Impact of 2020 Economic Crisis on employee’s behavior of Lebanese corporations and family enterprises
Impact of 2020 Economic Crisis on employee’s behavior of Lebanese corporations and family enterprises
Raymon Safwan([1])
Abstract
Le Liban a fait face à une crise économique– financière qui a eu un impact catastrophique sur tous les secteurs, en particulier sur le secteur privé.
En raison de cette crise, les entreprises du secteur privé ont été tenues de modifier certaines de leurs règlements et lois, en particulier ceux relatifs aux travailleurs. La violation de la législation du travail, l’augmentation de la charge de travail non rémunérée, la pression exercée sur les travailleurs pour accroître leur productivité et éliminer les primes, les heures supplémentaires, les programmes de formation et la promotion.
Parallèlement, les entreprises ont décidé de changer le marché des ventes et des achats, de modifier le plan annuel, de fusionner les emplois, de réduire les exigences de qualité, de transférer une partie des capitaux à l’étranger et de supprimer les accords commerciaux.
La mise en œuvre de ces décisions est différente entre les entreprises familiales et les entreprises non familiales la question principale est : Quels types d’entreprise (entreprises familiales v/s non familiales) impactent (plus ?) négativement le comportement des employés durant la crise économique au Liban ?
Pour répondre à cette question, l’étude vise à vérifier diverses hypothèses liées à la mise en œuvre de la décision (mesures prises) par les deux types d’entreprises (entreprise familiale et non familiale) et leur effet sur le comportement des employés. Cet effet peut être démontré (se traduit) par la productivité, les droits, le turn-over, l’anxiété, le traumatisme et la loyauté. Par conséquent, la comparaison identifie la situation au cours de l’économie du secteur privé libanais et précise la nature des décisions.
En ce qui concerne l’enquête effectuée, un échantillon de 300 employés choisis parmi 86 sociétés privées libanaises (47 % d’entreprises familiales, 53 % corporative entreprise) a répondu à un questionnaire qui comprenait 40 questions sur les décisions prises par l’entreprise pendant la crise et leur impact sur le comportement du travailleur. Ces données élaborées par le programme SPSS visaient à trouver la corrélation Pearson entre les variables et à identifier les hypothèses.
En bref, l’étude a observé la relation entre le type d’entreprises et les décisions prises, de même, une relation et également la relation entre ces décisions et le comportement de l’employé.
Les mots clés : la crise, décision, comportement, entreprise familiale et corporative (non familiale).
Abstract
Impact of 2020 Economic Crisis on employee’s behavior of Lebanese corporations and family enterprises
Lebanon has been facing a critical economic – financial crisis that had horrendous impact on all sectors especially the private one.
Due to this crisis the companies of private sector were obliged to modify some of their regulations and laws, especially those related to workers. Infringement of labor legislation, increase workload without adding payments, pressuring workers to increase their productivity and eliminating bonuses, overtime, benefits, training programs and promotion.
At the same time, companies decided to change sales and purchases market, modified annual plan, merged jobs, reduced quality requirements, transferred money outside the country and eliminated trade agreements.
The implementation of these decisions varied between family business and corporation companies, leading us to ask this main question: which types of companies (family business v/s corporation) had a negative impact on employee’s behavior during crisis?
In order to answer this question, the study aimed to verify various hypotheses related to the decision implementation by the both types (family business and corporate) and their effect on employee’s behavior. This effect can be shown through productivity, turn-over, anxiety, trauma, and loyalty. Therefore, comparison identifies the situation during economic at Lebanese private sector and specify the nature of the decisions.
Regarding data collection section, a sample of 300 employees shortlisted from 86 Lebanese private enterprises (47 % family business, 53% corporation companies) were proposed a survey that included 40 questions addressing the issues of decisions companies has made during crisis and assessing their impact on workers’ behavior. The data generated was processed through SPSS application through the testing of Pearson correlation.
