Case Study

The global economy, in the words of Nobel Prize-winning US economist Paul Krugman, was forced into a "medically induced" coma. In a number of global sectors, particularly anything involving face-to-face people interaction or the gathering of people, business and therefore revenues came to a near complete stop. This was particularly true in areas such as accommodation, airlines, attractions, restaurants and bars to single out the hospitality sector and its related industries. In the US, and globally, tens or even hundreds of billions of support have been provided to those affected. He noted that approximately 15 per cent of the businesses have reopened so far, bringing back no more than nine per cent of the total pre-COVID-19 employment, and that "we are looking at a slow recovery that will test the resolve", as JHTA members "take the necessary and costly hit to restart the engines of the sector" over the next three to four months. Jamaica had no choice but to open on June 15th, but if we want it to be able to take advantage of the new short-term leisure market opportunity (long haul leisure, cruise and business hotels will take a lot longer to come back) identified by global airline analysts, as the nearest market for US tourists (Bahamas recent actions have meant that they decided to take themselves out of the running for the next few months), then we need to immediately deal with the top-three issues - election or no election.

A. Identify the issues in the case.

B. Discuss THREE implications that the pandemic has on the employer employee relationship.

C. Recommend how any TWO labour laws can be amended to address the impact of the COVID-19 pandemic on the hospitality industry.