, either actual or perceived, can help mitigate the negative effects of distractions
associated with the traditional open-plan office and indicate that absenteeism was higher
in certain organisations due to employees lacking control and privacy.

More studies recommend establishing long communal benches and round tables
to encourage collaboration among employees. This new format, which included more
co-working spaces, enabled more employees to collaborate and overcome barriers.
However, with the emergence of COVID-19, the World Economic Forum says that all
of that must be reimagined (WEF, 2020). Over time, offices and their operations began
to evolve, and this phenomenon was investigated by researchers in the Mckinsey
Management firm, where they discussed many recommendations for reimagined offices
post COVID-19. Boland et al. (2020) claim that the modern office setup with employees
moving freely around workspaces and sharing equipment would have to be re-
evaluated. The BBC (2020) reports how this behaviour and attitude, which appeared to
be utterly acceptable before COVID-19, now wholly contradicts what is safe in the
COVID-19 era.
Many people that working from home or a hybrid approach is here to stay (WEF
2021). Oxford Epidemiology Services (2021) claims that companies like Microsoft and
Google have indicated the intention to expand their work from home policies in the
future. More recently published studies by the Centres for Disease Control and
Prevention ([CDC], 2020) support the hypothesis of virus transmission over a distance
of 2 m from an infected person. This personal space issue in an office setting is what
commercial real estate firm Cushman & Wakefield (2020) addresses, having assisted
10,000 organisations in China in the last month in relocating nearly one million
individuals back to the office.
Another factor to consider for employees returning to the office is the employee
fear factor. Failte Ireland (2021) reported how the tourism sector in Ireland was one of
the most affected in the Irish economy. Most CEOs reported that 92% of staff in the
hotel sector was receiving the Pandemic Unemployment Payment or the Temporary
Wage Subsidy during the 18 months of closures. Studies demonstrated that staff feared
returning to the workplace after a long absence away from the workplace (Yu, Park, and
Hyun 2021). Cheng, Hong, and Zhong (2021) discuss how workers fear returning to the
workplace in the COVID-19 era and the importance of organisational support from
those involved in the tourism management structure. Implications and recommendations
for management concerning Covid are also presented. Kniffin et al. (2020b) confirmed
that the modern office would almost certainly have a plan to deal with any additional
disruptions caused by a Pandemic, such as temperature checks, contact tracing, social
distancing, and virtual teams. The Council on Foreign Relations (2020) revealed that

future pandemics are inevitable and possibly imminent, making preparedness critical for
the modern office's future success.
2.3.2 Virtual Working
Technology has a major influence in the workplace (Towers et al. 2006). The emphasis
on technology pre pandemic tended to be more on the customer. Mutekwe (2012)
maintains that customers expected businesses to stay current on all new features that
technology could provide, resulting in a more positive customer experience. The world
has come a long way since one of the first publications on Information Technology was
published. The pioneers of technological, sociological, and psychological processes
helped shape the modern world. Colbert, Yee, and George (2016) argue that technology
was envisioned as knowledge-sharing platforms, cloud computing, and enterprise social
networks. In the 1990s, office space comprised C suites (Pejtersen et al., 2011), with
spaces generally partitioned off to facilitate collaboration. Before the Pandemic, Hua et
al. (2010) discussed how Skype was the preferred method for corporations to
collaborate on organisational development. Social media plays a significant role in an
organisation's marketing strategy. Cloud computing and faster internet-enabled
employees to work from home if necessary.
Nonetheless, technology is also viewed as a source of workplace distraction.

Although technology-enabled more people to work from home, Kossek, Thompson, and
Lautsch (2015) revealed a correlation between too much technology and unhealthy
WLB. Employees found they took fewer natural breaks or none at all. In addition, so
much technology at home impacted employees' social well-being due to their constant
attention to work via smartphones, which disrupted WLB.
An ever-increasing body of literature shows that, given the rapid growth of

virtual teams resulting from the Pandemic, scholars need to monitor and analyse
technologies that may permit such groups to perform optimally (Caligiuri et al. 2020).
For example, Adams, Lazarsfeld-Jensen, and Francis (2019) discuss the crossroads of
working remotely and how a global crisis raises questions about some communication
tools. There is a lack of research on regulating emotions such as anxiety and stress in
the unique setting of virtually connected employment, where social and emotional cues
are scarce.

Conversely, existing research shows that online teams are more successful at
generating ideas than face-to-face teams (Staples and Zhao 2006). In contrast,
performance appraisal research indicates that remotely interacting teammates appear to
miss out on the creative benefits of regular face-to-face interactions (Carozzo-Todaro,
Pinheiro-Carozzo, and De Souza Machado 2021). Several studies have hypothesized
how the rapid growth of virtual teams presents an opportunity to investigate new
questions and explore interventions (Kniffin et al., 2020c). There is a need for research
to aid in the cohesiveness in virtual settings; Studies show that employers need to be
more attentive to how virtual worlds vary among remote teams.
2.4 Economic and Social-Psychological Impacts
There were immediate effects of COVID-19 on numerous workplace practices and

frameworks. The pandemic imposed many economic and social consequences on
people; many lost their jobs, and those who retained them faced changes in their roles.
2.4.1 Unemployment and Layoffs during the Pandemic
COVID-19 brought entire industries to a halt, including construction, hospitality, retail,

and entertainment, culminating in thousands of new welfare claims in Ireland in early
2020 (Department of Employment Affairs and Social Protection 2020). Unemployed
individuals may have stress-related ailments such as depression, anxiety, physical
disorders, and financial hardship (Wilson and Finch 2021). Studies by the International
Labour Office (2006) underline how employment provides both evident Remuneration)
and hidden (time structure, social connection, shared goals, status, and activity)
benefits. On the other hand, financial difficulty can trigger a domino effect of adversity
that impacts entire families (Laborda and Olmo 2021). The International Labour

Organisation (2020) also asserts that job losses caused by COVID-19 may be partially
reversed if the economy rebounds rapidly. McKinsey (2020) proposed that career
adaptability, readiness, and interest in exploring new opportunities and future work
scenarios may become increasingly valuable if COVID-19 -related shocks grow more
prevalent.
Unemployment has a detrimental influence on those who remain employed. For

instance, prior research indicates that survivors have decreased organisational
involvement, job participation, and stress (Drake et al. 2021). Studies by Powell et al.
2014; Georghiou 2007: Kwon and Ok 2021) highlight that staff cutbacks have virtually
the same effect on organisational performance as voluntary turnover. Additionally,
people are increasingly apt to regard others as competitors even when they are not (Jain
2018). As a result, future studies on COVID-19 's massive layoffs should analyse the
robustness of existing research in the face of such widespread and abrupt layoffs.
2.4.2 Social Distancing and Loneliness
Loss of social ties for those laid off work or obliged to work remotely is a less visible
effect of COVID-19; yet, research shows that high-quality social interactions, including
informal discussions among co-workers, are critical for mental and physical health
(Mogilner, Whillans & Norton 2018). Handshakes are another social activity that we
know is beneficial but cannot practice any longer (Nagy et al. 2019). The mandate to
work from home and efforts to de-densify workplaces supporting physical distance is
likely to have unintended consequences that harm persons' mental and physical health
(Kniffin et al. 2020d).
More severe than the loss of social connections, loneliness is a psychologically

distressing emotion resulting from people's subjective perceptions that their personal
and social needs are not adequately met (Centres for Disease Control and Prevention
2020). Before COVID-19, loneliness was already considered an "epidemic" (Hwang et
al. 2020). It has been demonstrated that workplace loneliness has a significant
detrimental effect on employees' affective commitment, affiliative behaviours, and
performance (Kumari and Afroz 2013). While virtual conversations lack depth, a more
severe consequence of online communications is that misunderstandings in the absence

of nonverbal indicators – are likely to exacerbate employees' fear of interpersonal
rejection, a significant source of loneliness (Hwang et al. 2020b).
As organisations chart their course following COVID-19, earlier research

suggests that workplace loneliness be recognised and addressed as a measure of
employee well-being in human resource policies, initiatives, and practices. In addition,
close examination of innovations initiated by people within weeks of mandatory
shutdowns (e.g., Virtual Staff Parties) would also be beneficial for influencing future
practice and research aimed at preventing loneliness and increasing resilience. These
studies would complement recent work on resilience development via experimentally
validated interventions (Jakobsen et al. 2020).
2.4.3 Stress and Burnout
The ambiguity and uncertainty of COVID-19 compelled businesses to respond to

protect employee health and well-being. According to Kniffin et al. (2020e) COVID-19
has affected the demands and resources of specific jobs. The authors also note that the
working conditions of most employees have deteriorated, especially among frontline
healthcare workers. COVID-19 has significantly increased the likelihood of job burnout
in light of these stresses, a chronic stress illness characterised by chronic fatigue and
apathy toward work (De Hert 2020). Questions have been raised regarding media
coverage of COVID-19. Liu, Zhang, and Huang (2020) and their investigation into
media exposure during the Pandemic found that constant exposure to COVID-19 fosters
negative contemplation. Continued exposure can affect individuals' anxiety levels,
dwelling on distressing symptoms and their possible causes and consequences.
According to studies, people exposed to SARS Virus had greater stress and
anxiety levels a year later (Lee et al. 2007). Workers need extra resources to deal with
pandemic-specific and generally puzzling job demands. Previous studies have reported
that companies can address this by implementing top-down (or bottom-up) schemes that
improve employee health and well-being. These initiatives improve morale,
productivity, and motivation while balancing work demands and resources (Heyden et
al. 2017). Employees have been under pressure to adapt to new routines that disrupt
their lifestyles. As a result, they have endured stress and anxiety as they ensure to meet
their goals and objectives.

In addition, organisations must implement practical training and provide means
to preserve employees' health and well-being as a starting point (CDC 2020b).
Furthermore, future research should evaluate whether structural attempts to enhance
workplace practices through job redesign and self-initiated strategies to change the
characteristics of one's job are as effective now as they were before COVID-19.
2.5 The Right to Disconnect
The world and environment of work have experienced a remarkable change in the
recent past. Technological advancements have been the main drivers of change in the
work world through enhanced accessibility and easy to contact individuals.
Technological advancements have affected the rate of work engagement and influenced
the degree of choice of work time among workers. Hesselberth (2018) adds that the
rapid increase in technology advancement has continually influenced where, when, and
how people work remotely and at workstations. Thus, employees and employers
experience challenges and benefits that arise from new ways of work, such as flexible
and remote working arrangements, which also determine the period, location, and
timeframe of work engagement. The two parties should maximise and take advantage of
the changing work environment. However, there is a need for workplaces to implement
procedures and policies that preserve the rights of employees. Furthermore, both the
employees and employers must adhere to the statutory obligations to ensure a safe and
mutually beneficial working relationship between working and non-working hours
(Lansdun et al., 2021). Although different working arrangements suit different workers
depending on their respective work environments, the right to maintain boundaries
between leisure and work is universal. The right to disconnect applies to all
employment arrangements, whether working from home, at a fixed station, or remotely.
Pansu (2018) argues the right to disconnect addresses the right of workers to
refrain from engaging in work-related activities, even in the form of electronic
communications such as email and telephone calls past the stipulated working hours.
Both workers and employees should have a mutual understanding of how employees
attend to work-related engagements past working hours. The right to disconnect has
three main elements. Lansdun et al. (2021) suggest the first element emphasises the
right of workers not to continue working routinely outside the stipulated hours. In

essence, the elements stress employers' need to respect their workers’ time past the
working hours. The second element of the right to disconnect emphasises that workers
should not be penalised for not attending to work-related duties past the stipulated
working hours. Thus, it is illegal under the code of right to disconnect for employers to
penalise workers for failure to respond to work-related engagements past working
hours. The third element emphasises that employers should respect their workers’ right
to disconnect by not emailing, texting, or calling past work hours. Employers must
respect the choice of right to disconnect and act in ways that portray respect for
employees’ decisions.
Chiuffo (2019) adds that most countries around the globe are implementing a
code of practice that emphasises adherence to the right to disconnect. Such codes in
most countries are to guide employers, workers, and their representatives concerning the
right to disconnect. Additionally, the codes offer guidance and procedures for resolving
issues that arise from the right to disconnect. The codes are specifically designed to
support and complement both the employees’ and employers’ obligations and rights
under other acts such as health, safety, and working time. Also, the codes help
employers and workers navigate an ever-increasingly changing digital working
landscape that has resulted in increased flexible and remote working arrangements. The
majority of European countries are implementing codes of practice to offer assistance to
workers feeling obliged to routinely work past stipulated working hours (Lansdun et al.,
2021) and to implement policies that facilitate boundaries and adherence to the right to
disconnect.
2.6 Conclusion
A large body of literature indicated that changes in work trends, hierarchy, and
employees' skills contributed to the need for a newly imagined workspace Pre and Post
COVID-19 (Towers et al. 2006b). There is much debate about designing specific
environments for creative workers in the Covid era. Knight and Haslam (2010c) alluded
to how when designing these spaces, what organisational methods to use, and whose
point of view to consider, the organisation or the employee. These ideas provide a
framework for employers and managers to understand better, a rapidly changing
situation and the most pressing needs for employees. Boland et al. (2020c), while

examining trends pre-pandemic, remote work technology had advanced, and shared
physical workspaces had become less necessary in many industries, particularly those
involved in office work.
Workers are drawn to remote work as a result of its flexibility and the cost
savings associated with not commuting (Staples and Zhao 2006b). However, several
factors may have contributed to remote work's low popularity. Considerable research on
employees' Work-Life Balance and Remote Working has consistently identified the
implications of not managing remote working correctly. Working from home is not a
viable option in many industries. Even when remote work is an option, viewpoints on
its effectiveness vary. For example, dialogue in the same physical environment leads to
more extraordinary richness amongst teams but can also create potentially costly
barriers when digital communication is not properly utilised. The government recently
unveiled new technology and plans for remote working. The National Broadband Plan
(NBP) is Ireland's largest telecommunications project, whose primary goal is to enhance
telecommunication networks across the country by bringing high-quality, low-cost
broadband to all parts of Ireland where such services are not currently available. In
addition, with so many people in Ireland now being given the option to ask to work
from home, as documented in 'Making Remote Work,' Ireland's National Remote Work
Strategy. As a result, the deployment of high-speed broadband across the country is
even more critical.
While infrastructure is essential, redesigning work activities across the

organisation (bottom to top) and repurposing and designing enterprise technology to
ensure access and support are required. The research suggests, both temporal and spatial
isolation harms information sharing among co-workers (Wilson and Finch 2021b). In
the same vein, remote workers may also feel very isolated, leading to anxiety and
diminished commitment towards their work. In turn, they may become unproductive.
Also, Toniolo-Barrios and Pitt (2020) note that the pandemic's most visible effect on the
average office has been its abandonment.
Similarly, Caligiuri et al. (2020b) found that massive sectors of employees

shifted from working onsite to working remotely. In May 2020, the Irish Times
estimated that 700,000 of the workforces in Ireland worked from home due to the
Pandemic. However, a survey conducted by Central Statistics Office (2020) showed that
it was only an increase of only 187,000 from the first quarter of 2019. The Central
Statistics office highlighted that since 2017 there had been an upward trend in remote

working. The spike caused by the Pandemic accelerated an already pre-existing trend.
However, remote working was not without its negatives, and it led to the blurring of
lines between work and home.
Moreover, Toniolo-Barrios and Pitt (2020) support this view and argue that the
abrupt change has blurred lines between work and home and how workers are
experiencing lower motivation, lower productivity, and increased stress levels.
Employees were forced to adapt as their workplace invades their home and causes
workers to attempt to balance physical, mental, and financial survival. This upheaval
prompted many mainstream media (BBC 2020; The Guardian 2020; Financial Times
2020) to speculate whether the Pandemic was a turning point for a long-term departure
from traditional employment. For example, while offices can deliver content digitally,
are employees working effectively, and are they allowed to work at the convenience of
their homes? Workers can work remotely, but is work completed of sufficient quality;
do workers feel isolated working from home, whether they feel supported by the
organisation and if the organisation encourages a healthy work-life balance for its
employees. These are questions that remain unanswered. Digitalization is here to stay,
and organisations must embrace it wholeheartedly while ensuring that their staff's health
and well-being are acknowledged.
Chapter 3: Methodology
3.1 Introduction
This section breaks down the research methods and procedures employed to help a
researcher realize the research aim and objectives. Various studies employ different
approaches and methods of research to enable them to present their study findings. This
dissertation employs approaches and techniques discussed therein to determine the
perceptions of management and administration staff of work-life balance and its impact
on the general well-being and health of employees at hotels in Athlone in the COVID-
19 era.

