OriginalScientificArticle COVID-19PublicHealthStrategyImplementation fortheHospitalityIndustryinTaiwan HeidiH.Chang I-ShouUniversity,Taiwan heidichang@isu.edu.tw MiRanKim Michigan StateUniversity, usa kimmi@broad.msu.edu ThisstudyattemptstoexplorethepublichealthstrategiesthathotelsinTaiwanhave appliedduringthe covid-19 pandemiccrisis.Thisempiricalstudydevelopsalist ofpublichealthstrategypracticesfromapilotstudyusingin-depthinterviews,fol- lowedbyaquestionnairesurvey.Theresearchsamplesare4-starand5-starhotels inTaiwan,whicharethemostpopularhotelchoicesfordomesticandinternational travellers.Outof127hotels,76hotelowners,generalmanagers,orexecutiveman- agersparticipatedinthesurvey.Thefindingsillustratethefrequencyofpublichealth strategiesthathotelshaveusedduringthecoronaviruscrisis.Itshowsthatthemost popularstrategyisstrengtheninghygieneandcleanlinessinhoteloperationstoof- ferreassuringlodgingservicesandaccommodationproducts.Theresultsalsoshow there is no significance difference in implementation of the various public health practicesregardinghotellocation,nationalityofmaincustomers,hotelperformance, annual f&b revenue,or annual room sales. This study suggests hotels implement public health strategies to limit the spread of disease, regain customers’ trust and promotethehotelduringandafterthe covid-19 pandemic.Thepaperconcludes withrecommendationsforcrisismanagementandcrisispreparationforthehospi- talityindustry. Keywords: covid-19,publichealthstrategy,crisismanagement,socialexchange theory,hospitalityindustry https://doi.org/10.26493/2335-4194.15.149-161 Introduction The global spreadof the covid-19 pandemic, large- scale travel restrictions, and social distancing norms have dramatically wreaked havoc on the hospital- ity and tourism industry. This global pandemic has caused the deepest recession of the global economy sinceWorldWar ii (TheWorldBank,2020).Thecur- rent covid-19pandemiccrisisisperceivedasanun- expected,random,shock,suddenstoptoglobalsoci- ety and the economy; a massive disruption of eco- nomic activity causing long-lasting injuries to the labour force (Karabag, 2020; Orlowski, 2020). The rapidlyevolvingglobalpandemiccausedinternational travel bans, affecting over 90 of the world popula- tion, and resultedin widespreadrestrictionson pub- lic gatherings and community mobility. Tourism has largelyceasedsinceMarch2020(Gosslingetal.,2020). Thedeclineoftourismandtravels,alongwithaslow- downineconomicactivity,hasespeciallymadehotels susceptible(Hoisington,2020). AcademicaTuristica,Year15,No.1,April2022 |149 HeidiH.ChangandMiRanKim COVID-19PublicHealthStrategyImplementation The covid-19pandemiccrisishascausedthemost seriousanddevastatingeffects,withthegloballossof 6millionlives,includingnearly995thousanddeaths in theUnitedStatesby May 22(JohnsHopkinsUni- versity,n.d.).Taiwanreportedits first covid-19 case returningfromWuhan,China,onJanuary21st,2020. Statisticsshowthattherewere173,942confirmed co- vid-19casesand876deathsinTaiwan(JohnsHopkins University, n.d.). As early as December 31, 2019, Tai- wan had issued travel alerts to China and imposed border controls, where direct flights arriving from Wuhan, China, were all screened onboard (Hsieh, 2020).SinceMarch2020,duetothecontinuedspread of the covid-19 pandemic, the Taiwanese Central EpidemicCommandCentre(cecc)hasimplemented border control measures and flight bans, prohibiting foreignnationalsfromvisitingTaiwanexceptforful- fillingcommercialandcontractualobligations.Conse- quently,comparedwiththesameperiodin2019,inter- nationalarrivalsdeclinedby98during2020;theoc- cupancyrateinhigh-endhotels(i.e.4-starand5-star hotels)droppedapproximately70(TaiwanTourism Bureau, 2020a). With government policies, restric- tions and bans regarding inbound travellers during the covid-19globalhealthcrisis,theTaiwaneseho- telindustryconsequentlyhassufferedsignificantloss from the severe drop in international travellers and domesticvisits. During the covid-19 pandemic, many govern- mentsrespondedtothecrisisbypromotingmeasures aimed at containing infections, such as personal hy- giene, social distancing, and wearingface masks and other protective gear. Hotel companies, as the pri- vatesectordealingwithtravellers,haveservedanim- portant role. Some hotels have been used as quaran- tine hotelsforinternationalvisitorsandquarantined spacesforthoseexposedto covid-19,suchashealth- care workers (Rosemberg, 2020). Many hospitality scholarshaveputagreatemphasisontheimportance of public health strategiesin the hospitality industry becausethesestrategiesservethefunctionsofprotect- ing the employees and ensuring a safe environment forthecustomers(e.g.Haoetal.,2020;Jiang&Wen, 2020). This study has two research objectives. Firstly, it aimstoexplorethepublichealthstrategiesthathotel companies have been adopting to restore customer confidence