In brief, the study tested relationship between the different types of companies their related decisions and impact of those decisions on their employees’ behavior.
keywords: Crisis, decision, Behavior, family business, corporation companies.
Lebanon has been facing a critical financial- economic crisis since2019.This crisis affected life style and caused damages in private sector.
Indeed, these damages affected the economic cycle in the country. The World Bank announced that Lebanon is enduring a severe and prolonged economic depression. This economic and financial crisis is likely to rank in the top 10, possibly top 3 most severe crises episodes globally since the mid-nineteenth century([2]). Lebanon is facing its worst economic crisis since independence (1943) after defaulting on about $31 billion of Eurobonds on (March 2020 )([3]).
First, the public sector debt(the national debt of Lebanon amounted to ar ound 91.64 billion US dollars) ([4]). Second ,the banking sector, having loaned three-quarters of deposits to the government and the currency has lost more than 90 percent of its value([5]). Third, the non-growth productive economy.
Finally, the country was politically rudderless (resignation of two
governments Hariri 2019 and Diab 2020).
- Literature review
Economic Crisis definitions
Economic crisis is defined as a period in an economic cycle in which the economic system experiences long time complexities. The occurrence of this crisis refers back to financial/bank crisis, inflation, currency crushes, or sovereign debt([6]). As for the consequences, it creates a period of shortage at the level of production, marketing, and consumption of products and services.
There are many types of economic crisis[7]:
- Financial crisis It is defined as the difficulty in getting funds. This dilemma refers back to the incapability of consumers and banks to pay off their loans, therefore, leading the banks to suffer from funds insufficiency.
- Credit crisis refers to the lack of money and credit for banks and other financial institutions.
- Currency crisis occurs when there is a rapid decline in the fixed exchange rate of a certain country. The reason behind this rapid fall is the lack of insufficient foreign exchange in the central bank, therefore losing the ability to maintain the country’s fixed rate.
- Fiscal crisis alludes to the struggle that governments face in repaying their debts. In addition, to the lack of money needed for meeting budget deficit.
- Hyperinflation It refers to the rapid and out-of-control increase in prices of goods and services.
- Supply side chock mean rapid or excessive rise in oil prices can lead to the destruction of economy, leading to higher inflation and lower output.
Decisions
Indeed, there are various social effects of economic crisis. A report of United Nations ( 2011 ) about the social impact of economic crisis stated that the isolation of economic policies from their social consequences often create dire results for people’s nutrition, health and education, which, in turn, adversely affect long-term economic growth([8]).
These catastrophic consequences of economic crisis forced public and private sector, family and non -family enterprises to take certain decisions that affect employees and enterprise structure.
What does the word decision mean?
It is a choice that a person takes after thinking about certain topic, in order for people to reach the level of taking decision they must undergo the decision-making process([9]). A person decides on doing certain action among several possible alternative options in a process([10]).
The decision-making steps are: identifying the decision, gathering information, identifying alternatives, weighing the evidence, choosing specific alternative, taking action and review([11]).
Behavior
The enterprise decisions lead humans to do certain reactions, these reactions might be negative or positive. During the regular economic situations, the enterprise decisions can lead to both types of behaviors depending on the decision. However, during the critical economic situation that the country is undergoing, and the new decisions that affected labors rights in a negative way, employees expressed their objection for such decisions through negative or deviant behavior.
What does the word behavior mean?
the way in which employees respond to specific circumstances or situation in the workplace”. (Albert Reiss, 1971).
What is negative behavior?
The denominations include Organizational Misbehavior, Non-Compliant Behavior, Antisocial Behavior, Workplace Deviance, Dysfunctional Workplace Behavior, Counterproductive Behavior, Employee Vice, Workplace Aggression, Organizational Retaliation Behavior, and Organization-Motivated Aggression. (Peterson, 2002).