3.2 Methodology Review
Researchers are obliged to settle on the most suitable research approach depending on
the topic and field of the research. The common research approaches are qualitative,
quantitative, and mixed approaches. The researcher utilised a mixed research approach
during this study due to its advantages over the other approaches, such as the
combination of both the qualitative and quantitate techniques. Furthermore, the mixed
approach best suits the objectives of the topic. The researcher utilised quantitative
surveys and qualitative questions in the form of one-on-one interviews as the main
method of collecting data during the study. The researcher utilised qualitative questions
in face-to-face interviews with a purposely selected sample, administration staff, and
management in the selected hotels. The researcher conducted face-to-face interviews
with individuals from the six large hotels in Athlone to investigate how management
and admin staff work-life balance has been affected and compare before and after
COVID-19.
The researcher needs to describe the characteristics of a large population about

staff's perceptions of work-life balance and its impact on health and well-being in the
hotel industry in Athlone in a COVID-19 era. The study utilised quantitative and
qualitative approaches; hence, data analysis entailed calculating data mode, means and
median, and other dispersion measures of numerical data such as standard deviation,
and incorporating systematic analysis of non-numeric data collected through interviews.
An effective chronological combination of quantitative approach, quantitative surveys,
qualitative questions, and mean, mode, and median calculation helped minimise errors
during the study and enhance accuracy.
3.3 Ontological and Epistemological Considerations
Every study is built on a theoretical and philosophical foundation based on the

qualitative or quantitative paradigm. However, the philosophical assumptions of a study
are derived from the paradigm that guides the researcher. Ontological and
epistemological assumptions are the two most common philosophical assumptions
among researchers. Ontological assumptions concern the nature of reality, while
epistemological concerns what can be known (Willig 2019). Under the interpretivism
perspective, ontological assumption considers the several social realities of attitudes

individuals’ practices to balance home life and work. Thus, it is challenging for the
researcher alone to define reality; it is essential to capture the population's perceptions,
experiences, and meanings through the participants. Similarly, epistemological
assumptions under the interpretivism theory denote that the participants' experiences are
captured by listening to them since they have lived through balancing work and life
commitments.
According to Zukauskas et al. (2018), a research philosophy is a framework that

offers guidance for conducting research based on the nature and reality of the available
knowledge. The two primary research philosophies are interpretivism and positivism.
The research philosophies represent diverse ways that human beings perceive the world.
Positivism philosophy denotes that reality is independent of human beings. Thus,
researchers should observe reality objectively. On the contrary, in interpretivism, the
reality is shaped by the perceptions of human beings; hence a researcher should observe
reality subjectively.
The researcher underpinned this study with the interpretivism research

philosophy. According to Dougherty et al. (2019), the interpretivism theory arose as a
result of the professed shortfall of positivism theory to meet social research
requirements. The interpretive paradigm accepts that reality is multidimensional and
compound; hence an isolated phenomenon can have several understandings and
elucidations (Ryan 2018). Furthermore, the interpretivism research theory explores the
convolutions of social phenomena. It achieves an emphatic knowledge about research
subjects, such as how the researcher and participants perceive the world based on small
sample size. Additionally, interpretivism research philosophy aligns with the design of a
researcher researching to acquire knowledge about the context of the study, understand
and learn behaviours and analyse the population's culture to achieve empathy for the
uses of the findings of the study.
In line with interpretivism philosophy, the researcher adopted a mixed approach;

thus, the researcher explored and achieved the breadth and depth of the study based on
rich and subjective findings. The use of interpretivism enhances an inductively based
analytical approach, which permits meaning to emerge from the data collected to
identify relationships and patterns (Ryan 2018). The primary objective of the research is
to examine staffs’ perceptions of work-life balance and its impact on health and well-
being in the hotel industry in Athlon in a COVID-19 era. Therefore, interpretivism and

the intrinsic approaches of mixed research, quantitative surveys, and qualitative
questions inform of one-on-one interviews are ideal for achieving the study's objectives.
3.4 Piloting
Fernández-Irigoyen et al. (2021) mention that piloting is a type of small research a

researcher conducts to test research protocols, recruiting respondents, data collection
instruments, and other techniques and procedures before conducting the actual study.
The researcher conducted a pilot study among a chosen group of participants in the
hotel industry in Athlone to test the cogency, accuracy, and dependability of the
responses. Furthermore, piloting helped the researcher test the suitability of the
qualitative questions in the form of face-to-face interviews in addressing the study's
primary objective (Malmqvist et al 2019). The piloting was also instrumental in testing
the timing of the qualitative questions and quantitative surveys as a result wrong timing
can result in a high nonresponse rate due to participants’ unavailability during the actual
study. Therefore, piloting is necessary to help the researcher understand the criteria to
be applied in the setting of the qualitative questions and the time allocated for each
participant. Fernández-Irigoyen et al. (2021) develop the point that piloting is an
important stage during a study. It helps the researcher identify potential challenges and
deficiencies in the research instruments before commencing the actual study.
Additionally, piloting helped the researcher practice the actual research, assess personal
shortcomings and adjust for the actual study. Piloting was crucial in assessing the
suitability of quantitative surveys and qualitative questions and making the required
adjustments before the actual study. The researcher also gauged the required sample
size for the actual study during the piloting stage.
3.5 Research Approach
A research approach provides a comprehensive process, including procedures that a

researcher followed to complete their study. An effective research approach
exhaustively defined every aspect of the study to ensure that the research process is
swift and aims to achieve set objectives. It also helped establish ways in which the
researcher will communicate the study findings. This dissertation employed a mixed

approach, which entails combination of both qualitative and quantitative methods.
Apuke (2017) defines quantitative research as an approach to a research process that
uses statistical data and techniques to respond to queries like how much, how many, and
what and qualitative approach as the collection of non-numeric data. He further states
that quantitative research focuses on specific variables and is usually used to verify a set
premise. The findings are used as an inference to support or reject it.
According to Ahmad et al. (2019: Daniel 2016) the quantitative research

approach is ideal as a result of its ability to enable a researcher to engage a broader
sample of participants, unlike a qualitative research approach. Moreover, quantitative
research involves fewer study variables; thus, a study achieves accuracy and objectivity
in its aims. This approach also allows for data generalization across the population
under study (Apuke 2017: Ahmad et al. 2019). In this study, findings from the selected
sample can generalize the management and administration staff perceptions to all
employees in hotels in Athlone. However, Noyes et al. (2019) argue that quantitative
studies depend on measuring a predetermined phenomenon. Hence, a quantitative
approach to research limits the ability of a researcher to explore any presenting themes,
as this approach focuses on establishing statistical relationships. Therefore, the
researcher cannot gain more insight into the phenomenon under study as they are
limited to work-life balance and its impact on health and well-being.
3.6 Research Methods and Procedure
Procedures relate to the systematic approach to conducting a study. The primary

instrument for data collection for this dissertation is quantitative surveys and qualitative
questions in the form of face-to-face interview questions. It entails administering
questions that gather information on ratings, frequency, and likelihood of a certain
phenomenon (Apuke, 2017). The combination of quantitative surveys and face to face
questions are ideal as they allow the researcher to describe the characteristics of a larger
population compared to other data collection instruments. Hyman and Sierra (2016)
assert that surveys and face to face interviews are only useful when they ask useful
questions; thus, they emphasise that researchers must ensure that their questions are
carefully designed, concise, and on point.

The face-to-face interviews contain questions with set responses about various
perceptions on work-life balance and its impact on their health and well-being during
the COVID-19 pandemic that a respondent choose from. Close-ended questions pose
more advantages than disadvantages. First, face-to-face questions are easy to
comprehend and respond to (Hyman and Sierra 2016). However, the use of face-to-face
interviews prevents participants from responding to sensitive questions. Also, the use of
such interviews does not allow for the acquisition of in-depth answers from the
respondents, and in some instances, the provided possible responses do not reflect the
exact attitude or perception of the participant.
The survey questions were created online using Microsoft forms and
disseminated to respondents using a sharable link to their emails. Before the
respondents participated in the survey , they were sent a consent form in their emails.
These consent forms contain a brief description of the study scope and procedures that
were followed to ensure the researcher addresses the research aim. This consent form
provided the participants with all the necessary they were required to decide whether
they would be part of the study. At this stage, participants may withdraw if they find
that the study practices do not align with their values. After signing and submitting their
consent forms, the respondents received a link to the survey via email. The respondents
had one week to fill in their responses and submit their surveys.
On the other hand, Krause (2019) argues that surveys often feature questions
that pose insensitive questions to respondents. As a result, some researchers may feel
that such questions may prompt a respondent to be dishonest by giving socially
acceptable answers. To eliminate respondent dishonesty, researchers have been forced
to adopt neutral responses like the use of the Likert scale to encourage respondent
honesty. The survey responses were measured on a Likert scale. A Likert scale is a
rating tool that helps measure people’s attitudes on phenomena. The scale has five
points; strongly agree, agree, undecided, disagree, and strongly disagree, allowing
individuals to express their extent of agreement and disagreement to specific statements.
This dissertation was not be any different; it provided a Likert scale that provides
respondents with five possible responses to given statements. Joshi et al. (2015) argue
that to ensure that the Likert scale is accurate in its measurement of responses, a
researcher must ensure to the topic of study applies to the questions. After data
collection, data analysis commenced deducing possible findings from the gathered

responses. Data was presented the documented through a report writing process to input
the entire research process.
3.7 Sampling and Selection
The sampling process is essential in a research study as it enhances its accuracy. A

sample is a group of individuals representing an entire population, while the population
represents a target group for the topic of study. The sampling process enables a
researcher to save time and resources that could be dedicated to studying an entire
population (Turner 2020). The study aims to understand the work-life balance
phenomena in the hotel industry; therefore, the population under study is Athlone's
management and administration staff. This population was ideal for this dissertation as
they are in charge of implementing the organisational values, cultures, and practices.
Furthermore, they are more informed about organisational dynamics like work-life
balance than other hotel staff.
A simple random sampling technique was used in selecting a sample from the
population under study. This technique allows respondents to be selected
unsystematically, giving everyone an equal chance of being selected (Majid 2018).
Random sampling is easy and fast to achieve and also helps in eliminating selection bias
(Bhardwaj 2019). The author also states that random sampling is suitable for application
on a homogenous population like in this case study. Six top and well-established hotels
were selected to be part of this study; these hotels have been in the hospitality industry
for a long time, and they are well adjusted to contrast work-life balance before the
COVID-19 era and during the COVID-19 era. The management and administration staff
at these hotels were contacted about possible involvement in research. After identifying
the number of staff showing interest, the researcher then employed the sampling
technique to select suitable respondents for the study. A total of six management and
administration staff was selected for the face to face interviews from Athlones hotels.
The survey was distributed with the expectation of approximately 60 responses,
however the number of responses surpassed expectation and there were 112 completed
surveys.

3.8 Data Analysis
Data analysis refers to transforming explaining study findings to give it meaning. This
process presents illustrations and insights into study findings to inform decision-
making. Data analysis draws into statistical tests to influence conclusions from the
study data. This process aims to determine useful information that can be used to make
informed decisions. In this study, collected data was analysed to provide meaningful
information that can be used to influence decisions regarding the work-life balance at
the selected hotels in Athlone. Quantitative data from this study entailed numeric values
that was analysed using descriptive analysis. The descriptive analysis uses descriptive
statistics that help summarize data to identify and establish data patterns that may
emerge (Simpson 2015). This data analysis method entailed calculating data means,
mode, and median and the use of dispersion measures like standard deviation.
Effective data analysis approaches and techniques help minimize errors and
ensure data accuracy. The accuracy of data at this stage is dependent on the data
collection methods. Thus, when data collection instruments are not valid and reliable,
data analysis is compromised, resulting in the poor interpretation of results and the
drawing of wrong conclusions. Moreover, accurate data and results influence
confidence in the decision-making process, which helps enhance performance. In this
case, accuracy in the results acquired enhanced the ability of these leaders to make
suitable decisions that help improve the working conditions of their employees. In doing
so, the hotels ensured that their employees remain motivated and satisfied and also
minimize the employee turnover rate. After completing the data analysis, the
presentation was done using graphs, charts, and tables.
3.9 Ethical Considerations
Good conduct based on integrity and transparency during the research process is
essential. Ethics in research help ensure a researcher conducts a study that is free of bias
and abusive behaviour and does not violate the rights of participants. Ethical conduct in
research relates to rules and guidelines that establish acceptable and unacceptable
behaviour. Kar (2011) refers to the adherence of the guidelines that identify right from
wrong as a good research practice. The absence of ethics in research may have

reputational and legal implications for a researcher. It may involve accusations of data
falsification and misrepresentation to suit the research needs. Therefore, maintaining a
code of conduct throughout the research process is important in achieving credibility.
Vanclay, Baines, and Taylor (2013) claim that ethical issues are common in various
practice areas. They further state that the ability for an individual to observe ethical
conduct goes a long way to speak for their level of professionalism.
Additionally, ethics helps a researcher develop a relationship of trust with the

participants; thus, they became more receptive and willing to participate in this study.
The researcher made the following ethical considerations for this study. First, before
distributing surveys to the respondents, the researcher ensured they seek the consent of
each participant. The participants received a consent form via email that contained a
brief description of the study and its scope. It influenced the participants to make
informed decisions about their voluntary participation in the study. The form also let the
participants know of their free will to participate in the study and leave at any stage of
the research process if they change their minds. However, participants were informed
that their responses would not be withdrawn from the study after they have submitted
their surveys and the data analysis process has commenced. Consent can also be
enhanced through open and honest communication of the research intentions to the
respondents (Cohen, Manion, and Morrison 2011). The respondents feel valued and
respected; hence, they are more willing to dedicate themselves to the research.
Ensuring participant anonymity was another important ethical consideration for

this study. Anonymity refers to how the identity of participants is concealed from third
parties. The study participants are leaders of various institutions that implement
organisation culture, values, and practices. Therefore, it is important to conceal their
identity as it may negatively impact their jobs. The researcher must ensure that the
participants’ identity is protected and only known to them. The researcher ensured that
they assign the respondents pseudonyms or alphabets to prevent them from using their
real names and identity. The hospitality industry is often very sensitive, and it practices
the values of confidentiality. For instance, customer booking information cannot be
provided to other parties; thus, the participants needed to participate in research that
upholds similar values.
The third ethical consideration is to ensure participant confidentiality; this

relates to the safety and security of their personal information. Participants are entitled
to their right to privacy. Personal information is important as it prevents identity theft.