and to protect the hotel staff and cus- tomers. Secondly, this research investigates whether hotelswithdifferentlocations,customers,andperfor- manceapplydifferentpublichealthstrategies.Under- standing how the covid-19 crisis impacts Taiwan’s hotelsectorandmanagementreactionstoitwouldaf- fordinsightsintotheproblemscausedbytheoutbreak of infectious disease. The contribution of the study is to provide further implications and suggestions to thehospitalityindustryindealingwith covid-19and other health-related crises such as flu, h1n1, Ebola, etc. (see, for example,Cahyanto et al., 2016; Hung et al.,2018;Oatenetal.,2015). HospitalityIndustryinTaiwan The hotel industry in Taiwan is reputedly one of the mostcompetitivesectorsandamajorcontributingfac- tortowardTaiwan’seconomicgrowth(see,forexam- ple,Wuetal.,2008;Chenetal.,2007;Kimetal.,2006). The key for the tourism and hospitality industry in Taiwan is 4-star and 5-star hotels. These hotels offer multipleusestovisitorssuchaslodging,foodservices, socialactivities,conferencefacilities,healthclubs,en- tertainmentfacilities,shoppingcentres,andotherser- vices(TaiwanTourismBureau,2004;Wuetal.,2008). Thesetwocategoriesofhotelsarepopularaccommo- dationsforinboundanddomestictravellers.Theyare oftenconsideredas‘high-end’hotelsinthehospitality industryinTaiwan.TheTaiwanTourismBureauoper- ationalperformancereportandanalysisindicatesthat theservicequality,thenumberofrooms,andthehotel businessadministrationofthese4-starand5-starho- telsarethecoreofTaiwan’shospitalityindustry(Tai- wanTourismBureau,2004). In 2003, Taiwan was one of the countries seri- ouslyaffectedbySevereAcuteRespiratorySyndrome (sars),experiencingthethirdlargestglobaloutbreak on record. Over the course of the sars crisis, there were 674 cases and 84 deaths, fewer than mainland China (5,327 cases and 348 deaths) and Hong Kong (1,755 cases and 298 deaths). In late February 2003, Taiwan’sfirstcaseof sars occurredinabusinessman having a history of travel to Guangdong Province, 150 | AcademicaTuristica,Year15,No.1,April2022 HeidiH.ChangandMiRanKim COVID-19PublicHealthStrategyImplementation China. The Taiwan governments, physicians, health specialists, health care facilities, media, and citizens tookseriousactionafterasaresultoftheexperienceof the sars crisis.The sars epidemicinTaiwan‘stim- ulatedvastandveryrapidimprovementsinthehealth infrastructure, especially in the areas of hospital in- fectioncontrolprocedures,systemsfordatacollection and reporting, mobilization of the public, and coor- dination of all agencies contributing to the outbreak response’ (Chang, 2004). From the reviews and ex- periences of the sars crisis, Taiwan has prepared a betterstructureforacommandcentreanddeveloped some standardoperatingprocedures(sops) to man- agepossiblefutureepidemics(Huang,2020).Hotel companieshaveadopteddifferentcrisismanagement strategies during different stages of the health crisis (e.g.Kimetal.,2005;Henderson&Ng,2004). Therehavebeennoglobalsarsoutbreakssince 2003.However,inlate2019, covid-19,whichiscau- sed by the 2019 coronavirus, became pandemic and influenced the tourism and hospitality industry. Im- pactedbycovid-19,manyhotels,roomsales,restau- rants, and banqueting services in Taiwan have suf- fered particularly seriously since March 2020 (Wu & Tsai, 2020). The first case was confirmed on Jan- uary21st2020,justbeforetheLunarNewYearduring which time millions of Chinese and Taiwanese were expected to travel for the holidays. As the Taiwanese authority closed the border, forbidding any interna- tional travellers, hotels in metropolitan area had an occupancy rate below 60. With strict border con- trolsandcontacttracing,Taiwanwasabletomaintain alownumberofcasesanddeaths,sothecountrydid not apply lockdown, social distancing, or domestic travelrestrictionsuntilmid-May2021(Taiwan’sMin- istryofForeignAffairs,n.d.).Afteranoutbreakinan internationalbrand-hotelinMay,Taiwanfacedasud- dencovidsurge.Theoutbreakoriginatedfromthe Novotel Taipei Taoyuan International Airport hotel, whichaccommodatedcrewfromChinaAirlinesdur- ing their quarantine. A total of 30 confirmed covid cases and 1 death involved China Airlines pilots and hotel staff. The hotel rewas fined us$45,660 for vio- latingbasicquarantineruleswhenithosteddomestic travellersandquarantinedpilotsinthesamebuilding (Strong, 2021). The Health Department fined Novo- telhotelbecauseitdidnotprovideappropriaterooms to guests who wererequired to be in quarantine un- derTaiwan’s covid-19preventionmeasures.Theair- port hotel was at the centre of a cluster of covid- 19infectionsduetomixingthegeneraldomesticho- telguestsand flightcrewsin quarantineonthesame floor.Thefive-starhotel’sfailuretocarryoutquaran- tine and health management measures related to the hotelguestscausedthesuddencovidsurgeinTai- wan. PublicHealthStrategy