“voluntary behavior that violates significant organizational norms and in so doing threatens the well-being of an organization, its members, or both.”([12])
At the level of work place, the deviant behavior causes economic and financial costs. In addition to non-financial effects that should be taken into consideration([13]). These non-financial effects can caused by the interpersonal deviance, which leads the employees to have stress, less job satisfaction, reduction in productivity and more turnovers ([14]) .
Negative behaviors were divided into three categories:
- Workplace incivility: it refers to the rude and disrespectful behavior towards others in the workplace with ambiguous intent to harm.( [15])
- Bullying: offensive, abusive, insulting behavior or abuse of power, which makes the recipient feel upset.
- Aggression: aggressive behavior with unambiguous, intent of causing harm to a person. (Pearson et al, 2001).([16] )
Business types
These behaviors may be different in family and non-family business.
What are the differences between these two types of enterprise?
The family business is a business actively owned, operated or managed by two or more members of the single-family([17]) .In contrary, non-family or corporation companies , are owned by shareholders and managed by a board of directors.([18])
In this paper we are going to present the situation of 86 private companies divided into family business and non-family (corporation) companies to review the relationship between the decisions taken during crisis, and their effects on employee’s behavior. Then compare the impact of implementation of these decisions on the above-mentioned companies for a more aligned analysis of their employees’ reactions.
In this article we are going to present the situation of 86 private companies divided into family business and corporation companies to review the relationship between the decisions taken during crisis, their effects on employee’s behavior, and then compare the impact of implementation of these decisions on the above mentioned companies for a more aligned analysis of their employee’s reactions.
This research aimed to test hypothesis based on a specific research statement:
Which types of companies (family business v/s corporation) affected more negatively on employee’s behavior during crisis?
For this problematic, this paper is based on following hypothesis:
- The decisions in family business during crisis touch the workers’ rights.
- The decisions of corporation companies influence negatively the productivity.
- The family business focused on managerial decisions not targeting workers.
- The emigration desire in corporation companies is higher than at family business during crisis.
- Anxiety and trauma rates are higher in corporation companies that in family business.
- The loyalty is the same in both family business & corporation companies during crisis.
- Methodology
The sample of this research consisted of 300 employees workingin86 private different companies divided into 141 persons (47%) in family business and 159 persons (53%)of corporation companies, chosen from all manager levels (top , middle and first line managers ) .
This sample covers various sectors, such as industries, hospitals, school and universities, hotel and restaurants, personal services ,television, journal and communication firms.
Table 1: The number of companies / enterprise by sectors
| Industries | Trading | Services | Financial | Education | Healthcare | Tourism | Media | Communication |
| 10 | 14 | 13 | 8 | 19 | 6 | 7 | 3 | 6 |
Source: Collected data
- The research survey questionnaire constitutes of 40 questions categorized into three parts: companies’ decisions during crisis, crisis’s impacts on employees’ behavior, and the role of human resources department at Lebanese private sector. The data collection tools that are used in this research are the interview and the surveys. With respect to the duration of data collection process, it started on October 20, 2020, and lasted until January 26, 2021. The surveys did not include any personal questions that might violate the personal information of the employee’s, however the questions only focused on the effects of the economic crisis on the companies.
Validity & Reliability: in this survey is tested through Cranach’s Alpha, whereas Pearson correlation was used to measure the relations between independent and dependent variables (particular to quantitative studies).
Pearson scale ([19]):
| Scales ( from ) | Correlation categorize |
| 0- 0.9 | No relation |
| 0.1- 0.3 | Very low |
| 0.31 – 0.49 | Low |
| 0.5 – 0.69 | Moderate |
| 0.7- 0.89 | High |
| 0.9- 1 | Very high |
- Variables and analysis the study measures Pearson correlation between two variables the independent and dependent The independent variable is defined as the leader managerial decisions targeting employees. However, the dependent variables are based on employee’s behavior reactions such as (trauma, anxiety, turn-over, low productivity and satisfaction). Hence, the correlation is appraised as an attempt to test and validate the hypothesis.