To ensure that participants’ personal information is protected, the researcher ensured
that the survey eliminates questions that may reveal personal information and avoid
sharing the survey responses with other parties not part of the research study.
Confidentiality can also be attained by signing non-disclosure data agreements between
the study participants and the researcher and seeking permission from the respondents
before the researcher discloses any information to another party.
Research bias is another hindrance to maintaining ethical behaviour during the

research process. Research bias manifests in various ways; the researcher develops
relationships with respondents and has participants familiar with the researcher as these
aspects promote partiality. Moreover, respondents may feel pressure to make the
researcher happy by lying and doctoring their responses to fulfil the anticipated
outcome. The researcher must minimize interactions with participants to minimize
familiarity to eliminate bias.
Another ethical consideration is to ensure that participants maintain their dignity

and face no harm. The respondents' participation is restricted to online interactions as
they were required to fill in the surveys at their convenience. It helps them to stay away
from any form of harm. Lastly, ensuring voluntary participation is important as the
respondents were at will to engage and participate in the research process instead of
being coerced. Seeking permission and consent from the participants is important as it
promotes autonomy among the participants. Also, Cohen, Manion, and Morrison (2011)
establish that a researcher enhanced voluntary participation through ensured consent. In
doing so, participants are aware that they are taking part in a research study out of will
without coercion. Researchers must ensure that their research approach aligns with set
ethical guidelines to evade legal implications and build a positive reputation.
Researchers who observe high standards of ethical conduct often have a positive
reputation.
3.10 Limitations to Research
Limitations present shortcomings that constrain a researcher to conduct their research

process effectively. Theofanidis and Fountouki (2018) define limitations in the research
process as aspects out of the researcher’s control and emanate from the methodology.
These aspects influence how the study findings are interpreted and presented. Like any
other study, this dissertation faced several limitations.

The first limitation is that some respondents opted out of the study at a critical
time, forcing the researcher to dedicate more time and resources in selecting their
replacements.
Secondly, the dissertation process was time-consuming as there are various
aspects to consider in ensuring a successful research process. For instance, a dissertation
demands detailed reporting; thus, the researcher was forced to dedicate more time to
documentation and report writing.
Furthermore, some respondents failed to submit their responses on time as a result
of their busy work schedules, causing a delay in the schedule of activities.
Since these aspects may interfere with and manipulate the study findings, results,
and conclusions, the researcher must recognise them in the research reporting and
documentation.
3.11 Conclusion
The researcher utilised a combination of quantitative and qualitative research

approaches to study the experiences of Midland hotels management and administration
staff. Further, the study adopted the classic triangulation approach of interview and
questionnaire data. Interpretivism was the most suitable research philosophy for the
study. Thus, the researcher opted for ‘soft’ individual interviews with the hotel
administrators over the ‘hard’ aggregate quantitative methods. Interviews are ideal for
conducting research under a classic mixed-methods framework. However, quantitative
surveys were instrumental in the collection of data from workers. The questionnaires
provided a range of information about the characteristics of this hotel management
group. Still, the interviews provided astonishing depth into the effects the COVID-19
lockdown had on participants' mental health and well-being and how they felt their lives
had changed drastically as they came to terms with a new world post COVID-19
lockdowns. The interview techniques in this study could have been used differently, in a
different framework of analysis that of critical rather than empirical realism, without the

support of other mixed methods. However, the combination of the two approaches was
successful, and the data collected from both questionnaires and interviews were
analysed, and themes were identified. The themes were designed and identified to
answer the main research question. Thus, the themes revolve around the effects of
COVID-19, workers’ private and work life and administrators' perspectives on work-life
balance.
Chapter 4: Analysis of Findings
4.1 Introduction
This chapter presents the findings of the study, sets these in context and provides
representative quotes and data sets.
Table 4.1.1: Objectives and related questions (Appendix A and B)
Objective Question Interview

Question
Introduction 1, 2,3,4,5,6 A,B,C,D,E
1. To investigate the changes in private and 8,10,16,21,22,12,14 1,5
work-life routines induced by the pandemic.

2. To determine the positive and negative 23,24,18,18,20 2,6,9
impact of the changes on the work-life
balance of the management and
administrative staff in the hotel industry in
Athlone.
3. To determine the impact of the stated 17,25,26 3,4,7,8,10,11

changes on the health and well-being of the
management and administrative staff.
4.1.1 Demographic of Participants
Out of the 118 responses received, approximately 13% of the contacted individuals
were not fully employed in April 2020, while 87% were in full employment during the
same period. 47% of the respondents reported that their employment contract requires
them to work 30-39 hours a week, 10% work between 20-29 hours a week, 33% to
work 40-49 hours per week, 3% are required to work over 49 hours a week, and 7%
have a contract of between 0-9 hours a week.
Participants were to indicate their gender, 48% of the contacted respondents were
women, 44% were men, and 8% did not mention their gender.
The contacted individuals were from different counties within Athlone; 59% lived in
Westmeath 19% in Roscommon, 5% in Dublin, 4% in Mayo, 3% in Galway, and 10%
from other counties.
Out of the 118 contacted respondents, 16% reported that they lived alone, 58% with
partners, 22% in a shared household, and 4% in other living situations.
Participants were asked to indicate whether other persons needed their care in the
family. 55% of the respondents did not have any persons that need their care living in
their household. 8% have one dependant, 17% have two, 17% have three, and 7% have
four. 2% and 1% of the contacted respondents have five and over six dependants in their
household, respectively.

4.1.2 Objective 1: To investigate the changes in private and work-life routines
induced by the COVID-19 Pandemic
Workers had to adjust private and work-life routines as result of the COVID-19
pandemic. The imposed measures of controlling the spread of the COVID-19 also
resulted in new work arrangements, such as working remotely, which affected the
private and work-life of workers. Thus, it is worthwhile to investigate the changes in
private and work-life routines induced by the COVID-19 Pandemic.
Q 16. Have you been affected by any of the following employment changes due to
the Corona crisis?
The provided employment changes were namely, no changes, short time, reduced time
of work, and job loss. About 53% of the respondents reported that they did not
experience any job changes, 40% reported that they experienced a short time at work,
and 7% lost their job.
Q 21. The share of my work that I performed in the home office before corona
was/is as follows:
The question required participants to indicate the share of their work performed in the
home office before corona. The results were as follows:
Table 4.1.2: Work percentage in home office prior to COVID-19
% Participants Work % in home office before COVID-19
50 0-10
12 10-20
5 20-30
6 90-100
3 80-90
6 30-40
8 70-80
4 40-50
5 50-60

2 60-70
Q22. The share of my work that I perform in the home office since the Corona
crisis
The question required participants to indicate the share of their work in the home office
Since the Corona crisis. The results were as follows
Table 4.1.3: Work percentage in home office post COVID-19 lockdown.
% Participants Work % in home office after COVID-19
19 0-10
12 90-100
14 30-40
10 50-60
9 10-20
11 70-80
4 60-70
11 40-50
4 80-90
5 20-30
Q12. Do you feel the COVID-19 pandemic improved your private life?
The question required participants to indicate whether COVID-19 pandemic improved

their private life. Approximately 21% of the respondents agreed that COVID-19
improved their private life though 22% disagreed. Nonetheless, 37% of them had a
neutral opinion about the effects of COVID-19 on their private life. In contrast, 7% and
15% strongly agreed and strongly disagreed that COVID-19 had improved their private
life, respectively a shown in figure 1 below.

Figure 4.1.1: How private life improved among workers
Additionally, an interviewed manager reported,
“Regardless of the bad things, innovation took root during the period as a result of the
challenges demanded new solutions. My hotel successfully implemented a remote work
arrangement, and we hope that some workers had a chance to reflect and improve on
their private lives and share time with families and friends. It is efficient and helps
workers have time for private life.”
Another manager reported, “the new arrangements could have helped improve workers'
private lives as they had more time with families as they worked from home.”
Q14. Do you feel the COVID-19 pandemic has negatively impacted your private
life?
The question required participants to indicate whether COVID-19 adversely impacted

their private life. Approximately 26% of the participants agreed, 27% disagreed, and
32% were neutral. In contrast, 5% strongly disagreed, and 8% strongly agreed that the
pandemic adversely impacted their private life as shown in figure 5 below.

Figure 4.1.2: Private life among workers negatively impacted.
A contacted manager reported “working from home gave the workers a chance, no
matter how small it could be, to disconnect with work and connect more with the
families since they worked from home. They could find minutes between the tasks to
relax.”
Another manager reported, “the adverse effects to personal life were also eminent as
some were laid off, others were unsure of their job in the future, and others lost physical
contact with their colleagues who could be helpful in their lives.”
Q 8. Do you feel the COVID-19 pandemic negatively impacted your work life?
The question required participants to indicate whether COVID-19 pandemic adversely

impacted their work life. 24% of the contacted respondents agreed. On the contrary, 17
% of the participants disagreed while 36% of the respondents had a neutral opinion.
However, 20% of the respondents strongly agreed, and 3% strongly disagreed that
COVID-19 has adversely impacted their work life as shown in figure 3 below.

Figure 4.1.3: How work life negatively impacted among workers
One manager reported,

“There were great staffing issues as a result of constant closures and reopening which
in turn negatively affected workers’ work life. It was lots harder to get staff and to deal
with outbreaks of COVID-19 among the staff, a total nightmare.”
Another administration staff member reported, “It was challenging to manage the staff
and their working hours as some got sick and could no longer report to work. The
option was to work with the available personnel; the understaffing resulted in so much
re-organising of the daily operations.”
Q 10. Do you feel the COVID-19 pandemic improved your work life?
The question required participants to indicate whether COVID-19 pandemic improved

their work life. All the 118 participants responded, and the results showed that 19%
agreed, 25% disagreed, and 33% had a neutral opinion. However, 7% strongly agreed,
while 24% strongly disagreed that the pandemic improved their work life as shown in
figure 4 below.

Figure 4.1.4: Work life improved among workers
One interviewed manager reported,

“I cannot clearly say my work life improved though I could see positive aspects such as
being more productive by working remotely; the environment was less destructive than
at workplace as a result of less knocks on the door”.
Another manager reported,

“Yes, my work life improved as I was more effective and productive without less
movement to and from the office. There is no time lost in the traffic”.
4.1.3 Objective 2: To determine the positive and negative impact of the changes
on the work-life balance of the management and administrative staff in the
hotel industry in Athlone.
Q18. Has the quantity of your weekly working time changed due to the Corona
crisis?
42% of the respondents reported that the quantity of their weekly working time
remained unchanged due to the Corona crisis. In contrast, 23% reported that the
quantity of their weekly working time decreased, while 25% reported that their weekly
working time increased due to the Corona crisis. Furthermore, 4% and 6% of the
respondents reported that their quantity of weekly working time strongly decreased and
strongly increased, respectively, as a result of the Corona crisis.

Q19. Has the quantity of your weekly free time changed due to the Corona crisis?
Approximately 42% of the respondents reported that the quantity of their weekly free
time remained unchanged due to the Corona crisis. In contrast, 26% of the participants
reported the quantity of their weekly free time increased, and 20 % reported that the
quantity of their weekly free time decreased due to the Corona crisis. Furthermore, 8%
reported that the quantity of their weekly free time strongly increased, while 3%
reported a substantial decrease in weekly free time due to the Corona crisis.
Q20. Has the quantity of your weekly caring duties changed due to the Corona
crisis?
The question asked participants whether their weekly caring duties changed due to the
Corona crisis. Out of the 118 respondents, 67% reported that their caring duties
remained unchanged, and 19% reported an increase in their weekly caring duties.
Furthermore, 3% of the respondents reported that their caring duties strongly increased,
while 2% reported that their weekly caring duties decreased and 9 % reported that their
caring week duties strongly increased.
Q 23. Did you feel that you were allowed the right to disconnect when working
from home during the corona crisis?
The question required participants to indicate whether they enjoyed the right to
disconnect from work when working remotely during the COVID-19 crisis. 59% of the
respondents did not feel that they were allowed the right to disconnect when working
from home, while 41% felt they were allowed the right to disconnect when working
from home during the corona crisis as shown in the figure 5 below.

Figure 4.1.5: Allowed right to disconnect
Q 24. Why do you feel you could not disconnect from work when at home?
One of the managers reported,

“the nature of work was the key reason I would contact my employees at night; we
serve people from different time locations; thus, if an email comes from a client at odd
hours, it would feel bad to disrupt the worker, but we had no option considering the
understaffing issue.”
Another manager reported,

“it was difficult to disconnect fully even in ordinary times as a result of the nature of the
industry.”
4.1.3 Objective 3: To determine the impact of the stated changes on the health
and well-being of the management and administrative staff.
Q17. Were you afraid of job loss as a result of the Corona crisis?
The question required participants to indicate whether they were afraid to lose their job
during the COVID-19 crisis.17% of the respondents reported that they were not afraid,
and 13% reported that they were not much afraid. In contrast, 32% of the respondents
were afraid of losing jobs while 38% were somewhat afraid of job loss as a result of the
pandemic.

Q25. How often have you felt the following?
I’ve been feeling optimistic about the future.

I’ve been feeling stressed
I’ve been feeling relaxed
I’ve been dealing with problems well
I’ve been thinking clearly
I’ve been feeling anxious
I’ve been feeling close to other people
I’ve been able to make up my own mind about
things
I feel I should talk to somebody about my mental
health and well being
I've been feeling useless
Never Rarely Sometimes Often Always
Figure 4.1.6: Current emotional state of participants
Q25 (a) I’ve been feeling optimistic about the future
The question required participants to indicate their optimistic feeling about the future.
37% of the participants reported that they often felt optimistic about the future.
Similarly, 16% of the respondents reported that they always felt optimistic, although
36% reported that they sometimes felt optimistic, 8% rarely, and 2% never felt
optimistic about the future as shown in figure 6 above
One of the interviewed managers reported, “the rate of creativity and innovation
witnessed during. The COVID-19 make me always feel optimistic about the future as
people can continue working remotely and will ultimately find ways of doing things.”
A second manager reported, “in business and particularly in the hotel industry one
always has to be optimistic about the future. Some occurrences, such as the Corona
crisis, are out of the industry’s control. I am always optimistic.”