It is considered that the sars transmission was suc- cessfullycontainedbyimplementingstrictpubliche- althmeasures,suchasearlycasedetectionandisola- tion,contacttracingandisolationandsocialdistanc- ing (Schulman & Rowley, 2021). The Taiwanese gov- ernment learnedfrom its 2003 sars experience and established a public health response mechanism for enabling rapid actions in preparing for the next epi- demiccrisis(see,forexample,Wangetal.,2020;Yen etal.,2014).Strategyhasbeenreferedtoastheover- allapproachtoaproblem(Quarantelli,1988),sointhis study,publichealthstrategiesaredefinedastheoverall approachdealingwiththe covid-19pandemic.Pub- lichealthstrategyprovidestheapproachesfor‘trans- latingnewknowledgeandskillsintoevidence-based, cost-effectiveinterventionsthatcanresearch[sic]ev- eryoneinthepopulation,’andit aimsto‘protectand improvethehealthandqualityoflifeofacommunity’ (Stjernswärdetal.,2007).Theseapproachescanbein- corporatedbygovernmentintoalllevelsofthehealth caresystem,publicsector,andprivatecompanies.Ho- tels have accommodated inbound travellers, domes- tic travellers, and residents returning to the country during covid-19. Hotels need to be more prepared for safety training, hygiene and cleanliness to ensure customersasafeandpleasantstay.Inresponsetoin- fectiousdiseaseslike covid-19,organizationssuchas hotelsneedtohaveahigherstandardtoassurepublic health and meet the requirements for epidemic pre- vention (Chang, 2020; Gossling et al., 2020; Jiang & Wen,2020;Kimetal.,2005;Yang&Wei,2020). ThesuddenoutbreakinMayhappenedintheair- AcademicaTuristica,Year15,No.1,April2022 |151 HeidiH.ChangandMiRanKim COVID-19PublicHealthStrategyImplementation porthotelwhichviolatedthequarantinerulesbyhous- ing quarantined flight crews and local guests in the samebuilding(Nordling&Wu,2021).Ithasreminded the Taiwanese hotel industry and the public health policymakersoftheimportanceofbordercontrolwith quarantineuponarrivalinthehotels.FromJune2020 until the current outbreak since May, life in Taiwan was pre-pandemic, except for the mandatory mask andtemperaturechecksonpublictransportationand atlargeevents(Nordling&Wu,2021).Duringthepan- demic crisis, hotels in Taiwan have applied different publichealthstrategieswhileonlyfacemaskwearing ismandatory. SocialExchangeTheory Socialexchangetheory(set),rootedineconomicthe- oryand modified forthe study ofthe social psychol- ogyofgroups,focusesontheperceptionsoftherela- tivecostsandbenefitsofrelationships,anddetermines risksandbenefitsoftwopartiesandtheirimplications for relationship satisfaction (Thibaut & Kelley, 1959; Blau, 1964). Homans (1961) defined social exchanges astheexchangeoftangibleorintangibleactivities,and reward or cost between at least two parties. A grow- ingliteraturetheorizesemployeesafetyactivitiesasa product of organizational practices related to safety (Turner&Grey,2009;Probstetal.,2013),andorga- nizationalsupportforasafeworkforceforemployees andcustomersisconsideredasasocialexchangerela- tionship(Readeretal.,2017).Utilizing set,Readeret al. (2017) indicated the association between employ- ees’ health and the administration of personal pro- tective equipment, development of safety protocols, anddesignofsafeequipment.Withhighuncertainty regarding covid-19, it is unknown which stage of thecrisisthispandemicisin.Asthenumberofcon- firmedcasesanddeathsarestillincreasingglobally, hotelcompaniesneedtoapplydifferentstrategiesnot justforbusinessactivitiesofmeresellingandbuying products and services during the crisis, but also for repeated patronage, loyalty, trust, and commitment exchangeforthepost-crisislongrun. sethypothesizesthat‘themorevaluabletoaper- sonistheresultofhisaction,themorelikelyheis to perform the action’ (Homans, 1974). Public health strategieslikehygieneandcleanlinesshaveprovenes- sential to successful hotel operations, especially dur- ing and after public health crises such as sars and covid-19(Chien&Law,2003;Kimetal.,2005;Jiang &Wen,2020).Itisessentialforhotelcompaniesto implementpublichealthstrategiesandspontaneously coordinatewiththeGovernmentHealthDepartment and cecc to restore customers’ confidence. Public healthstrategiesdonotcreateeconomicexchangebe- tweenhoteliersandcustomers,buttheycanleadtothe developmentoftrustingandcommittedlong-termre- lationshipsduringthepost-crisisstage.Chang’s(2020) study indicated that hotels need to apply ‘epidemic prevention’ practices including additional personnel hygieneandsafetytraining(forexample,mask-wear- ing,handwashing,body-temperaturemeasurement), environmental sanitation, equipment disinfection, standard operation procedures for check-in guests, housekeeping,roomservice,garbagedisposal,aircon- ditioning,cleaning,etc.Governmentsandhotelcom- panies need to develop and follow special regula- tions for epidemic prevention purposes, which are differentfromtheusualhotelmanagementstandards and operation procedures (Chang, 2020). As a pub- lic service, the Taiwanese cecc made plans to assist schools, businesses, hotels, and furloughed workers tobepreparedforthe covid-19crisis;thesereassur- ancesandeducationforthepublicincludewhenand wheretowearmasks,theimportanceofhandwashing, personalhygiene,socialdistancing,etc.