- Decisions related to employees
Table number (2) sheds the lights on different company decisions among family business companies and corporation companies in Lebanon during the economic crisis. At the level of decreasing the number of employees (employees dismissal) in parallel with decreasing production (workload), the rate in family business companies’ is 10.2% and it is more than the rate in corporation companies that is 6.3%. Likewise, the decrease in the number of employees without reducing the productivity is higher in family business companies with a rate 4.2% than it is in corporation companies that scored a rate of 2.2%. In addition, the pressure exerted on employees to increase their productivity occurred more in family business companies than in corporation companies. Moreover, family business companies exceeded corporation companies with its rates of shift hours, canceling promotions, and un-securing workers’ rights and their future career. However, corporation companies recorded higher rates of bonuses &rewards, secured future career path and promotions than family business companies did. In addition, these companies eliminated training and development programs, workers break benefits, and it infringed labor legislation more than family business companies did.
- Decisions related to capital, hierarchy and customers
The decisions taken by family business companies during the economic crisis were targeted toward increasing the workload and reducing the quality requirements that were more than the ones in corporation companies (5.6 %). Moreover, the rates of trading agreements elimination, and non-renewal of equipment and suppliers were higher in family business companies than in corporation companies. However, the infringement of labor legislation is higher in corporation companies that it is in family business companies.
Besides, corporation companies during crisis modified annual plan and sales market, merged jobs, and Benefit from foreign expertise to facing crisis.
The common decision between family business and corporation companies is transferring capital outside Lebanon.
Table 2: The decisions of private companies in Lebanon during crisis (2019-2020)
| Company procedures & decisions | Family Business | Corporation Companies | |
| 1. | Reducing employees’ number in parallel with production decreasing. | 10.2% | 6.3% |
| 2. | Reducing employees’ number without decreasing production. | 4.2% | 2.2% |
| 3. | Pressuring employees to increase their productivity. | 5.9% | 2.6% |
| 4. | Motivating employees to increase their productivity. | 1.7% | 0.6% |
| 5. | Reducing quality requirements. | 8.6% | 3.0% |
| 6. | Eliminating training and development programs. | 3.4% | 5.3% |
| 7. | Reducing salaries in parallel with shift decreasing. | 5.7% | 6.3% |
| 8. | Reducing salaries without shift decreasing. | 4.7% | 3.5% |
| 9. | Increasing work shift added bonus & rewards. | 1.4% | 3.5% |
| 10. | Increasing work shift without bonus & rewards. | 3.5% | 1.9% |
| 11. | Increasing tasks and workload. | 6.5% | 5.0% |
| 12. | Changing the employees of high salaries with others less salaries. | 2.3% | 2.1% |
| 13. | Eliminating workers break benefits and features. | 8.2% | 12.4% |
| 14. | Transfer company capital outside Lebanon. | 1.0% | 1.3% |
| 15. | Merging jobs. | 5.2% | 5.5% |
| 16. | Modifying sales market. | 1.0% | 1.4% |
| 17. | Modifying purchases market. | 1.3% | 0.6% |
| 18. | Modifying and changing annual plan. | 3.7% | 5.0% |
| 19. | Benefit from foreign expertise to facing crise. | 0.0% | 2.6% |
| 20. | Securing employees future career. | 2.7% | 7.2% |
| 21. | Securing workers right. | 2.3% | 3.7% |
| 22. | Facing risk by an appropriate (adequate decision making). | 4.4% | 9.8% |
| 23. | Pausing career promotion. | 4.4% | 3.5% |
| 24. | Eliminate trading agreement. | 1.7% | 0.4% |
| 25. | Infringement labor legislation. | 1.6% | 1.9% |
| 26. | Non-renewal of equipment and suppliers. | 4.4% | 2.4% |
| TOTAL | 100% | 100% | |
Source: collected data
We Have noticed that the percentages of decisions targeting employees (rights) is 60.6% in family business and 53% in corporation companies. Furthermore, the managerial decisions that touched hierarchy and markets is 26.9% in family business and 22.2% in corporation companies. However, the decisions which motivated employees (for example bonus, reward and career) are 24.8% at corporation companies and 12.5% in family business.