Q25 (b) I have been feeling useful.
The question required the participants to indicate whether they had been feeling useful.
The results were as follows.
37% of the participants indicated that they often felt useful, 33% sometimes felt useful,
and 20% always felt useful. In contrast, 8% and 2 % of the respondents reported that
they rarely and never feel useful.
An interviewed manager reported’ “I always feel useful. Although I work remotely, I

ensure everything is in order and delivers my takes effectively and on time; I never miss
a call.”
Q25 (c) I have been feeling stressed.
The question required participants to indicate whether they had been feeling stressed.
33% of the participants indicated that they sometimes feel stressed, 42% often feel
stressed and 9% rarely feel stressed. However, 14% reported that they always feel
stressed, and 1% reported that they never feel stressed as shown in figure 6 above.
An interviewed manager reported, “I have often felt stressed as my hotel has not been
performing well during the crisis. Also, I am not very sure of my job if the situation
continues.”
Another manager reported, “I rarely feel stressed as I am confident the situation will be
controlled; however, I am stressed over my old parents, but I pray they are safe. The
problem is I cannot travel to meet them.”
Q25 (d) I have been feeling relaxed.
The question required participants to indicate whether they had been feeling relaxed.
The results were as follows. 22% indicated that they have often felt relaxed, 24% have
rarely felt relaxed, and 48% have sometimes felt relaxed. Furthermore, 2% indicated
that they always have, while 4% reported that they have never felt relaxed, see figure 6
above.
An interviewed manager reported, “Surely, it is relaxing to be home with my wife and
kids, but I rarely feel relaxed as a result of my job security. I am unsure if things will go
back to normal, retain our jobs and pick from where we left. However, feeling healthy
makes me a bit relaxed.”

Another interviewed manager reported, “It is difficult to feel relaxed when the business
is as highly disrupted as now. People are dying and unable to meet family members
living abroad. I have never been relaxed and am sure almost everyone is experiencing
the same.”
Q25 (e) I have been dealing with problems well.
The question required participants to indicate whether they had been dealing with
problems well. The results were as follows.
34% of the participants reported that they often have, 45% sometimes, and 14%
reported that they have always dealt with their problems well. However, 7% and 1% of
the participants reported that they have rarely been and never been dealing with their
problems well, respectively as shown in figure 6 above.
One of the interviewed managers reported, “I understand the situation can affect
someone, and several problems arise from all sides. I have had few problems relating to
my job and personal life, but I have always dealt with them well.”
Another manager reported, “Maybe the pandemic has happened for some of us to
realise the significance of our spouses, so many problems occur when out of normal
work arrangements. My husband has been a great pillar during this period. Thus, I
have often dealt with problems well.”
Q25 (f) I have been thinking clearly.
The question required participants to indicate whether they had been thinking clearly.
37% of the participants reported often, 41% sometimes, and 10% reported that they
have always thought clearly. However, 11% of the participants have rarely, and 1%
have never been thinking clearly as shown in the figure 6 above.
An interviewed manager reported, “it is difficult for people to think clearly in the midst
of all this; I understand some people might find it difficult to think clearly as a result of
issues such as job loss and security, shortened work period, understaffing, and all that
some have even lost relatives and friends. It is tough.” Another manager reported, “I
have been thinking clearly, but that does not mean the situation is less tough on me.
Being around my family, kids and wife give me another insight into my life. I can think
less of the bad”.
Q25 (g) I have been feeling anxious.

The question required participants to indicate whether they had been feeling anxious.
41% of the respondents reported sometimes, 31% often, and 8% reported that they have
always been feeling anxious. In contrast, 19% of the respondents reported that they
rarely have, and 25% reported that they have never been feeling anxious as shown in
figure 13.
One of the interviewed managers reported, “I am optimistic that things will get back to
normal, we will be able to work, travel, and meet our family members and friends. It
has been challenging, but I am confident the future is positive. I am anxious to meet my
granddaughter I have not seen since she was born during the crisis.”
Q25 (h) I have been feeling close to other people.
The question required participants to indicate how close they felt to other people.
As shown in figure 6 above, 36% of the participants reported that they often have, 38%
sometimes, and 10% have always felt close to other people. However, 15% and 1% of
the participants reported that they rarely have and never felt close to other people,
respectively.
Additionally, an interviewed manager reported,” the pandemic has resulted in a

lockdown and movement restrictions; some were unlucky to be living alone, others with
few family members but no one is close to other people enough at the moment.”
Another manager reported, “the only people I feel close to is my family members.
Otherwise, the social life has been cut short, no more going to crowded places. Majority
of us feel alone.”
Q25 (i) I have been able to make up my mind about things.
The question required participants to indicate whether they had been able to make up
their minds about things. The results were as follows.

34% of the participants reported that they were often, 22% reported sometimes, and
29% reported that they have always been able to make up their minds about things.
However, 5% of the participants have rarely and 1% has never been able to make up
their mind about things as shown in the figure 6 above.
An interviewed manager reported, “the biggest adverse impact of the COVID-19 to

majority of the people has been mental. People are finding it difficult to handle the
situation and are unable to make up their minds about things. The effects of the
pandemic were unprecedented, and everyone has been shocked and confused.”
Q25 (j) I feel I should talk to somebody about my mental health and well being
The question required participants to indicate whether they feel they should talk to
somebody about their mental health and well-being. The results were as follows.
34% of the participants reported that they sometimes, 19% reported rarely, and 15%
reported that they often feel they should talk to somebody about their mental health and
well-being. In contrast, 19% of the participants reported that they never, while 11%
reported that they always feel they should talk to somebody about their mental health
and well-being.
An interviewed manager reported “the pandemic has affected almost everyone's mental
well-being. I have received phone calls from several of our workers who feel that their
mental health is been affected. There are so many things such as family, job loss, and
contracting the disease that takes a toll on peoples’ minds.”
Another interviewed manager reported, “the biggest support one could offer to their
friends at this moment is any support that would enhance mental well-being. Similarly,
it is a good idea to share with someone if one feels mentally weak. I always share with
my family when I feel something is bothering my mind.”
Q25 (k) I have been feeling useless.
The question required participants to indicate whether they had been feeling useless.

40% of the participants reported that they rarely have, 28% reported that they never
have, and 25% reported that they have sometimes felt useless. Furthermore, 2% of the
participants reported that they always have, and 5% reported that they have often felt
useless.
One of the interviewed managers reported, “the situation is tough but feeling useless is
another thing altogether, everything will return to normal, and everyone will be useful
again to their family and jobs.”
Q26. In general, how would you evaluate your health?
The question required participants to indicate in general how they would evaluate their
health. The results are as follows.
Regarding general health, 53% of the participants reported it was good, 24% reported
moderate, and 17% reported it was very good. However, 5% and 1% of the participants
reported that their general health was bad and very bad, respectively as shown in figure
8.
One of the interview managers reported, “Although the COVID-19 has mentally
challenged me, I feel my general health is good. I have had time for nature walks, go to
the gym and rest well, it has helped”.
Another manager reported, “COVID-19 is frightening for everyone, but I thank God I
am well. However, eating well, avoiding stress, and observing the rules provided helped
the overall health of everyone.”
Figure 4.1.7: Self-evaluation of general health.

4.2 Conclusion
The analysis of the interviews and questionnaires identified three significant themes: the
impacts of working remotely, the awareness among employees of looking at their
general health, and awareness of mental health challenges.
The effect of working from home became a theme from the realisation that
workers felt they always had to connect to work either through phone calls or emails.
Also, the results emphasise that working from home affects the spatial boundaries
between the resting place and the workplace. Again, the results identify the feeling of
obligation of workers to work past the stipulated working hours as a significant concern
when examining the right to disconnect. The participants were unsure of the
expectations of senior management, felt a lack of trust from the administration, and
feared job loss. Thus, they felt obliged to take calls and monitor emails even when told
they did not have to.
Another theme emerged after workers realised that they were now more aware
of looking at their general health than before. As a result of the lockdown and
movement restrictions, workers went on nature walks, appreciated nature, and engaged
in other activities that were meaningful and helpful to their general health. The off-work
time was spent on healthy private life activities. Another theme arose from the
realisation of the impacts of COVID-19 on mental health. Participants talked about their
mental health challenges and that of their family and work colleagues. Factors such as
job loss, reduced work hours, fear of contracting the virus, and unknown future were
critical contributors to mental health challenges during the pandemic.

Chapter 5: Discussion of Findings
5.1 Introduction
The COVID-19 pandemic has changed the traditional way of life and work for millions
of people around the world. As noted in the literature review here, numerous studies
have examined the overall adverse impacts, with potentially positive effects on workers'
lives receiving less attention. The findings of the present study illustrate that the
COVID-19 pandemic imposed both adverse and positive impacts on the work and
private life of workers in the hotel industry in Athlone, Ireland.
Also, the study highlights concern about the effects of the pandemic on the
mental health and well-being of hotel administrators and managers in Athlone. De Hert
(2020) notes that a lack of effective work-life balance adversely affects workers’ health.

Thus, this chapter discusses the findings of the impacts of the COVID-19 pandemic on
the private and work-life of workers in the hotel industry in Athlone and has identified
seven core themes. The researcher provides some diagram exemplars for illustrative
purposes.
Themes Uncovered in the Findings
Figure 5.1.1 Subthemes
5.2 Impacts on Workers’ Life
The new work arrangements suggested that workers must adapt to emerging work
routines likely to profoundly affect and disrupt the traditional understanding and ways
of working. Furthermore, the researcher has established three subthemes in this
category: (5.2.a) Impacts of working remotely, (5.2.b) The awareness among employees
looking at their general health, and (5.3.c) Awareness of mental health challenges that
revolve around the life of workers.

Figure 5.1.2 Impacts on workers lives
The researcher examined the effects of the pandemic on the private and work-life of
employees in the hotel industry in Athlone. Also, the researcher assessed the perceived
mental effects on workers and hotel administrators during the pandemic. Although the
study has emphasized the perceived adverse effects, the collected data showed that
approximately 19% of the respondents did not experience negative effects, and more
than 36% experienced positive impacts in different domains of life which is a
significant finding.
This can be explained by the variations in daily practices experienced during the
pandemic, such as changes in work contracts and work hours, which could positively
affect other domains of life. In addition, the findings concur with the argument
expressed by Bouzari and Karatepe (2020) that changes in the work arrangements of
employees are likely to impact more than one domain of life positively. The overall

proportion of workers whose private and work life were affected by the changes in work
arrangements are comparable but cannot exceed 60%, similar to the fraction of
respondents who testified adverse effects in their private and work life.
The researcher investigated the perceived effects of work and personal life
changes due to the COVID-19 pandemic and the associated mental health and well-
being among hotel administrators and managers in the hotel industry in Athlone. Kwon
and Ok (2021) lament that discontinuation of business has psychological impacts on
business owners, even during regular times. Thus, it is essential to acknowledge the
relevance of psychological well-being during the demanding period, such as the
COVID-19 pandemic. The study's findings suggest a strong connection between adverse
impacts on personal and work life and the mental well-being of both managers and
administrators when responding to Q25 (j). Therefore, as Drake et al. (2021) suggested,
the concept of the overall effects of the COVID-19 pandemic on mental health is
relevant. Noticeably, the perceived adverse effects, especially in workers’ private life,
are strongly connected with general individual health.
The researcher was also interested in the self-reported changes in relation to
mental health and general health, where the findings show that reduced work hours and
job loss contributed to lower mental and general health well-being than pre-pandemic.
Reduction in work hours and loss of employment resulted in a loss in financial security,
which disrupted workers' daily routine and structure.
In contrast, leisure time increased and positively impacted workers’ mental and general
health well-being. Abdulrahman, Alhazemi, and Ali (2016) report that working from
home allows workers to divide time between work and home activities, leading to
improved well-being. Again, the findings show that the overall strengths of the
relationship indicate that mental well-being is also affected by the new life and work
arrangements that decrease or increase chances to engage in activities beneficial to
health.
5.2.1 Improved Workers’ Private Life
The researcher established that the ‘work from home’ arrangement had a perceived
positive effect on workers during the pandemic, mainly if it was the first experience for
an individual worker. Similarly, De Hert (2020) argues that reduced commuting time
and flexible work arrangements contribute to improved working life. The findings also

emphasise that the availability of more leisure time was among essential factors
connected with positive impacts on work-life among hotel workers in the hotel industry
in Athlone during the pandemic. Galanti et al. (2021) acknowledge that working from
home can enable workers to better balance work and home life and domestic
arrangements.
An increase in duties of caring for others and more interactions with family and
friends positively impacted the private life of workers. Again, the findings show that
increased work-from-home arrangements among firms in the hotel industry in Athlone
positively impacted workers' personal lives. Increased free time and reduced work time
also positively impacted workers’ private lives as they could engage freely in other
activities.
It is important to note that older workers aged over 60 years were unlikely to
report adverse effects on their personal life. The argument explains why the mental
well-being of the administrators and managers of the hotel industry in Athlone remained
unaltered during a crisis.
In relation to friendships and familial interaction, the findings show that the new
work arrangements as a result of the COVID-19 pandemic had numerous positive
impacts on the lives of the workers in the hotel industry in Athlone as they had more
time to spend and connect with their friends. The lockdown and the new work
arrangements gave workers more time to spend with their families as they worked
remotely and allowed them to slow down and see the bigger picture of life. Most of the
workers did not have much time before the pandemic.
More than 80% of the respondents agreed that new arrangements had improved
their personal lives, specifically by creating more time with their family, friends, and
themselves. Workers had time to work on themselves while in lockdown and more
appreciation for the outdoors, a reset, and another sense of perspective. However, as one
might expect, the findings suggest that not all workers had a positive experience in their
private life.
5.2 Negatively Impacted Workers' Private Life