(Wangetal., 2020).Thisstudyhypothesizesthathotelswithdiffer- entlocations,performanceandrevenueswouldapply differentpublic healthstrategies.The hypothesesare asfollows: h1 There is a difference in public health strategies implementation with hotels in different loca- tions. h2 Hotelswithamajorityofcustomerswhoarein- ternational or domestic show differences in the implementation ofpublichealthstrategies. h3 There is a difference in public health strategies implementation in hotels with different perfor- mance. h3aThere is a difference in public health strategies 152 | AcademicaTuristica,Year15,No.1,April2022 HeidiH.ChangandMiRanKim COVID-19PublicHealthStrategyImplementation implementation in hotels with different occu- pancyrate, f&b sales,takeoutsales,andcater- ingsales. h3bThere is a difference in public health strategies implementation in hotels with different annual roomsales. h3c There is a difference in public health strategies implementation in hotels with different annual f&brevenue. Methodology The 4-star and 5-star hotels in Taiwan are the most popularhotelchoicesforbothdomesticandinterna- tional tourists. There are one hundred and twenty- seven 4-star and 5-star hotels accredited by the star ratingevaluationprogrammeoftheTaiwanTourism Bureau (2020b). These hotels accommodate tourists withamenitiesandservicessuchasluxurysuites,fit- ness centres, spas, multiple restaurants (for residents andnon-residents),24-hourservices,carservices,etc. Comparedtohotelsbelow3-star,the4-starand5-star hotelsinTaiwanarelarge-scalehotelbusinesses,hav- ing more hotel rooms and restaurants to accommo- date customers coming for lodging, events, and din- ing. There are more interactions between customers andemployees,aswellasmorehotelroomsandpub- licareasbeingused.AstheTourismBureauconsiders the 4-star and 5-star hotels the key for the tourism and hospitality industry in Taiwan (Taiwan Tourism Bureau,2004), these127 accreditedhotels arethe re- searchsamplesinthisstudy. Todevelopthesurveyinstrument,thisstudyfirstly initiatedin-depthinterviewswithtwoexecutiveman- agersandonefoodandbeveragedirectorfrom5-star hotels and one general manager from a 4-star hotel. From mid-January to the end of February, the re- searcher stayed in three 5-star hotels in the North, MiddleandSouthpartofTaiwan,usingtheparticipant observationmethodtoexplorehowhotelsaccommo- datecustomersduring covid-19.Onehotelisanin- ternationalchain-hotel,oneisalocalchain-hotel,and oneisanindividual-ownedlocalhotelinTaiwan.With a literature review (e.g. Chang, 2004; 2020; Gossling et al., 2020; Hao et al., 2020; Isaeli & Reichel, 2003; Tang, 2020), in-depth interviews and participantob- servation, this study developed items measuring the frequency of usage of public health strategies in the 4-star and 5-star hotels during the coronavirus pan- demic.Outof127hotels,76hotelowners,general managers, or executive managers participated in the survey. The questionnaireuses a 5-point Likert Scale toexaminetheusageofpublichealthstrategies,from1 (never)to5(always).Thecompletelistof23practices is provided in Table 1. The second section includes questions about hotel information, such as location, changes of hotel performance in occupancy rate and f&b revenues,andannualtotalrevenue. DataCollection The questionnaires were pre-tested by two experi- enced executives in the hotels and two professors in the hospitality department. The paper-and-pencil questionnaires, along with the online survey, were distributed to all 127 4-star and 5-star hotels in Tai- wan. To increasethe responserate,multiple types of direct and indirect contacts were adopted. Personal visits, phone calls, and contacts through the Bureau ofTourismwereapplied.FromMarchtoApril2020, thegeneralmanagerorexecutivemanagersof127ho- tels in Taiwan were asked to provide information on publichealthstrategieshotelshavebeenusingduring covid-19.Eachparticipatinghotelhadonerepresen- tativecompletethesurvey.Seventy-sixvaliddatasets were used for the analysis, yielding a 60 response rate. ItemAnalysisandReliability Theinternalconsistencyofthepublichealthstrategy scale was high; the Cronbach’s α is 0.841. The item- total correlations ranged from 0.31 to 0.63 and were all statistically significant (p<0.05).TheCronbach’s αcoefficientdidnotincreaseifanyitemwasdeleted fromthescale.Itwasdecidedtokeepalltheitemsin thepublichealthstrategyscale. Results Nosignificantdifferenceswerefoundintheresponses from the electronic and hard copy survey, based on AcademicaTuristica,Year15,No.1,April2022 |153 HeidiH.ChangandMiRanKim COVID-19PublicHealthStrategyImplementation Table 1 ListofPublicHealthStrategies,andItem-TotalCorrelation Strategy/Description Item-totalcorrelation  Proactivelyprovideemployeeswith covid-informationfortrainingpurposes. .