Stress interventions of HR directors working in Metro Manila first and deluxe class hotels

• Main Authors: Chua, Jacquelyn Joanne, Li, Selene
• Format: text
• Language: English
• Published: Animo Repository 2001
• Subjects: Job stress, Personnel directors > Job stress; Psychology
• Online Access: https://animorepository.dlsu.edu.ph/etd_bachelors/4246
• Institution: De La Salle University

The study aimed to identify the stress interventions used, along with which among these are more often utilized, by Human Resource (HR) directors of selected first and deluxe class hotels around the Metro Manila area. In connection to this, workplace stressors as well as stress symptoms were also delved into. Moreover, stress management programs offered for the hotels' workforce and the recommendations of HR directors to further enhance these services were also taken into account as part of the objectives.;"Only 11 out ot the 20 selected hotels' HR directors responded to the survey questionnaire, while merely 6 of them were able to meet the criteria purposively sought for in order to become a participant for the in-depth interview. Qualifications include that each respondent must be married, within the age range of 24-60 and are in similar income level. The purposes of the interview were to follow-up and give more thorough information on the responses that were received from the survey questionnaire. Results from the survey questionnaire were subjected to simple descriptive statistics, while a qualitative plan for data analysis was utilized for the in-depth interview. Workplace stressors tend to be related to the job itself, to the interactions among co-workers and to the job role that the individual has. Results also showed that both psychological and behavioral symptoms of stress rather than physiological ones are more common to the respondents. Pausing from work and laughing out loud are frequently used stress interventions. However, when it comes to engaging in a certain type of recreation to alleviate stress, physical activity was the dominant response. Furthermore, stress management programs offered to the workforce tend to be physiological interventions, whereas recommendations of HR directors were more inclined to psychological ones.