Egypt

Abstract

This case considers the attempts to create sustainable HR practices as part of the development of a Corporate Social Responsibility (CSR) policy in a multinational hospitality group. This practice has become an opportunity given the creation and growth of the tourism industry in many countries worldwide. The case investigates the extent of HR policy compliance in these hotels—in a case study based on Egypt—matched against their stated head office policies and benchmarked against best practice frameworks in the literature, which define and suggest frameworks for analyzing and measuring HR practice in hotels. The HR policies in practice in examples of properties in Egypt, although not exactly in compliance with head office, show some concern within the capabilities of the local management in Egypt and within the constraints of the local population in offering improved HR-related benefits to staff members. Certainly, the multinational-branded properties are better than the local ones, but they still have some way to go.