**  Forthepandemic,providepersonalhygieneandsafety-relatedtraining,suchasappropriatewaysof mask-wearing,handwashing,body-temperaturemeasurement,etc. .***  Providestaffwithtraininginregardsto‘customerserviceflow’duringthepandemic. .***  Providestaffwithtraininginregardstoenvironmentalsanitation,suchasequipmentdisinfection. .***  Providematerialsandsuppliesforemployeesfor covid-preventionmechanisms,suchasfacemasks, foreheadthermometers,handsanitizer,disinfectionwipes,alcoholspray,bleach,etc. .***  Trainandeducateemployeeswithstandardoperatingprocedures(sops)tohandlesuspected covid- customers. .***  During covid-crisis,an‘epidemiccommandcentre’inthehotelisestablishedtointegrateresourcesof theadministration,differentbusinessunits,medical,andpublicsectors. .***  Prepareandassignspecialfloorsorspecificroomsinadvanceforquarantineofsuspected covid- customersoremployees. .***  Prepareandreservespecialfloorsorspecificroomsforgovernmentdepartments(e.g.CentreforDisease ControlandPrevention)asquarantinestations. .***  F&BDepartmentdevelopsspecialmenusforhealthyandnutritiousfood,suchasimmunityherbaltea, immune-boostingmeals,etc. .***  Applyfoodsafetystrategiesbyprovidingtakeout,delivery,kerbsidepickupservice,orspeciallunchbox deal. .***  Establishaspecialkitchensectionforhandlingpackagedfoodandfoodpreparationduring covid-. .*** Continuedonthenextpage chi-squareandt-testsothetwomethodsofdatacol- lectionwerecombinedforanalysis.With76validsets of data, the resultsindicate that most hotels encoun- tered more severe profit loss, and are more heavily affected by covid-19, compared to sars. This de- mographic statistic is consistent with the percentage of hotel categories in Taiwan, indicating the partici- patinghotelsinthisstudyarerepresentativesamples. Seventy-five percent of the participating hotels had theiroccupancyratedropmorethan51;58percent had f&b sales drop more than 51. Fifty percent of banquetserviceswerecancelled,35postponed,and 3transferredtootherevents,while10remainedas scheduled during the pandemic. The majority (63) oftheparticipatinghotelsarelocatedinthecity’sbusi- ness district (cbd), 21 are located in tourist attrac- tions,8arelocatedinurbanareas,and8arelocated aroundanairport.Asforthehotelannualrevenue,the majority(47)hasf&brevenueamountingtousd3 to10million,20have11–17million;40haveroom salesamountingtousd3to10million,and24has 11–17million. ImplementationofPublicHealthStrategies Table 2 presents the top 10 strategies that almost all thestar-hotelsalwaysuse,whichare(1)strengthenhy- gieneandcleanlinessinhoteloperationstoofferreas- suringlodgingservicesandaccommodationproducts; (2)providetheproperpersonalprotectiveequipment (ppe)(suchasmask,gloves,faceshield)forthefront- deskandfront-of-house(service)employeestoensure employeehealth,cleaning,andsanitizing;(3)provide theproper ppe (suchasmask,gloves,faceshield)for theback-of-house(kitchen)employeestoensureem- ployee health, cleaning, and sanitizing; (4) measure theemployee’stemperatureandassesssymptomsprior to their starting work on a daily basis; (5) provide materials and supplies for employees for covid-19 154 | AcademicaTuristica,Year15,No.1,April2022 HeidiH.ChangandMiRanKim COVID-19PublicHealthStrategyImplementation Table1 Continuedfromthepreviouspage Strategy/Description Item-totalcorrelation  Providespecialprocessofroomserviceforhotelguests,suchasknock-and-dropdeliver,in-roomdining andfoodoptions. .***  Strengthenhygieneandcleanlinessinhoteloperationstoofferreassuringlodgingservicesand accommodationproducts. .***  Providetheproperpersonalprotectiveequipment(ppe)(suchasmask,gloves,faceshield)forthe housekeepingemployeestoensureemployeehealth,cleaning,andsanitizing. .***  Providetheproperpersonalprotectiveequipment(ppe)(suchasmask,gloves,faceshield)forthe front-deskandfront-of-house(service)employeestoensureemployeehealth,cleaning,andsanitizing. .***  Providetheproperpersonalprotectiveequipment(ppe)(suchasmask,gloves,faceshield)forthe back-of-house(kitchen)employeestoensureemployeehealth,cleaning,andsanitizing. .***  TheHousekeepingDepartmentbuildsactionplansforguestroomcleaningproceduresinresponsetothe covid-outbreak,suchasalteringthefrequencyofchangingthebedding,roomcleaningand disinfection,trashremoval,etc. .***  TheHousekeepingDepartmentchangedishwashingandlaundry sop inresponseto covid-. .***  Measuretheemployee’stemperatureandassesssymptomspriortotheirstartingworkonadailybasis. .**  Measurethecustomers’temperaturebeforetheystartthecheck-inprocessatthefront-desk. .