Tourism, Security and Safety From Theory to Practice

Table 5
Descriptive Statistics for Practices in Crisis Management
Importance
Usage
Standard Standard 
N
Mean
Deviation
N
Mean
Deviation
Practice 1
114
5.43
1.64
101
4.77
2.00
Practice 2
112
5.39
1.88
96
3.34
2.25
Practice 3
115
5.50
1.77
101
4.92
2.00
Practice 4
112
4.88
2.09
100
5.06
2.29
Practice 5
113
2.79
1.72
99
2.44
1.88
Practice 6
110
4.47
1.83
97
3.61
2.11
Practice 7
109
5.46
1.60
98
4.68
2.25
Practice 8
114
5.93
1.42
99
5.51
1.77
Practice 9
113
5.14
1.44
100
5.77
1.28
Practice 10
112
4.86
1.71
99
5.07
1.93
Practice 11
109
3.55
2.22
98
2.97
2.14
Practice 12
114
4.89
1.92
100
4.05
2.24
Practice 13
114
5.32
1.69
98
4.69
2.31
Practice 14
113
4.27
1.90
100
3.90
1.90
Practice 15
112
4.11
1.85
100
4.07
2.00
Practice 16
113
3.26
1.81
99
3.36
1.98
Practice 17
110
4.92
1.78
99
4.68
2.05
Practice 18
114
4.01
2.21
99
2.38
1.96
Practice 19
115
5.83
1.63
99
4.40
2.28
Practice 20
114
5.46
1.85
98
3.82
2.40
Practice 21
115
6.45
1.19
100
5.74
1.89
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Israeli Hospitality Crisis Management
321
special offers (0.68), and marketing and promotions for new products (0.66). The
lowest correlation between importance of practice and usage was for using unpaid
vacation time to reduce labor force (0.32).
In an effort to ascertain if Proposition 2 could be supported, the questionnaire
was evaluated in terms of construct validity. An Orthogonal Varimax Rotated
Factor Analysis was employed to detect which practices are clustered to factors for
hospitality crisis management.
Dimensions of Practice Importance
The analysis was first applied to the importance of the various crisis management
practices, and later to the use of these practices. The Factor Analysis of the impor-
tance of practices (Table 7) reveals that the 21 practices, grouped into four factors
according to Principal Component Analysis and Varimax Rotation method,
account for 49 percent of the variance. The minimum loading for each practice in
a factor was 0.50.
Table 6
Correlation among Practice’s Importance and Use in Crisis Management
Correlation between
Importance and 
Practice
Practice Details
Usage
4
Freezing pay rates
0.7444
16
Cost cuts by postponing maintenance to the engineering 
0.7229
systems
10
Reducing list price
0.6998
9
Price drop on special offers
0.6841
12
Marketing and promoting new products or services 
0.6637
(family events, catering)
6
Increased reliance on outsourcing
0.6625
13
Marketing to new segments (such as ultraorthodox)
0.6289
11
Marketing to foreign tourists with specific focus on the 
0.6184
location
8
Marketing to domestic tourists with focus on specific 
0.6155
attributes of the location
1
Firing employees to reduce labor force
0.6077
7
Marketing to domestic tourists in joint campaigns with 
0.5735
local merchants (such as Visa, MasterCard)
17
Extending credit or postponing scheduled payments
0.5527
14
Cost cuts by limiting hotel services
0.5478
20
Industry-wide demand for a grace period on tax payments
0.5160
18
Organized protest against the lack of government support
0.4562
3
Decreasing number of working days per week
0.4532
5
Replacing high-tenure employees with new employees
0.3920
21
Industry-wide demand for a grace period on local tax 
0.3871
(municipality) payments
19
Industry-wide demand for governmental assistance with 
0.3700
current expenses
2
Using unpaid vacation to reduce labor force
0.3287
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The first factor includes practice 19: Industry-wide demand for governmental
assistance with current expenses; practice 21: Industry-wide demand for a grace
period on local tax (municipality) payments; practice 20: Industry-wide demand
for a grace period on tax payments; practice 7: Marketing to domestic tourists in
joint campaigns with local merchants (such as Visa, MasterCard); practice 18:
Organized protest against the lack of government support; practice 8: Marketing to
domestic tourists with focus on specific attributes of the location; and practice 11:
Marketing to foreign tourists with specific focus on the location’s distinctive fea-
tures and relative safety. This factor accounts for 17% of the variance and was
titled “reliance on government and marketing.”
The second factor includes practice 15: Cost cuts by postponing maintenance of
the building (cosmetics); practice 16: Cost cuts by postponing maintenance to the
engineering systems; and practice 14: Cost cuts by limiting hotel services. This
factor accounts for 11.5 percent of the variance explained and was titled “mainte-
nance cost cuts.”
The third factor consists of practice 10: Reducing list price; practice 9: Price
drop on special offers; and practice 1: Firing employees to reduce labor force. This
factor accounts for 11 percent of the explained variance and was titled “lowering
prices through labor cutbacks.”