The findings show that participants living alone were unlikely to testify to improved
private life. The (5.4.1) lockdowns and movement restrictions significantly hindered
social interactions past people’s households (Kwon and Ok, 2021).
Figure 5.2.1 Negative impact on workers private lives
Thus people living alone were adversely affected. The typical consequence among such
a group of workers was loneliness, adversely affecting their mental well-being. The
findings concur with the argument by Kniffin et al. (2020e) that change in work routines
during the COVID-19 pandemic adversely affected workers’ private life. The older
workers (5.4.2) struggle more than their younger colleagues to cope with the situation

and new work arrangements, thus having a low success rate in transforming the changes
into benefits.
The effects of (5.4.3) disruptions caused by COVID-19 also had adverse effects
on workers’ private life due to the changing work environment and arrangements. The
pandemic disrupted the usual routines of life due to the new measures, such as
movement restrictions and lack of socialising, adversely affecting private lives (Kniffin
et al. 2020e). The researcher established that the implications of the COVID-19
pandemic had also negatively impacted the private lives of workers in the hotel industry
in Athlone in numerous ways. Kwon and Ok (2021) observe that arrangements such as
working from home disrupts physical interactions and result in loneliness. COVID-19
seriously restricted people’s personal (5.4.5) lives in travel and socialising. Lack of
(5.4.4) face time with family and friends and the worry of spreading the virus around
made the isolation during COVID-19 challenging among workers in all industries.
Furthermore, regulations such as lockdown and movement restrictions prevented
people from interacting freely (Kwon and Ok, 2021). The pandemic made it difficult to
have friends around, no holidays, and hard to see parents and other relatives from
another country, consequently making workers more anti-social than before. In addition,
loneliness was an epidemic due to a lack of socialising and the unknown future (Hwang
et al., 2020).
Similarly, through the survey, the researcher established that approximately 17
per cent of the contracted workers in the hotel industry in Athlone lived alone; thus,
they spent all the lockdown with nobody to talk to and felt very isolated and lonely.
Such individuals had no social life, and it was hard to communicate and maintain
relationships. Loneliness affects people’s mental health (Kwon and Ok, 2021). The
researcher established that over 45 per cent of the interviewed workers working from
home reported feeling terrible to be surrounded by work in a place that should be a
downtime place of haven.
5.2.3 Improved Workers' Work Life
The researcher also explored factors related to the perceived effects on workers’ work
life. Effective work-life balance enables workers to become more productive in work
and life (Toniolo-Barrios, and Pitt, 2020). The right to disconnect from work ensures
that workers have time to recharge and regain energy, motivation, and attitude that

guarantee improved performance. The disruptions of COVID-19 forced hotel industry
firms to innovate ways to guarantee work continuity while avoiding the increased
spread of the virus. The findings reveal that working from home was the typical new
work arrangement among the workers in the hotel industry in Athlone during the
pandemic. Kumari and Afroz (2013) debate that working remotely has potential
negative and positive effects on employees’ work life.
Furthermore, the workers report that working from home is also efficient and
allows for a better work-life balance. Working from home gives workers a chance to
experience a healthier life balance and become more efficient than working in the
office. In addition, working from home makes things easier for workers as they work
around family, which is less stressful; consequently, work is completed timelier than in
the office.
Additionally, innovation was at the centre of all activities in the hotel industry and
other industries globally. Employees had to find ways of keeping in touch with their
friends and family members in different geographical locations. Most importantly,
industries needed to remain operational despite the challenges of the pandemic. Thus,
the pandemic has resulted in significant innovations and creativity; for instance, it has
enabled and proven the ability for specific roles to be performed remotely or part-time
remotely. It has also resulted in hybrid working methods and has changed workers’
outlook on work. Priorities have changed, and workers have improved their work-life
balance. Interviews with hotel managers revealed that many organisations have been
struggling to execute remote work arrangements, but the pandemic majority were
implementing the ‘work from the home approach. Furthermore, enormous challenges
demanded a new level of creative problem solving to make the best out of a difficult
situation.
5.2.4 Negatively Impacted Workers’ Work Life
Organisations found it challenging to execute the new work arrangements. Similarly,

workers faced various difficulties and challenges in coping with the new arrangements.
Factors such as lack of adequate resources and technical know-how are among the key
challenges that hinder the implementation of new work arrangements among some
workers and firms (Nanci & Velmurugan, 2022). Changes in the work contract, either
reduced work hours or job loss, show a direct and strong association with adverse
effects on work life. The findings show that workers affected by reduced work hours

experienced substantial disruption in their work life. In addition, the fear of job loss is
related to the increased distress rate and low mental health among workers.
Similarly, in the literature review Kwon and Ok (2021) lament that the loss of
work during the COVID-19 pandemic makes workers vulnerable to mental health
disorders. Also, a rise in caring responsibilities and free time are strongly related to
professed adverse effects on work life. The changes in employees’ personal life need
efforts for rearrangements which in turn affect work-life balance. The rearrangements
might be challenging to older workers above 60 years, who are likely to testify to a
decline in work life. Thus, such a group of workers are subtle to alterations in daily
routine and are less likely to adapt to new work arrangements such as working from
home. The finding concurs with the debate by Santhanam et al. (2021) that older
workers face difficulties in remote working due to a lack of social interactions with
fellow employees and the increased reliance and use of digital technology.
The implemented work arrangement failed to achieve optimal success as
expected. The findings show that over 65 % of the respondents lived with partners or
family members; hence working from home was distractive. Workers also mentioned
that there are no time boundaries when working from home. The day starts earlier and
runs later. Santhanam et al. (2021) concur with the finding by arguing that working
from home is sometimes challenging; the environment could be distractive, adversely
affecting employees' productivity.
Organisations faced numerous challenges such as loss of employees resulting in
understaffing. Reducing staffing levels and changing responsibilities required more
flexibility, impacting personal life (Santhanam et al., 2021). Therefore, it became
challenging for organisations to implement the new work arrangements effectively. The
understaffing also made it hard for employers to honour the right to disconnect. The
new work arrangements also affected job security and work rate. Working hours of
some employees were cut drastically, and they had to work from home when there was
a job. Organisations did not make profits, productions were low, and they could not
maintain their entire workforce, so some employees were laid off. Job opportunities
were fizzled, and some workers lost their jobs (Bouzari & Karatepe, 2020). The study's
findings show that approximately 13% of the respondents had lost their jobs by April
2020. Montenovo et al. (2020) concur with the finding and mention that the hotel
industry was leading in job loss during the coronavirus pandemic.
Additionally, the movement restrictions and other stress associated with the
pandemic directly impacted the individual's ability to work despite the degree of

functionality of the new work arrangements. Santhanam et al. (2021) argue that most
workers struggle mentally and psychologically due to the disconnection from their
family, friends, and social life. Similarly, the researcher established that mental stability
affected some of the workers in the hotel industry in Athlone. Workers in almost all
industries were unable to work well as they struggled through the pandemic. According
to Santhanam et al. (2021), additional stress such as worry about the unknown and lack
of job security negatively affected employees' productivity whether they work remotely
or under ordinary work arrangements.
Thus, due to the challenges workers faced during the pandemic, it became
difficult to disconnect from the job effectively. The findings show that approximately
40% of the respondents argued it was difficult to have a work-life balance working from
home. New work arrangements may demand workers to work longer hours instead of
being in the office (Santhanam et al., 2021). Working remotely makes workers feel like
they work more hours in the office, primarily on their communication devices such as
computers and phones. Furthermore, it was difficult for some workers to adapt to
working from home as the workload seemed more challenging to structure hours.
Similarly, the researcher established that the new work arrangements are too demanding
for some workers. Over 65 per cent of the respondents believed they were required to do
more for the same salary.
5.3 Right to Disconnect from Work
The right to disconnect allows workers to separate work from the private sphere.
Workers should not be contacted past the stipulated working hours by the employers.
Most workers find it challenging to balance work and life due to factors such as the
nature of work, workload, and desire to meet work objectives. Some of the factors that
hinder work-life balance are beyond human control. The recent COVID-19 pandemic
has been a classic example of a factor beyond human control and hinders work-life
balance. Work-life balance has been a challenge to many for a long and the COVID-19
pandemic, which resulted in new work arrangements such as remote working, made it
more complicated than before.

Figure 5.3.1 The right to disconnect
The new work arrangements, the movement restrictions and lockdowns during the peak
of the COVID-19 had both adverse and positive effects on work-life balance as they
disrupted the social and work hours (Huang et al., 2020). Workers had to adapt to new
arrangements and work environments. According to Kumari and Afroz (2013),
advantages of working from home include allowing workers to disconnect from work
and have time for private life. Thus, employees spend more time off duties than when
working from the office. Workers relax and enjoy downtime, guilt-free, get closer, and
have time with their family and friends. The argument concurs with the study's findings
that Athlone workers in the hotel industry had more time spent outside of work due to
the changed work arrangements. The primary objective of the right to disconnect is to
allow workers positively impact their personal lives. Workers disconnect from work to
connect with friends, family, and nature.

Right to disconnect from work also facilitates employees’ personal growth.
Employees have the right to social life, interact and create a connection with the
community, and work should not hinder social life (Adams et al., 2019). In contrast,
most workers globally have failed to enjoy social life due to difficulties associated with
the right to disconnect from workers; some workers are unable to disconnect due to the
nature of work, or their employer does not honour the right to disconnect.
The researcher established that working in the hotel industry is considered to be
overly demanding; thus, failure to honour the right to disconnect denies workers a
chance for personal growth. In addition, the findings show that the new work
arrangements during the COVID-19 allowed workers in the hotel industry in Athlone to
impact their personal lives, for instance, positively; some met their spouses during the
pandemic, which would not have happened as a result of the industry’s work and hours.
According to Lansdun et al. (2021), the right to connect aims to enhance a healthy
work-life balance. Similarly, the study established that workers in the hotel industry in
Athlone could have a better work-life balance.
5.4 Causes for Failure to Disconnect
Although it has been difficult for managers and organisations to honour the right to
disconnect, the COVID-19 pandemic made it more difficult. According to Lansdun et
al. (2021), challenges such as low production, reduced profits and understaffing hinder
the right to disconnect during a crisis such as the COVID-19 pandemic. However,
specific factors such nature of the job played a role in some industries, the hotel
industry included. The researcher established that only 60 % of the interviewed workers
in the hotel industry in Athlone experienced the right to disconnect as they worked from
home during the COVID-19 pandemic. Demands of the job, phone calls, and emails that
continue long after the usual finishing time are part of the factors that hinder the right to
disconnect (Lansdun et al., 2021).
Furthermore, employees lament that they are always contacted after working
hours about work-related activities and are admonished for failure to respond. Findings
reveal that workers in the hotel industry receive emails, calls, and meetings that
continue past stipulated work hours, thus making it difficult to disconnect from work.
Thus, the researcher established that the nature of work in the hotel industry makes it
challenging for workers to disconnect from work and, to some extent, use personal
gadgets such as mobile phones to receive calls past stipulated working hours.

Similarly, the findings reveal that only approximately 23% of the respondents’
reported disconnecting was difficult even before the COVID-19 pandemic. Concerns
such as high rates of understaffing made it difficult for organisations to honour the right
to disconnect (Kwon & Ok, 2021). Similarly, the findings reveal it was difficult for
firms in the Athlone hotel industry to honour the right to disconnect due to lack of staff.
The researcher established that the primary hindrances of the right to disconnect in the
Athlone hotel industry during the COVID-19 are the nature of hotel work and high rates
of understaffing. Therefore, the line between professional and personal time remains
insignificant.
Additionally, the findings show that over 73% of the contracted workers found it
challenging to have a work-life balance as a result of their living situation, nature of
work, and lack of trust from the managers, who constantly questioned the quantity of
work and ‘time on’ from workers. Workers living alone might lack interest in
disconnecting as it makes them lonelier; working makes them engaged and prevents
thoughts of the pandemic, which is likely to have mental impacts. In contrast, people
living with family would be more interested in disconnecting from jobs and having time
for the family. Kwon and Ok (2021) maintain that a lack of trust from the employer
directly impacts the right to disconnect. As a result of the disruptions, most tasks are
completed remotely and not in the office environment where bosses can monitor
employees. Thus, bosses sometimes feel like the workers are not as productive or
effective as they are in the office. In other instances, bosses feel that employees had
much of the time disconnected to work and thus would not need more time even past
the stipulated working hours.
The researcher established that working remotely does not always guarantee
optimal productivity due to numerous underlying factors such as motivation, attitude,
and internal and external disruptions. Thus, in some instances, the quantity of work
done by an employee might be underwhelming to the employer. Unsatisfactory
performances also affect the right to disconnect (Kwon and Ok, 2021). Employers
would request underperforming workers to remain connected even past stipulated
working hours to improve or meet the set work targets. In addition, the findings show
that some of the Athlone hotel industry workers remained connected during the
COVID-19 pandemic due to fear of losing jobs. The finding concurs with Raj Lakshmi
and Oinam (2021) that job security is also a significant cause of failure to disconnect
from the job. Some workers are unsure of their job in the future and believe the best
way to maintain the position is to continue working even past stipulated work hours.

Thus, workers opt to remain contactable and return to doing some work even in their
own time. The researcher established that some workers remained available past work
hours due to job security.
The primary limitation of this study is the use of a quantitative survey as the
primary data collection method. Quantitative surveys exhibited weaknesses such as
inflexibility and concerns with depth which could affect the study's findings. In
addition, a quantity survey is not ideal for controversial issues. However, the researcher
aimed to obtain the highest response rate possible.
5.5 Conclusion
The new work arrangements resulting from the COVID-19 pandemic had both positive
and negative impacts on workers' private lives. Approximately 21%, or just over one in
five, of the contacted respondents reported that their private life improved, while 26%,
or just over a quarter, reported that their private life was negatively impacted due to the
pandemic.
Similarly, the forced work reorganisation due to the pandemic had negative and
positive impacts on workers’ work life. About 19% of the contacted respondents
reported their work-life improved, while 24% reported that their work-life was
negatively impacted due to the pandemic. Reduced number of working hours has a
strong association with an adverse effect on workers’ work life.
In contrast, the ‘work from home' arrangement, mainly if an individual worker
experienced it for the first time during the COVID-19 pandemic, positively impacted
work life. Factors such as living situations, amount of time for leisure, and changes in
caring responsibilities negatively impact private life. The findings show that, for
instance, living alone had adverse mental effects on workers. In contrast, living with
other family members or a partner and an increase in leisure time positively impact the
private life of workers.
The primary adverse effect of the COVID-19 pandemic on the hotel
administrators was the issue of understaffing, which caused serious disruption to the
work environment and caused mental distress for administrators. Innovation was the
main positive add-on on hotel administrators as they had to find new solutions to
emerging problems and through innovation, many organisations implemented new work
arrangements such as working remotely from home. However, mental health was a
negative issue among administrators and workers, especially those who lived alone.