***  Measurethecustomers’temperaturebeforetheyentertherestaurantsfordine-inservices. .***  Designateaspecificdepartment,officeorstafftogatherpublichealthinformationon covid-strategies, policiesandstatisticsupdatesfromtheprivateandpublicsector. .*** Notes **p<0.01,***p<0.001. preventionmechanisms,suchasfacemasks,forehead thermometers, hand sanitizer, disinfection wipes, al- cohol spray, bleach, etc.; (6) measure the customers’ temperature before they start the check-in process at the front-desk; (7) provide staff with training in regard to environmental sanitation, such as equip- ment disinfection; (8) provide the proper ppe (such asmask,gloves,faceshield)forthehousekeepingem- ployeestoensureemployeehealth,cleaning,andsani- tizing;(9)forthepandemic,providepersonalhygiene and safety-related training, such as appropriate ways of mask-wearing, hand washing, body-temperature measurement, etc.; and (10) proactively provide em- ployeeswith covid-19informationfortrainingpur- poses. In contrast,the public healthpractices that4- star and 5-star hotels rarely use are (1) establishing a special kitchen section for handling packaged food andfoodpreparationduring covid-19(mean=2.31), and(2)preparingandreservingspecialfloorsorspe- cificroomsforgovernmentdepartments(e.g.Centres forDiseaseControlandPrevention)asquarantinesta- tions(mean=2.50). T-TestandANOVA T-testwasusedtocomparethemeanforpublichealth strategyimplementationregardingdifferenthotello- cationandnationalityofmaincustomers.Thisstudy categorizesthehotellocationsintotwo:city business district (cbd) and non-cbd. It is found that there is no significant difference in implementation of pub- lic health strategies (t = –0.33; p=0.74).h1isnot supported. The nationality of main customers is cat- egorizedtoTaiwanese(domestictravellers)andnon- Taiwanese(internationaltravellers).Theresultsshow thatthereisnosignificantdifferenceinimplementa- tion of public health strategies (t = –0.20; p=0.85). h2isnotsupported. One-Wayanovawasusedtocomparethemean for public health strategy implementation regarding (1) hotel performance in occupancy rate, f&b sales, AcademicaTuristica,Year15,No.1,April2022 |155 HeidiH.ChangandMiRanKim COVID-19PublicHealthStrategyImplementation Table 2 ListofPublicHealthStrategies,andItem-TotalCorrelation Strategy/Description () ()  Strengthenhygieneandcleanlinessinhoteloperationstoofferreassuringlodgingservicesand accommodationproducts. . .  Providetheproperpersonalprotectiveequipment(ppe)(suchasmask,gloves,faceshield)forthe front-deskandfront-of-house(service)employeestoensureemployeehealth,cleaning,andsanitizing. . .  Providetheproperpersonalprotectiveequipment(ppe)(suchasmask,gloves,faceshield)forthe back-of-house(kitchen)employeestoensureemployeehealth,cleaning,andsanitizing. . .  Measuretheemployee’stemperatureandassesssymptomspriortotheirstartingworkonadailybasis. . .  Providematerialsandsuppliesforemployeesfor covid-preventionmechanisms,suchasfacemasks, foreheadthermometers,handsanitizer,disinfectionwipes,alcoholspray,bleach,etc. . .  Measurethecustomers’temperaturebeforetheystartthecheck-inprocessatthefront-desk. . .  Provideemployeeswithtraininginregardstoenvironmentalsanitation,suchasequipmentdisinfection. . .  Providetheproperpersonalprotectiveequipment(ppe)(suchasmask,gloves,faceshield)forthe housekeepingemployeestoensureemployeehealth,cleaning,andsanitizing. . .  Forthepandemic,providepersonalhygieneandsafety-relatedtraining,suchasappropriatewaysof mask-wearing,handwashing,body-temperaturemeasurement,etc. . .  Proactivelyprovideemployeeswith covid-informationfortrainingpurposes. . .  Provideemployeeswithtraininginregardsto‘customerserviceflow’duringthepandemic. . .  Trainandeducateemployeewithstandardoperatingprocedures(sops)tohandlesuspected covid- customers. . . Continuedonthenextpage takeoutsales,andcateringsales;(2)annualroomsales; and (3) annual f&b revenue.It is found thatthere is no significant difference in implementation of pub- lichealthstrategiesamonghotelperformance,annual room sales, and annual f&b revenue. h3, h3a, h3b, and h3carenotsupported. ImplicationsandConclusions The findings of this study are consistent with previ- ous research on the epidemic that during the sars outbreak, the Korean hotel industry offered employ- eeseducationprogrammesconcerningsafety,security andhealthawareness,aswellastrainingandoperating newhygieneequipment(Kimetal.,2005).InTaiwan, thehigh-endhotels(i.e.4-starand5-starhotels)have often used public healthstrategiesduring the coron- aviruspandemic,whileintensifyingemployees’safety trainingisthemost-adoptedpractice.Intheeducation programme,hotelsprovidestaffwith covid-19infor- mation and hygiene equipment, and give training in personalhygieneandsafety,specialcustomerservice flow,andenvironmentalsanitation.Providingppe for front-of-house staff, kitchen staff, and