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Issue 5(1), October 2010 -- Paper Abstracts
Girard  (p. 9-22)
Cooper (p. 23-32)
Kunz-Osborne (p. 33-41)
Coulmas-Law (p.42-46)
Stasio (p. 47-56)
Albert-Valette-Florence (p.57-63)
Zhang-Rauch (p. 64-70)
Alam-Yasin (p. 71-78)
Mattare-Monahan-Shah (p. 79-94)
Nonis-Hudson-Hunt (p. 95-106)


Exploring Employee Involvement in Hotels in Lebanon: A Case Study

Author(s): Hussein Ismail

Citation: Hussein Ismail, (2013) "Exploring Employee Involvement in Hotels in Lebanon: A Case Study," Journal of Management Policy and Practice, Vol. 14, Iss. 2, pp. 62 - 75

Article Type: Research paper

Publisher: North American Business Press


Many large companies in the Arab world have been emphasizing HRM in their organizations as they
learned about the benefits of HRM in the west. But what is the real picture? This case study of
international luxury hotels in Lebanon shows that although the managers of these hotels stress that
employee involvement is applied in their organizations, the reality on the ground is rather different. Hotel
employees noted that they are not involved in the design of their jobs and that their input is often left out
in performance appraisals. The paper ends by offering some valuable recommendations and insights.