Issue: 2021-2022


This research aimed to determine the Relationship Between Learning Agility and Commitment to Organizational Change of Hotel Employees among selected DOT accredited hotels in Manila, the result of which were used as a basis to craft a Proposed Management Programs on developing learning agility during this time of pandemic.

The researcher employed the quantitative data analysis for the survey using the descriptive type of research that helped the researcher analyze and interpret the date needed in responding more objectively to the research questions of the study. The samples were selected through purposive random sampling scheme, totaling to four hundred (400) hotel employees as representative of the selected DOT accredited hotels in Manila City. The responses were retrieved by the researcher and the date were subjected to statistical treatment for the results to be obtained for collating, tallying, and filing. From the overall result, conclusions and recommendations were determined.

Based on the findings of the study, it can be concluded that the respondents perceived “to an extremely large extent” level of Learning Agility in terms of Mental Agility; People Agility; Change Agility; Results Agility; and Self-Awareness. This indicates that those with high mental agility, people agility, change agility, results agility, and self-awareness have the willingness and ability to learn from one’s experience and the apply that learning to new situations. It is also the key component of potential and can be accurately defined and measured.

Moreover, the respondents perceived “to a very large extent” level of Commitment to Organizational Change in terms of Affective Commitment to Change, Continuance Commitment to Change, and Normative Commitment to Change. This indicates that this model help employees experience greater affective commitment, thereby boosting their motivation and job satisfaction. But it is vital not to misuse continuance and normative commitment to keep employees tied to the team or organization. The team will function best and thrive if it will use the energy to grow affective commitment.

Furthermore, the challenges encountered of the respondents in the Learning Agility during this time of pandemic decreased motivation and self-confidence; work system which comprises the manpower, workload, scheduling, and resources and lastly, occupational stress comprises the physical, mental, and psychosocial.

In a nutshell, it can be concluded that the respondents viewed “to an extremely large extent” of their substantial role when at work the relationship of Learning Agility and Commitment to Organizational Change. Organizations are challenged to cope with change of business environment and to develop business for corporate sustainability management. Human Resource Development in an organization should cultivate talents with high learning agility who have high potential to achieve successful performance in the future change. With a constantly evolving business climate, encountering change is the new normal. As change permeates organizations, it challenges companies’ operational dexterity. Having an agile workforce is paramount to being prepared to adapt in times of change effectively and efficiently for maximum business impact.

Keywords: Learning Agility, human resource, hotel industry