housekeeping employeesarealmostalwaysappliedinthedailyho- teloperation. The high implementation of public health strate- gies in the hotels in Taiwan can be attributed to the transparent, easily-accessed, and open information provided by who, the Taiwanese Central Epidemic CommandCentre,theTourismBureauandcitygov- ernors. Local governmentsin Taiwan like Taipei and Pingtung (Chang, 2020; World Health Organization, 2020;tpedoit,2020)haveprovidedoperationalcon- siderations and sops for covid-19 management in the lodging business. With the sars experience, in early March, 2020, the Department of Information and Tourism of Taipei City Government where the Taiwan capital is, developed and launched the Man- ual of Pandemic Prevention sop for Hotel Businesses andmadeitavailabletoallthehotelcompaniesinTai- 156 | AcademicaT uristica,Y ear15,No.1,April2022 HeidiH.ChangandMiRanKim COVID-19PublicHealthStrategyImplementation Table2 Continuedfromthepreviouspage Strategy/Description () ()  Measurethecustomers’temperaturebeforetheyentertherestaurantsfordine-inservices. . .  TheHousekeepingDepartmentbuildsactionplansforguestroomcleaningproceduresinresponsetothe covid-outbreak,suchasalteringthefrequencyofchangingthebedding,roomcleaningand disinfection,trashremoval,etc. . .  Duringthe covid-crisis,an‘epidemiccommandcentre’inthehotelisestablishedtointegrate resourcesoftheadministration,differentbusinessunits,medical,andpublicsectors. . .  Designateaspecificdepartment,officeoremployeestogatherpublichealthinformationon covid- practices,policiesandstatisticsupdatesfromtheprivateandpublicsector. . .  Applyfoodsafetystrategiesbyprovidingtakeout,delivery,kerbsidepickupservice,orspeciallunchbox deal. . .  TheHousekeepingDepartmentchangedishwashingandlaundry sop inresponseto covid-. . .  Providespecialprocessofroomserviceforhotelguests,suchasknock-and-dropdeliver,in-roomdining andfoodoptions. . .  Prepareandassignspecialfloorsorspecificroomsinadvanceforquarantineofsuspected covid- customersoremployees. . .  F&BDepartmentdevelopsspecialmenusforhealthyandnutritiousfood,suchasimmunityherbaltea, immune-boostingmeals,etc. . .  Prepareandreservespecialfloorsorspecificroomsforgovernmentdepartments(e.g.CentresforDisease ControlandPrevention)asquarantinestations. . .  Establishaspecialkitchensectionforhandlingpackagedfoodandfoodpreparationduring covid-. . . Notes Columnheadingsareasfollows:(1)mean,(2)standarddeviation. wan.Themanualcontainsgeneralinformationabout thecoronaviruspandemic,outbreakpreventionprac- tices,hotelmanagementduringapandemic, sops for customer check-in, hotel room cleaning, food safety, transportationarrangement,cleaninganddisinfection (tpedoit,2020). This study also found the least-adopted public health strategy in the hotels is to establish a special kitchensectionforhandlingpackagedfoodandfood preparationduring covid-19.SinceApril12untilthe timeofwritingthisarticle,theTaiwanesegovernment has successfully managedto maintain a recordof no local covid-19 transmission. Namely, local people’s life has remained normal, the country has never in- stituted lockdown orders, and the vast majority of restaurant and hotel businesses have remained open (Aspinwall, 2020). One of the business characteris- tics of 4-star and 5-star hotels in Taiwan is that half of the hotel revenue comes from f&b sales, which is mostly generated by domestic purchase, and the ho- telshavemaintainedtheirregularkitchenoperations without particular food-safety practices during the coronaviruspandemic.Anotherrarelyadoptedprac- tice is preparing and reserving special floors or spe- cific roomsin thehotelforgovernmentdepartments (e.g. Centres for Disease Control and Prevention) as quarantine stations. It can be explained by the suc- cessful control for covid-19 so the demand is not there. This study not only explored the frequent imple- mentation in employee safety training and employ- ees’/customers’ safety and protection, it also found there is no significant difference in implementation of public health strategies in regard to different ho- tel locations, annual revenue or nationality of cus- tomers (international or domestic visitors). Namely, almost all the 4-star and 5-star hotels frequently ap- plythestrategiestoprotectthehealthandsafetyofits AcademicaTuristica,Year15,No.1,April2022 |157 HeidiH.ChangandMiRanKim COVID-19PublicHealthStrategyImplementation staff and customers during the covid-19 pandemic. The public information concerning covid-19 man- agement in the accommodation sectors provided by nationalandlocalgovernmentsinTaiwanhasbeena commonplatformofknowledgebycontributingbest publichealthpracticeexperiencesforbettercrisispre- parednessandresponse.Knowledge-sharingconcepts can explain the effectiveness of public health strat- egy implementation as part of crisis management in the hospitality industry