CHAPTER 6: CONCLUSION

6.1 Conclusion
The researcher has successfully achieved the research objective of investigating the
changes in private and work-life routines caused by the COVID-19 pandemic.
Furthermore, the researcher has successfully determined the adverse and positive effects
of the changes on the work-life balance of the management and administrative staff in
the hotel industry in Athlone. The researcher identified that COVID-19 pandemic had
numerous positive and negative effects on the life of workers. Nonetheless, the
researcher has successfully determined the impacts of the negative and positive changes
on the health and well-being of the management and the administrative staff.
The overall effects of the COVID-19 pandemic were common in other industries
globally. However, the magnitude and strength of the impacts slightly differ across
regions and industries. The study's findings show different impacts on workers’ private
and work life and the consequences of such impacts on mental health. The researcher
has supported workers' work-life balance concerns during a crisis such as the COVID-
19 pandemic by discussing previous relevant studies on the topic. The study also has
successfully highlighted numerous imbalances between the new and regular work
arrangements and the most acute effects on workers’ lives due to COVID-19 pandemic.
The information in the last chapter of this study may inform target groups and provide
recommended interventions for similar situations in the future. Thus, the study serves as
a baseline for stakeholders and policymakers in different industries to understand the
need to balance life domains even under a crisis such as COVID-19 pandemic.
The COVID-19 pandemic caused numerous drastic, negative, and positive
changes in the contemporary industries about workers. Firm administrators and human
resource managers faced the challenges of mitigating the negative impacts on workers'
work and private life during the pandemic. Nonetheless, external factors such as feeling
threatened by the situation, lockdown, movement restrictions, isolation, working
remotely, and insecurities of job loss contributed to workers' mental and general well-
being. The administrators also face similar challenges of adapting to new management
tools amidst new realities. However, administrators need to prioritise the well-being of
workers to enhance efficient workflow (Saleem et al., 2021). The researcher identified
that new arrangement such as working from home accumulated professional activities in
private places. Saleem et al. (2021) add that the boundary differentiating resting place
and working places fizzled during the pandemic. Also, as a result of the extension of

working hours caused by the new arrangements, the work time limits of workers have
been affected. Thus, work-life balance was disrupted negatively, which also, in turn,
affected employees' mental health adversely.
Although the longstanding implications of the pandemic are not known fully,
there is little reason to argue that its effects on workers’ private and work life are short-
lived. As the researcher has identified, not only are the impacts of the pandemic on
workers’ life far from over, but the risks of future social crises of such magnitude are
almost guaranteed. Thus, the focus of workers and administrators in contemporary
society should be forward-thinking based on the assumption that the challenges faced
during the COVID-19 pandemic were not an anomalous singular event but opened a
new reality that provides opportunities for firms in different industries to remain
attentive. Further, the researcher highlighted some of the implications of the COVID -
19 pandemic for employees' adjustment and well-being.
Thus, the study provides rich information about the impacts of the COVID-19
pandemic on the work-life balance. Most precisely, the researcher provides first-hand
proof of the adverse and positive effects on workers in the hotel industry in the Athlone.
Workers whose employment contracts were affected by the pandemic either by
decreased working hours or by sacking felt the most significant negative impacts on
their lives. Such indications highlight the essence of unemployment or
underemployment during a crisis, as employment is closely connected with factors that
promote health among workers, which are hard to substitute in other ways. The
researcher identified that workers living alone had their private lives negatively affected
the most due to social isolation. Although a percentage of workers had negative impacts
on their private life, most remained healthy, and some experienced positive shifts in
their daily activities. However, the COVID-19 pandemic has introduced a new reality to
firms in different industries and how to implement solutions to navigate the crisis.
Nonetheless, the researcher established numerous positive consequences of the
COVID-19 pandemic. An increase in work-from-home arrangements positively
impacted employees' work lives. Again, an increase in time workers spends with friends
and family positively impacts workers’ private life. Similarly, Nagy et al. (2019) debate
that increased private time allows workers to dedicate time to activities that individual
worker enjoys and consequently recover from work. The right to disconnect from work
also helps workers to maintain mental health. The researcher also established that
despite the physically notable changes in the private life of workers during the COVID-
19 pandemic, the overall effects have a close association with health outcomes. The

study contributes to the evidence that the COVID-19 pandemic and the associated
lockdown and movement restriction have both positive and negative impacts on the
private and work-life of workers. Also, the study concurs that the vulnerable group of
workers, such as those whose work hours are reduced, need support.
6.2 Recommendations
1. Hotel owners should establish flexible work arrangements that allow workers to
disconnect from work and enhance good health.
2. Specific training would help workers proactively identify personal preferences
to align with the work environment
3. Organisations to provide psychological training to workers to help purposely
focus and make use of the positive effects of the pandemic.
4. The government should intervene to ensure that organisations honour the right to
disconnect.
5. Organisations should remain innovative as new challenges demand new
solutions.
Organisations in contemporary society should remain adaptive and alert to

unprecedented events such as COVID-19 pandemic, which creates uncertainties among
their workers and pose threats to the firm’s viability and performance. McKinsey (2020)
debates the benefits of new work arrangements, such as working from home during the
pandemic and informing future legislative and organisational policies to maintain such
work forms. Workers in the hotel and other industries should be trained in optimal
designing of private time to acquire the maximum benefits of the right to disconnect
(Nanci et al., 2022). In Athlone, workers in the hotel industry experienced positive
impacts of working from home on private lives; such work arrangements in the future
should provide training on establishing positive routines that are compatible with
workers' personal life. Additionally, working from home allow workers to disconnect
from work and connect with family and other private life activities. Nagy et al. (2019)
suggest there should be psychological aid and support accessible online for such a group
of workers. Also, employers should ensure close social ties with workers that provide
emotional support, especially during reduced work hours.

6.3 Limitations and Strengths
The primary limitation of this study is the use of a quantitative research design, which
allowed the researcher to infer relationships between variables but failed to offer
directions of the potential or relationship causality. Nonetheless, the online survey
provided timely data on the impacts of the COVID-19 pandemic. However, the
participants might have influenced the outcome through bias. Some common biases
during research when using quantitative surveys are self-selection bias and social
desirability likely to threaten the study's validity. The researcher overcame the
limitation by collecting high-quality data following the highest levels of research ethics.
Also, the researcher implemented numerous strategies in the questionnaire to limit and
prevent invalid responses.
Furthermore, the social demographic characteristics of the sample used in the
study indicate an excellent representation of the target population of a worker in the
hotel industry in Athlone. The researcher did not control all the variables that could
affect the study's outcome. For example, coping with the effects of the pandemic might
differ among individual workers and might be predisposed by factors such as coping
style, personality traits, and individual resilience levels. Nevertheless, the researcher
intended to offer a comprehensive image of adverse and positive effects on workers’
private and work life during the COVID-19 pandemic among workers in the hotel
industry in Athlone. Therefore, it is past the scope of the study to examine individual
characteristics and differences. Furthermore, lengthy surveys reduce the potential
participation rate.
A vital strength of this study is that it uses a heterogeneous and sizeable sample
size that allowed the researcher to conduct an exhaustive analysis and explore different
groups inside the big group. Also, the data collection time was when the hotel industry
in Athlone experienced the full impacts of the COVID-19 pandemic. Thus, the
researcher could capture an accurate picture, which adds to the validity of the results.
6.4 Future Research
Work-life balance is part of the essential aspect that requires analysis and development
in the future to support schemes of right to disconnect among workers. Furthermore,
there is a need for further research to investigate the extent of apparent and real effects

of COVID19 and the related health outcome changes over the period and if some of the
trends that emerged during the pandemic, such as working remotely, are to be
maintained for the long term. Future research on the topic should also use different
methods of data collection and analysis to investigate the overall effects of workers'
impacts of the COVID-19 pandemic on the firms and industries. Also, future research
can use other research philosophies and assumptions different from what was used in
the present study to examine the consequences of mental health issues due to COVID-
19 and the implication to job security. Additionally, there is a need to investigate the
apparent longstanding positive effects of COVID-19 and their implications for the right
to disconnect among workers.
References
Abdulrahman, A., Alhazemi and Ali, W 2016, ‘The notion of work-life balance,
determining factors, antecedents and consequences: a comprehensive literature
survey’, International Journal of Academic Research and Reflection, vol. 4, no.
8. Https://www.idpublications.org/wp-content/uploads/2016/11/Full-Paper-the-

notion-of-work-life-balance-determining-factors-antecedents-and-
consequences.pdf.
Adams, M., Lazarsfeld-Jensen, A. and Francis, K 2019, ‘The implications of isolation
for remote industrial health workers’, Rural and Remote Health, vol. 19, no. 2.
DOI:10.22605/RRH5001
Ahmad, S., Wasim, S., Irfan, S., and Gogoi, S 2019, ‘Qualitative v/s Quantitative
research’, Journal of Evidence-Based Medicine and Healthcare, vol. 6, no. 43,
pp. 2828-2832. DOI:10.18410/jebmh/2019/587
Apuke, O., D 2017, ‘Quantitative research methods: A synopsis approach’, Kuwait
Chapter of Arabian Journal of Business and Management Review, vol. 6, no. 11,
pp. 40-47. DOI:10.12816/0040336
Bajrami, D.D., Terzić, A., Petrović, M.D., Radovanović, M., Tretiakova, T.N. and
Hadoud, A., 2021. Will we have the same employees in hospitality after all? The
impact of COVID-19 on employees’ work attitudes and turnover intentions.
International Journal of Hospitality Management, 94, p.102754.
BBC 2020, “How offices will change after coronavirus” BBC, viewed March 18 2022,
<https://www.bbc.com/worklife/article/20200514-how-the-post-pandemic-
office-will-change>.
Bergström, J., Miller, M. and Horneij, E 2015, ‘Work environment perceptions
following relocation to open-plan offices: A twelve-month longitudinal study’,
Work, vol. 50, no. 2, pp.221–228. DOI: 10.3233/WOR-131798
Bhardwaj, P 2019, ‘Types of sampling in research’, Journal of the Practice of
Cardiovascular Sciences, vol. 5, no. 3, pp. 157-163. DOI:
10.4103/jpcs.jpcs_62_19
Boland, B., De Smet, A., Palter, R. and Sanghvi, A 2020, ‘Reimagining the office and
work-life after COVID-19 ’, McKinsey, https://www.mckinsey.com/business-
functions/people-and-organisational-performance/our-insights/reimagining-the-
office-and-work-life-after-COVID-19 .
Bouzari, M. and Karatepe, O.M., 2020. Does optimism mediate the influence of work-
life balance on hotel salespeople’s life satisfaction and creative performance?.
Journal of Human Resources in Hospitality & Tourism, 19(1), pp.82-101.
Caligiuri, P., De Cieri, H., Minbaeva, D., Verbeke, A. and Zimmermann, A 2020,
‘International HRM insights for navigating the COVID-19 pandemic:
Implications for future research and practice’, Journal of International Business
Studies, vol. 51, no. 5, pp.697–713.
https://link.springer.com/article/10.1057/s41267-020-00335-9.
Caligiuri, P., De Cieri, H., Minbaeva, D., Verbeke, A. and Zimmermann, A 2020,
‘International HRM insights for navigating the COVID-19 pandemic:
Implications for future research and practice’, Journal of International Business
Studies, vol. 51, no. 5, pp.697–713.
https://link.springer.com/article/10.1057/s41267-020-00335-9.
Carlson, D. S. and Kacmar, K. M 2000, ‘Work-Family Conflict in the Organisation: Do
Life Role Values make a Difference?’, Journal of Management, vol. 26, no. 5,
pp.1031–1054. https://doi.org/10.1177/014920630002600502

Carozzo-Todaro, M. E., Pinheiro-Carozzo, N. P. and De Souza Machado, A 2021,
‘From face-to-face to virtual teams: work organisation during the COVID-19
pandemic’, Teoria e Prática em Administração, vol. 12, no. 1.
CDC 2020a, “Communities, Schools, Workplaces, & Events”, Centres for Disease
Control and Prevention, viewed March 18 2022, <
https://www.cdc.gov/coronavirus/2019-ncov/community/disinfecting-building-
facility.html>.
CDC 2020b, “Engaging Employees in Their Health and Wellness”, Workplace Health
Promotion, viewed March 18 2022,
<https://www.cdc.gov/workplacehealthpromotion/initiatives/resource-
center/case-studies/engage-employees-health-wellness.html>.
Central Statistics Office 2020, “Labour Force Survey (LFS)”, CSO - Central Statistics
Office, viewed March 18 2022,
<https://www.cso.ie/en/statistics/labourmarket/labourforcesurveylfs/>.
Cheng, T. M., Hong, C. Y. and Zhong, Z. F 2021, ‘Tourism employees’ fear of COVID-
19 and its effect on work outcomes: the role of organisational support’, Current
Issues in Tourism, vol. 1, pp.1–19.
CIPD 2019, “CIPD the Professional Body for Human Resources and People
Development”, CIPD, viewed March 18 2022, < https://www.cipd.co.uk/>.
Cohen, L., Manion, L., and Morrison, K 2011, Research Methods in Education, 8th Ed.
Routledge.
Colbert, A., Yee, N. and George, G 2016, ‘The Digital Workforce and the Workplace of
the Future’, Academy of Management Journal, vol. 59, no. 3, pp.731–739.
Council on Foreign Relations 2020, “The U.S. Must Learn From COVID-19 to Prevent
the Next Disaster”, Council on Foreign Relations. viewed March 18 2022,
<https://www.cfr.org/report/pandemic-preparedness-lessons-COVID-19 />.
Cushman and Wakefield 2020, “6 Feet Office Sydney - Cushman & Wakefield
Australia”, YouTube, viewed March 18 2022,
<https://www.youtube.com/watch?v=0XiNLRjzUp4&t=6s>.
De Hert, S 2020, ‘Burnout in healthcare workers: Prevalence, impact and preventative
strategies’, Local and Regional Anesthesia, vol. 13, no. 13, pp.171–
183. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7604257/.
Department of Employment Affairs and Social Protection 2020, “The Initial Impacts of
the COVID-19 Pandemic on Ireland’s Labour Market”, Working Paper, viewed
March 18 2022,
<https://assets.gov.ie/73799/2aa16fdcf3344493bbb79cec4f9071c0.pdf >.
Dixon, M. A. and Bruening, J. E 2005, ‘Perspectives on Work-Family Conflict in Sport:
An Integrated Approach’, Sport Management Review, vol. 8, no. 3, pp.227–253.
Dixon, M. A. and Warner, S 2010, ‘Employee Satisfaction in Sport: Development of a
Multi-Dimensional Model in Coaching’, Journal of Sport Management, vol. 24,
no. 2, pp.139–168.
Drake, R. E., Sederer, L. I., Becker, D. R. and Bond, G. R 2021, ‘COVID-19 ,
Unemployment, and Behavioural Health Conditions: The Need for Supported

Employment’, Administration and Policy in Mental Health and Mental Health
Services Research, vol. 48, no. 3, pp.388–392.
Dube, K., Nhamo, G. and Chikodzi, D., 2021. COVID-19 cripples global restaurant and
hospitality industry. Current Issues in Tourism, 24(11), pp.1487-1490.
Edgecliffe, J., A 2020, “Coronavirus lay-offs split corporate America”, Financial Times
New York, viewed March 18 2022, <www.ft.com>.
Eurofound 2020b, “Living, working and COVID-19 ”, Eurofound, viewed March 18
2022, <https://www.eurofound.europa.eu/publications/report/2020/living-
working-and-COVID-19 >.
Failte Ireland 2020, “Opening Statement from Paul Kelly CEO”, Failte Ireland, viewed
March 18 2022, < https://www.failteireland.ie/Utility/News-Library/Opening-
Statement-from-Paul-Kelly,-CEO-Failte-Irel.aspx>.
Failte Ireland 2021, “Key tourism facts 2019”, Failte Ireland, viewed March 18 2022,
<https://www.failteireland.ie/FailteIreland/media/WebsiteStructure/Documents/
3_Research_Insights/4_Visitor_Insights/KeyTourismFacts_2019.pdf?ext=.pdf>.
Financial Times 2020, “Subscribe to read”, Financial Times, viewed March 18
2022, <https://www.ft.com/content/1b304300-0756-4774-9263-c97958e0054d>.
Financial Times 2021, “Free to read: Lockdowns compared: tracking governments’
coronavirus responses”, Financial Times, viewed March 18 2022,
<https://ig.ft.com/coronavirus-lockdowns/>.
Fleming, S 2020, “These 5 charts show our shifting behaviour around coronavirus”,
World Economic Forum, viewed March 18 2022,
<https://www.weforum.org/agenda/2020/05/five-charts-coronavirus-COVID-19
-behaviour/>.
Galanti, T., Guidetti, G., Mazzei, E., Zappalà, S. and Toscano, F 2021, ‘Work from
Home during the COVID-19 Outbreak’, Journal of Occupational &
Environmental Medicine, vol. 63, no. 7, pp.426–432.
doi: 10.1097/JOM.0000000000002236
Georghiou, M 2007, ‘Smiling in the face of cutbacks, redundancies and low staffing’,
Nursing Standard, vol. 21, no. 38, pp.32–32.
Goh, E. and Okumus, F., 2020. Avoiding the hospitality workforce bubble: Strategies to attract
and retain generation Z talent in the hospitality workforce. Tourism Management
Perspectives, 33, p.100603.
Gragnano, A., Simbula, S. and Miglioretti, M 2020, ‘Work-Life Balance: Weighing the
Importance of Work-Family and Work–Health Balance’, International Journal
of Environmental Research and Public Health, vol. 17, no. 3, p.907.
DOI:10.3390/ijerph17030907
Harris, M. M., Ispas, D. and Schmidt, G. F 2008, ‘Inaccurate Performance Ratings Are
a Reflection of Larger Organisational Issues’, Industrial and Organisational
Psychology, vol. 1, no. 2, pp.190–193. DOI: https://doi.org/10.1111/j.1754-
9434.2008.00037.x
Heyden, M. L. M., Fourné, S. P. L., Koene, B. A. S., Werkman, R. and Ansari, S 2017
‘Rethinking “Top? Down” and “Bottom? Up” Roles of Top and Middle

Managers in Organisational Change: Implications for Employee Support’,
Journal of Management Studies, vol. 54, no. 7, pp.961–985.
Hua, Y., Loftness, V., Kraut, R. and Powell, K. M 2010, ‘Workplace Collaborative
Space Layout Typology and Occupant Perception of Collaboration
Environment’, Environment and Planning B: Planning and Design, vol. 37, no.
3, pp.429–448. DOI:10.1068/b35011
Huang, A., Makridis, C., Baker, M., Medeiros, M. and Guo, Z., 2020. Understanding
the impact of COVID-19 intervention policies on the hospitality labor market.
International Journal of Hospitality Management, 91, p.102660.
Hwang, T. J., Rabheru, K., Peisah, C., Reichman, W. and Ikeda, M 2020a, ‘Loneliness
and Social Isolation during the COVID-19 Pandemic’, International
Psychogeriatric, vol. 32, no. 10, pp.1–15.
https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7306546/.
Hwang, T. J., Rabheru, K., Peisah, C., Reichman, W. and Ikeda, M 2020b, ‘Loneliness
and Social Isolation during the COVID-19 Pandemic’, International
Psychogeriatrics, vol. 32, no. 10, pp.20–
35. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7306546/.
Hyman, R. M., and Sierra, J. J 2016, ‘Open- versus close-ended survey questions’,
Business Outlook, vol. 14, no. 2, pp. 1-5.
https://www.researchgate.net/publication/282249876_Open-_versus_close-
ended_survey_questions
International Labour Office 2006, “The employment relationship Fifth item on the
agenda International Labour Office Geneva”, International Labour Office,
viewed March 18
2022, <https://www.ilo.org/public/english/standards/relm/ilc/ilc95/pdf/rep-v-
1.pdf>.
International Labour Organisation 2020, “Teleworking during the COVID-19
pandemic and beyond A Practical Guide”, International Labour
Organisation, viewed March 18 2022,
<https://www.ilo.org/wcmsp5/groups/public/---ed_protect/---protrav/---
travail/documents/instructionalmaterial/wcms_751232.pdf>.
Jain, K 2018, ‘When Competition Between Co-workers Leads to Unethical Behaviour’,
Harvard Business Review, https://hbr.org/2018/12/when-competition-between-
coworkers-leads-to-unethical-behavior.
Jakobsen, I. S., Madsen, L. M. R., Mau, M., Hjemdal, O. and Friborg, O 2020, ‘The
relationship between resilience and loneliness elucidated by a Danish version of
the resilience scale for adults’, BMC Psychology, vol. 8, no. 1.
Joshi, A., Kale, S., Chandel, S., and Pal, K. D 2015, ‘Likert scale: explored and
explained’, Current Journal of Applied Science and Technology, vol. 7, no. 4,
pp. 396-403. DOI:10.9734/BJAST/2015/14975
Kalliath, T. and Brough, P 2008a, ‘Work-life balance: A review of the meaning of the
balance construct’, Journal of Management & Organisation, vol. 14, no. 3,
pp.323–327. https://www.cambridge.org/core/journals/journal-of-management-
and-organisation/article/worklife-balance-a-review-of-the-meaning-of-the-
balance-construct/8E9E62E5624CD4AE651C7477FC248C8A [Accessed 28
May 2019].

Kar, N 2011, ‘Ethics in research’, The Odisha Journal of Psychology’,
https://www.researchgate.net/publication/224894197_Ethics_in_research
Kecojevic, A., Basch, C. H., Sullivan, M. and Davi, N. K. 2020, ‘The impact of the
COVID-19 epidemic on mental health of undergraduate students in New Jersey,
cross-sectional study’, PLOS ONE, vol. 15, no. 9,
https://journals.plos.org/plosone/article?id=10.1371/journal.pone.0239696.
Kniffin, K., Narayanan, J., Anseel, F., Antonakis, J., Ashford, S., Bakker, A.,
Bamberger, P., Bapuji, H., Bhave, D., Choi, V., Creary, S., Demerouti, E.,
Flynn, F., Gelfand, M., Greer, L., Johns, G., Kesebir, S., Klein, P., Lee, S. and
Ozcelik, H 2020b, ‘COVID-19 and the Workplace: Implications, Issues, and
Insights for Future Research and Action’, American
Psychologist, https://www.hbs.edu/ris/Publication%20Files/20-127_6164cbfd-
37a2-489e-8bd2-c252cc7abb87.pdf
Knight, C. and Haslam, S. A 2010, ‘The relative merits of lean, enriched, and
empowered offices: An experimental examination of the impact of workspace
management strategies on well-being and productivity’, Journal of Experimental
Psychology: Applied, vol. 16, no. 2, pp.160–182.
Kossek, E. E., Thompson, R. J. and Lautsch, B. A 2015, ‘Balanced Workplace
Flexibility: Avoiding the Traps’, California Management Review, vol. 57, no. 4,
pp.5–25.
Kramer, A. and Kramer, K. Z 2020, ‘The potential impact of the COVID-19 pandemic
on occupational status, work from home, and occupational mobility’, Journal of
Vocational Behavior, vol. 119, no. 1, p.103442.
Krause, N 2002, ‘A comprehensive strategy for developing closed-ended survey items
for use in studies of older adults’, The journals of gerontology. Series B,
Psychological sciences and social sciences, vol. 57, no. 5, pp. S263–S274.
https://doi.org/10.1093/geronb/57.5.s263
Kumari, N. and Afroz, N 2013, ‘The Impact of Affective Commitment in Employees
Life Satisfaction The Impact of Affective Commitment in Employees Life
Satisfaction The Impact of Affective Commitment in Employees Life
Satisfaction. Global Journal of Management and Business Research
Interdisciplinary, vol. 13, no. 7,
https://globaljournals.org/GJMBR_Volume13/4-The-Impact-of-Affective-
Commitment.pdf
Kwon, K. and Ok, C 2021, ‘Social Dynamics of Employee Turnover Rates: Past
Employee Turnover Rates, Organisational Commitment, and Firm Performance.
Productivity Review, vol. 35, no. 1, pp.3–30.
Laborda, R. and Olmo, J 2021, ‘Volatility spillover between economic sectors in
financial crisis prediction: Evidence spanning the great financial crisis and
COVID-19 pandemic’, Research in International Business and Finance, vol.
57, no. 5, pp.101402.
Lansdun, A., Lansdun, B., Dothra, D., & Cliath, B. A. 2021. Code of practice for
employers and employees on the right to disconnect. Retrieved from
https://www.workplacerelations.ie/en/what_you_should_know/codes_practice/c
ode-of-practice-for-employers-and-employees-on-the-right-to-disconnect.pdf

Lee, A. M., Wong, J. G., McAlonan, G. M., Cheung, V., Cheung, C., Sham, P. C., Chu,
C.M., Wong, P. C., Tsang, K. W. and Chua, S. E 2007, ‘Stress and
Psychological Distress among SARS Survivors 1 Year after the Outbreak’, The
Canadian Journal of Psychiatry, vol. 52, no. 4, pp.233–240.
Lee, S. Y. and Brand, J. L 2010, ‘Can personal control over the physical environment
ease distractions in office workplaces?’, Ergonomics, vol. 53, no. 3, pp.324–335.
Liu, M., Zhang, H. and Huang, H 2020’, ‘Media exposure to COVID-19 information,
risk perception, social and geographical proximity, and self-rated anxiety in
China’, BMC Public Health, vol. 20, no. 1.
Liu, Y., Gayle, A. A., Wilder-Smith, A. and Rocklöv, J 2020, ‘The reproductive number
of COVID-19 is higher compared to SARS coronavirus. Journal of Travel
Medicine, vol. 27, no. 2.
Lyness, K. S. and Judiesch, M. K 2008, ‘Can a manager have a life and a career?
International and multisource perspectives on work-life balance and career
advancement potential’, Journal of Applied Psychology, vol. 93, no. 4, pp.789–
805.
Majid, U 2018, ‘Research fundamentals: study design, population, and sample size’,
URNCST Journal, vol. 2, no. 1, pp. 1-7. DOI:10.26685/urncst.16
Mckinsey 2020, “Adapting workplace learning in the time of coronavirus”, Mckinsey,
viewed March 18 2022,
< https://www.mckinsey.com/~/media/McKinsey/Business%20Functions/McKi
nsey%20Accelerate/Our%20Insights/Adapting%20workplace%20learning%20i
n%20the%20time%20of%20coronavirus/Adapting-workplace-learning-in-the-
time-of-coronavirus-vF.pdf>.
Moen, P., Kelly, E. L. and Lam, J 2013, ‘Healthy work revisited: Do changes in time
strain predict well-being?’, Journal of Occupational Health Psychology, vol. 18,
no. 2, pp.157–172.
Montenovo, L., Jiang, X., Rojas, F.L., Schmutte, I.M., Simon, K.I., Weinberg, B.A. and
Wing, C., 2020. Determinants of disparities in COVID-19 job losses (No.
w27132). National Bureau of Economic Research.
Mutekwe, E 2012, ‘The impact of technology on social change: a sociological
perspective. vol. 2. no. 11, pp.226–238.
https://www.academia.edu/28557674/The_impact_of_technology_on_social_ch
ange_a_sociological_perspective
Nagy, E., Farkas, T., Guy, F. and Stafylarakis, A 2019, ‘Effects of Handshake Duration
on Other Nonverbal Behavior’, Perceptual and Motor Skills, vol. 127, no. 1,
pp.52–
74. https://journals.sagepub.com/eprint/TX6A4ZWEJDMGNTN3AJ9R/full
Nanci, A. J. R. and Velmurugan, V.P 2022, ‘A Study on the Influence of Job
Satisfaction on the Quality of Work Life of Higher Secondary School Teachers’,
Webology, vol. 19, no. 1, pp.1335–1343.
Noyes, J., Booth, A., Moore, G., Flemming, K., Tunçalp, Ö., and Shakibazadeh, E
2019, ‘Synthesising quantitative and qualitative evidence to inform guidelines
on complex interventions: clarifying the purposes, designs and outlining some

methods’ BMJ global health, vol. 4, Suppl. 1, e000893.
https://doi.org/10.1136/bmjgh-2018-000893
Nursanti, T. D. and Putra, J. S. I 2017, ‘The Influence of Role Ambiguity and Role
Conflict on Employee Creativity at PT XYZ’, Jurnal Ilmu Manajemen &
Ekonomika, vol. 9, no. 2, p.133.
Oxford Epidemiology Services 2020, “Apple, Facebook, Google – tech giants’ new
work from home policies”, Oxford Epidemiology Services Global Health
Consultancy Services, viewed March 18 2022,
<https://www.oxfordepi.com/apple-facebook-google-tech-giants-new-work-
from-home-policies/>.
Pejtersen, J. H., Feveile, H., Christensen, K. B. and Burr, H 2011, ‘Sickness absence
associated with shared and open-plan offices – a national cross sectional
questionnaire survey. Scandinavian Journal of Work, Environment & Health,
vol. 37, no. 5, pp.376–382.
Peters, R 2021, “Employee Turnover & Retention Factsheets”, CIPD, viewed March 18
2022, <https://www.cipd.co.uk/knowledge/strategy/resourcing/turnover-
retention-factsheet>.
Powell, M., Dawson, J., Topakas, A., Durose, J. and Fewtrell, C 2014, ‘Staff
satisfaction and organisational performance: evidence from a longitudinal
secondary analysis of the NHS staff survey and outcome data’, Health Services
and Delivery Research, vol. 2, no. 50, pp.1–306.
Raj Lakshmi, R.K.R. and Oinam, E 2021, ‘Impact of Yoga on the Work-Life Balance of
Working Women During COVID-19 Pandemic’, Frontiers in Psychology, vol.
12, no. 12.
Riadil, I.G., 2020. Tourism industry crisis and its impacts: investigating the Indonesian
tourism employees perspectives’ in the pandemic of COVID-19. Jurnal
Kepariwisataan: Destinasi, Hospitalitas Dan Perjalanan, 4(2), pp.98-108.
Rodríguez-Sánchez, J. L., González-Torres, T., Montero-Navarro, A. and Gallego-
Losada, R 2020, ‘Investing Time and Resources for Work–Life Balance: The
Effect on Talent Retention’, International Journal of Environmental Research
and Public Health, vol. 17, no. 6, p.1920.
Saari, L. M. and Judge, T. A 2004, ‘Employee attitudes and job satisfaction’, Human
Resource Management, vol. 43, no. 4, pp.395–407.
Saleem, F., Malik, M. I. and Qureshi, S. S 2021, ‘Work Stress Hampering Employee
Performance During COVID-19 : Is Safety Culture Needed?’, Frontiers in
Psychology, vol. 12.
Sandford, A 2020, “Coronavirus: Half of humanity on lockdown in 90 countries”,
Euronews, viewed March 18 2022,
<https://www.euronews.com/2020/04/02/coronavirus-in-europe-spain-s-death-
toll-hits-10-000-after-record-950-new-deaths-in-24-hou>.
Santhanam, N., Kumar, J.R., Kumar, V. and Saha, R., 2021. Employee turnover
intention in the milieu of human resource management practices: moderating
role of work-life balance. International Journal of Business Innovation and
Research, 24(1), pp.57-75.