in Taiwan (Racherla & Hu, 2009).In set,Blau(194)indicatedthatthepartyan- ticipateswhattherewardwouldbeinregardstotheir next social interaction. It explains that high-end ho- tels in Taiwan are highly engaged with public health strategies, without Government mandatory require- ments,becausetheyexpectthecustomerwillreward their strategy of implementation for preventing and limitingthespreadofthecoronaviruspandemic.Even thosehotelcompaniesthathadmorethan50inoc- cupancyrateand f&b saleshaveallimplementedthe public health strategies during the covid-19 crisis to protecttheircustomersand employees,andtore- gaintrustfromfuturecustomers.Itisconsistentwith Jeong and Oh’s study in the hospitality and tourism field (2017) that strategizing a business relationship requiresnot only economic exchangesbut also addi- tional social sharing of psychological rewards in the longrun.Hotelsstrictlyapplythepublichealthmea- sures regardlessof location and annual performance because ‘social costs and rewards drive human deci- sion and behavior’ (Bluau, 1964). Social rewards like emotionalsatisfactionandsharingideasisimportant, andeveneconomicrewardsarerelevant(Lambeetal., 2001). Four-starand5-starhotelsoftenhavetheiremploy- eestrainedin sop dealingwithsuspected covid-19, andhavinganepidemiccommandcentretointegrate hotel,hospitalandgovernmenthasprovedtheimpor- tanceofhotelshavingpublichealthcarefacilitiesand services,whichplayimperativerolesinpandemicpre- vention and control (e.g. Jiang & Wen, 2020; Chen et al., 2007). As Taiwan has never undergone lock- down during the pandemic, the often-used hygiene and cleanliness practices in a hotel property are es- sentialtorestorecustomers’confidenceindiningand lodging.AsJiangandWen(2020)mentionedintheir study,afterapublichealthcrisislike covid-19,effec- tivestrategiesarenecessarytoboostcustomers’confi- denceandtohelphotelbusinessesrecoverinatimely manner. Thisstudysuggeststhathotelmanagersadoptdif- ferent public health strategies for managing a pan- demiccrisis.Thestrategiescouldinclude: 1. Intensifyingemployeesafetytraining(Strategy1– 5,seeTable1) 2. Providing hotel-based health-care services and facilities(Strategy6–9) 3. Assuringfoodsafetyandprovidinghealthyfood choices(Strategy10–13) 4. Enhancinghygieneandcleanliness(Strategy14– 18) 5. Providingsafetyandprotectiontoemployeesand customers(Strategy19–23) During the abrupt health-based crisis of covid- 19,employersinthehotelindustryhavebeenobliged tosafeguardtheirworkers’healthandsafety,empha- sizingtheadministrativecontrolofchangingtheway peoplework,andtheprotectionofworkerswith ppe (Rosemberg,2020).Thefindingsinthisstudyarecon- sistent with the recommended measures in hierar- chy of controls from the National Institute for Oc- cupational Safety and Health (niosh) and the cdc in the usa to protect hotel employees, in particular the front-line staff (Centers for Disease Control and Prevention, 2020; Rosemberg, 2020). Among all the publichealthstrategieshotelsadoptedduringthepan- demic,onlyafewwereenforcedby cecc inTaiwan. Allthehotelcustomersandemployeeshavebeenre- quiredtowearmasksinpublicareas.Facemaskshave beenconsideredasthekeyfactormakingTaiwanlimit the spread of coronavirus (Hsu et al., 2021). Conse- quently,peoplewhodonotwearafacemaskinpublic mustfaceafineofupto us$536.Therestofthepublic healthstrategiesimplementedbythehotelcompanies inTaiwanwerevoluntary. Nevertheless,theresultsshowthathotelsfrequently strictly adopt public health measures. The findings can be explained by set that hotel companies con- sider the rewardsof applying public health strategies 158 | AcademicaTuristica,Year15,No.1,April2022 HeidiH.ChangandMiRanKim COVID-19PublicHealthStrategyImplementation topreventthespreadof covid-19andcarryingsocial responsibilityarehigherthanthecosts(Eggertetal., 2006;Walteretal.,2001). ResearchLimitationsandFutureStudies As hotels are prominently suffering from the pan- demic, it is necessary to examine how hotels should establishcontingencyplansforinfectiousdiseasecon- trol. This study is an exploratory study investigating the public health strategy implementation in hotels and findings indicate the most and least frequently usedstrategyoverall.However,thereareonly127high- endhotelsinTaiwan.Evenwiththehighresponserate of 60 with executive managers participating in the survey,thesamplesizeofthisstudyis76hotels,which is considered as a small sample which leads to a few limitations in statistical analysis. efa cannot be ap- plied to test the validity of the questionnaire items. Secondly,theparticipantswerenotaskedabouthotel brand;thus,theresultscouldnotbeanalysedbybrand orservicelevel. A future study is suggested to further investigate the relationship among crisis management strategy, crisis preparation and performance. 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