Simpson S. H 2015, ‘Creating a Data Analysis Plan: What to Consider When Choosing
Statistics for a Study’, The Canadian journal of hospital pharmacy, vol. 68, no.
4, pp. 311–317. https://doi.org/10.4212/cjhp.v68i4.1471
Small, J., Harris, C., Wilson, E. and Ateljevic, I 2011, ‘Voices of women: A memory-
work reflection on work-life dis/harmony in tourism academia’, The Journal of
Hospitality Leisure Sport and Tourism, vol. 10, no. 1, pp.23–36.
Staples, D. S. and Zhao, L 2006, ‘The Effects of Cultural Diversity in Virtual Teams
Versus Face-to-Face Teams’, Group Decision and Negotiation, vol. 15, no. 4,
pp.389–406. https://link.springer.com/article/10.1007/s10726-006-9042-x
Sudhindra, S., Vasanth Kumar, G. and Valarmathi, B 2020, ‘Work-Life Balance Among
Women Anganwadi Workers in Bengaluru. Prabandhan’, Indian Journal of
Management, vol. 13, no. 3, pp.20.
The Guardian 2020, “Covid will force us to reimagine the office. Let’s get it right this
time | Kerstin Sailer”, The Guardian, viewed March 18 2022,
<https://www.theguardian.com/commentisfree/2020/aug/04/covid-reimagine-
office-workplace-cubicles-hotdesking>.
Theofanidis, D., and Fountouki, A 2018, ‘Limitations and delimitations in the research
process’, Perioperative Nursing, vol. 7, no. 3, pp. 155-163,
https://www.spnj.gr/articlefiles/volume7_issue3/pn_sep_73_155_162b.pdf
Toniolo-Barrios, M. and Pitt, L 2020, ‘Mindfulness and the challenges of working from
home in times of crisis’, Business Horizons, vol. 64, no. 2.
https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7535863/.
Towers, I., Duxbury, L., Higgins, C. and Thomas, J 2006, ‘Time thieves and space
invaders: technology, work and the organisation’, Journal of Organisational
Change Management, vol. 19, no.5, pp. 593–618.
Turner, D. P 2020, ‘Sampling methods in research design’, The Journal of Head and
Face Pain, https://doi.org/10.1111/head.13707
UNWTO 2020, “Tourism and COVID-19 – unprecedented economic impacts”,
UNWTO, viewed March 18 2022, <https://www.unwto.org/tourism-and-
COVID-19 -unprecedented-economic-impacts>.
Vanclay, F., Baines, T. J., and Taylor, N. C 2013, ‘Principles for ethical research
involving humans: ethical professional practice in impact assessment part 1’,
Impact Assessment and Project Appraisal, vol. 31, no. 4, pp. 243-253.
https://doi.org/10.1080/14615517.2013.850307
Vaziri, H., Holliday Wayne, J. J. Casper, W., and Matthews, R 2020, ‘Supplemental
Material for Changes to the Work-Family Interface During the COVID-19
Pandemic: Examining Predictors and Implications Using Latent Transition
Analysis’, Journal of Applied Psychology, vol. 105, no. 10.
Wilson, H. and Finch, D 2021, “Unemployment and mental health”, The Health
Foundation, viewed March 18 2022,
<https://www.health.org.uk/publications/long-reads/unemployment-and-mental-
health>.
World Economic Forum 2020a, “10 ways COVID-19 could change office design”,
World Economic Forum, viewed March 18 2022,

<https://www.weforum.org/agenda/2020/04/covid19-coronavirus-change-office-
work-homeworking-remote-design/>.
World Economic Forum 2021, “Hybrid Working is Here to Stay. But What Does That
Mean in Your Office?”, World Economic Forum, viewed March 18
2022, <https://www.weforum.org/agenda/2021/05/hybrid-working-your-office-
future/>.
World Health Organisation (WHO) 2021, “WHO Healthy Workplace Framework and
Model: Background and Supporting Literature and Practices”, WHO, viewed
March 18 2022,
<https://www.who.int/occupational_health/healthy_workplace_framework.pdf?u
a=1>.
Yu, J., Park, J. and Hyun, S. S 2021, ‘Impacts of the COVID-19 pandemic on
employees’ work stress, well-being, mental health, organisational citizenship
behaviour, and employee-customer identification’, Journal of Hospitality
Marketing & Management, vol. 30, no. 5, pp.1–20.
Dingel, J. I., & Neiman, B. 2020. How many jobs can be done at home?. Journal of
Public Economics, 189, 104235.

Thesis title
Appendices
Appendix A: Interview Questions
I. Age
II. How many persons that need your care live in your household (e.g.
children, parents)?
III. Length of Time with company
IV. Current living situation
V. Male/Female/Other
1. How Are You Adjusting to Life Post-COVID-19 restrictions?
Reason: General Icebreaker Question
2. How did you adapt to working remotely?
Reason: How did they navigate unexpected changes such as new

technologies/home office etc?
3. What have you learned about yourself during the pandemic?
Reason: has family now become more important, have their priorities
changed?
4. Self-Rated health: In general, how would you evaluate your health?
() Very bad ( ) Bad ( ) Moderate ( ) Good ( ) Very good
5. How did you cope with stress during the Pandemic?
Reason: How did they cope when things got difficult?
6. How do you feel the Pandemic affected your mental health and well being?
Reason: Is there a change in their thought process around their own health,
have they revaluated their priorities
7. How did you feel about returning to work in person?
Reason: Did they miss the daily interactions, were they nervous about
returning?

Thesis title
Appendices
What did you miss about working here in the hotel on a day to day basis?
8. How would you feel about working remotely indefinitely?
Reason: Would they be happier at home
9. Did you feel that when working from home during the corona crisis you
were allowed the right to disconnect?
If no why do you feel that you could not disconnect from work when at home?
10. What is one good thing to come out of the Pandemic?
11. Bonus Question!!!!!!How are you holding up???

Thesis title
Appendices
Appendix B: Online Questionaire

Questionnaire-Microsoft forms
Dear participant,
For years, researchers have studied the issue of reconciling work and family/private life.
Especially now - in the current Corona crisis triggered by the COVID-19 pandemic, it is
particularly important to find a way to reconcile work and family/private life in relation
to our environment. I would be very pleased if you would support me with your answers
to find clues for healthy coping with the crisis.
Instructions for completing the questionnaire:
• Answer the questions spontaneously, as it applies to you at the moment.
• There are no right or wrong answers. It is exclusively about your personal opinion and
experience.
Anonymity
• All information will be treated strictly confidentially.
• The results will be reported completely anonymously, i.e. only in the form of average
values or percentages.
Thank you very much for your participation!
1.Were you in full time employment in April 2020?
( ) Yes
( ) No
2. How many hours per week do you work as part of your employment contract
now?
( ) 0-9 hours
( ) 10-19 hours
( ) 20-29 hours
( ) 30-39 hours
( ) 40-49 hours
( ) more than 49 hours
3. Year of birth
(Select)
4. Your gender
( ) Male
( ) Female
( ) Other / Do not want to answer
5. County you live in

Thesis title
Appendices
( ) Westmeath
( ) Roscommon
( ) Galway
() Sligo
() Mayo
() Dublin
() Other
6. What is your current living situation?
( ) I live alone
( ) I live with my partner / family
( ) I live in a shared household
( ) Other
7. How many persons that need your care live in your household (e.g. children,
parents)?
( ) None
()1
()2
()3
()4
()5
( ) 6 or more
The following questions deal directly with the COVID-19 (Corona) pandemic and
the consequences of the government regulations it triggered (business closures,
school closures, event bans, contact reduction in public spaces, etc.), as well as the
gradual relaxations of these regulations that have occurred in recent months.
Hereafter, we refer to this collectively as the Corona crisis. Please compare your
current situation with the situation as it was before the government regulations.
8. The Corona crisis has negatively impacted my work life:

(1) Strongly disagree (2) Disagree (3) Neither/Nor (4) Agree (5) Strongly agree
9. If Agree or Strongly agree:
What has negatively impacted in your work life specifically?
------------------Open answer-----------------------
10. The Corona crisis has improved my work life:

Thesis title
Appendices
If Agree or strongly agree:
11. What has improved in your work life specifically?
------------------Open answer-----------------------
12. The Corona crisis has improved my private life:

13. If Agree or strongly agree:
What has negatively impacted in your private life specifically?
------------------Open answer-----------------------
14. The Corona crisis has negatively impacted my private life:

(1) Strongly disagree (2) Disagree (3) Neither/nor (4) Agree (5) Strongly agree
15. If Agree or strongly agree:
What has improved in your private life specifically?
------------------Open answer-----------------------
16. Have you been affected by any of the following employment changes as a result
of the Corona crisis?
( ) Short-time work (reduced contracted working hours)
( ) Short-time work (reduced contracted working hours to 0)
( ) Job loss
( ) No change
17. Were you afraid of losing your job due to the Corona crisis?
( ) Not at all
( ) Not much
( ) Yes, somewhat
( ) Yes, very much
18. Has the quantity of your weekly working time changed as a result of the
Corona crisis?
( ) Strongly decreased
( ) Decreased
( ) Unchanged

Thesis title
Appendices
( ) Increased
( ) Strongly increased
19. Has the quantity of your weekly free time changed as a result of the Corona
crisis?
( ) Decreased
( ) Unchanged
( ) Increased
20. Has the quantity of your weekly caring duties changed as a result of the
Corona crisis?
( ) Decreased
( ) Unchanged
( ) Increased
21. The share of my work that I perform in the home office was as follows: Before
Corona crisis.
0%-100%
22. The share of my work that I perform in the home office is as follows: After
Corona crisis.
0%-100%
23. Did you feel that when working from home during the corona crisis you were
allowed the right to disconnect?( Not answer work calls, emails etc)
() Yes
() No
24. If no why do you feel that you could not disconnect from work when at home?
------------------Open answer-----------------------
Well-being

Thesis title
Appendices
25. Below are some statements about feelings and thoughts. Please tick the box that
best describes your experience of each over the last 3 months (Irelands last
restrictions lifted January 21st ):
( ) Never, ( ) Rarely, ( ) Some of the time, ( ) Often, ( ) All the time
I’ve been feeling optimistic about the future
I’ve been feeling useful
I’ve been feeling stressed
I’ve been feeling relaxed
I’ve been dealing with problems well
I’ve been thinking clearly
I’ve been feeling anxious
I’ve been feeling close to other people
I’ve been able to make up my own mind about things
I feel I should talk to somebody about my mental health and well being
Ive been feeling useless.
Self-Rated health
26. In general, how would you evaluate your health?
( ) Very bad
( ) Bad
( ) Moderate
( ) Good
( ) Very good

Thesis title
Appendices
Appendix C: Title here

Thesis title
Appendices

Michelle Doyle MA Dissertation

Uploaded by

Copyright:

Available Formats

Michelle Doyle MA Dissertation

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Michelle Doyle MA Dissertation

Uploaded by

Copyright:

Available Formats

A COMPARATIVE ANALYSIS INTO MANAGEMENT AND

ADMINISTRATION STAFF PERCEPTIONS OF WORK-LIFE

M.A TOURISM MANAGEMENT AND DESTINATION LEADERSHIP

DEPARTMENT OF HOSPITALITY, TOURISM AND LEISURE

SUPERVISOR MR SHANE SHEEDY

I have read the Institute’s code of practice on plagiarism. I hereby certify

Student Number: A00140291

Signed: Michelle Doyle

Date: August 5th, 2022

Michelle Doyle 2022 Page i

Michelle Doyle 2022 Page ii

LIST OF FIGURES ................................................................................................................ VII

LIST OF TABLES ................................................................................................................. VIII

CHAPTER 1: INTRODUCTION ................................................................................................ 9

1.1 INTRODUCTION .......................................................................................................... 9

CHAPTER 2: LITERATURE REVIEW ....................................................................................... 13

2.1 INTRODUCTION ........................................................................................................ 14

Michelle Doyle 2022 Page iii

3.1 INTRODUCTION ........................................................................................................ 25

CHAPTER 4: ANALYSIS OF FINDINGS ................................................................................... 36

4.1 INTRODUCTION ........................................................................................................ 36

INDUSTRY IN ATHLONE. .............................................................................................................. 43

4.3 CONCLUSION ........................................................................................................... 52

CHAPTER 5: DISCUSSION OF FINDINGS ............................................................................... 53

5.1 INTRODUCTION ........................................................................................................ 53

Michelle Doyle 2022 Page iv

APPENDIX A: INTERVIEW QUESTIONS ................................................................................ 82

APPENDIX B: ONLINE QUESTIONAIRE ................................................................................. 84

APPENDIX C: TITLE HERE .................................................................................................... 89

Michelle Doyle 2022 Page v

Michelle Doyle 2022 Page vi

Figure 4.1.1 How private life improved among workers.

Figure 4.1.2 How private life negatively impacted among workers.

Figure 4.1.3 How work life negatively impacted among workers.

Figure 4.1.4 How work life improved among workers.

Figure 4.1.5 Allowed the right to disconnect.

Figure 4.1.6 Current emotional state of participants.

Figure 4.1.7 Self rated general health of participants

Figure 5.1.1 Subthemes

Figure 5.1.2 Impacts on workers lives

Figure 5.1.3 Negative impact on workers private lives

Figure 5.3.1 The right to disconnect

Michelle Doyle 2022 Page vii

Michelle Doyle 2022 Page viii

Progressively, in 2020, Ireland witnessed a tourism growth of 11% from 2019.

Michelle Doyle 2022 Page 9

Existing research has examined work-life balance in various professional

Notably, there is limited research on hotel management's prior interpretations of

Michelle Doyle 2022 Page 10

1.2 Purpose of Study

1.3 Problem Statement

Michelle Doyle 2022 Page 11

Moreover, the crisis presents an unprecedented opportunity to highlight the

1.4 Research Objectives

The research objectives for this study are

1. To investigate the changes in private and work-life routines induced by the

1.5 Research Questions

The major research question for this study is;

Michelle Doyle 2022 Page 12

1.5.1 Minor Research Questions