In conclusion, the family business has a higher tendency to target employees than corporation companies.
Details
4.1 managerial and organizing decisions
The family business companies are more concerned with decisions that are related to organizing company than corporations. For example, family businesses reduced quality requirements way more than in corporations. Besides, corporations made change in the annual plan more than family business did. (Table3).
Table 3: The decisions related to management of companies
| decisions related to management & organizing | Family Business | Corporation Companies | |
| 1. | Reducing quality requirements. | 8.6% | 3.0% |
| 2. | Increasing tasks and workload. | 6.5% | 5.0% |
| 3. | Transfer company capital outside Lebanon. | 1.0% | 1.3% |
| 4. | Merging jobs. | 5.2% | 5.5% |
| 5. | Modifying sales market. | 1.0% | 1.4% |
| 6. | Modifying purchases market. | 1.3% | 0.6% |
| 7. | Modifying and changing annual plan. | 3.7% | 5.0% |
| 8. | Benefit from foreign expertise to facing crisis. | 0.0% | 2.6% |
| 9. | Eliminate trading agreement. | 1.7% | 0.4% |
| 10. | Not renewal the equipment& suppliers. | 4.4% | 2.4% |
| TOTAL | 33.4% | 27.2% | |
Source: Collected Data
4.2 worker’s rights decisions
The family businesses targeted worker’s rights more than (6.1%) corporation companies. For example, (pressuring employees to increase their productivities, increasing work shift and workload without added bonus and paused career promotion.
Corporations eliminated training programs, break benefits, and reduced salaries. Both companies infringement labor legislation. (table 4).
Table 4: The decisions related to employee’s rights and benefits
| Decisions related to worker’s rights | Family Business | Corporation Companies | |
| 1. | Reducing employees’ number in parallel with production decreasing. | 10.2% | 6.3% |
| 2. | Reducing employees’ number without decreasing production. | 4.2% | 2.2% |
| 3. | Pressuring employees to increase their productivity. | 5.9% | 2.6% |
| 4. | Eliminating training and development programs. | 3.4% | 5.3% |
| 5. | Reducing salaries in parallel with shift decreasing. | 5.7% | 6.3% |
| 6. | Reducing salaries without shift decreasing. | 4.7% | 3.5% |
| 7. | Increasing work shift without added bonus & rewards. | 3.5% | 1.9% |
| 8. | Changing the employees of high salaries with others less salaries. | 2.3% | 2.1% |
| 9. | Eliminating workers break benefits and features. | 8.2% | 12.4% |
| 10. | Pausing career promotion. | 4.4% | 3.5% |
| 11. | Infringement labor legislation. | 1.6% | 1.9% |
| TOTAL | 54.1% | 48% | |
Source: collected data
4.3 Employees motivation
We notice that, employees’ motivation during the economic crisis is higher in corporation companies than it is family business companies. This refers back to the decisions that were appropriate and did not violate employees’ right, and secured their future career.
Table 5: Decisions related to employees motivation
| Company procedures & decisions | Family Business | Corporation Companies | |
| 1. | Motivating employees to increase their productivity. | 1.7% | 0.6% |
| 2. | Increasing work shift added bonus & rewards. | 1.4% | 3.5% |
| 3. | Securing employees future career. | 2.7% | 7.2% |
| 4. | Securing workers right. | 2.3% | 3.7% |
| 5. | Facing risk by an appropriate (adequate decision making). | 4.4% | 9.8% |
| TOTAL | 12.5% | 24.8% | |
Source: Collected Data
Table 6: The decisions categorization
| Decisions | Family business | Corporate companies |
| Related to management | 33.4% | 27.2 |
| Target Employee’s rights& benefits | 54.1% | 48% |
| That Motivates employees | 12.5% | 24.8% |
| Total | 100% | 100% |
Source: Collected data
Pearson indicates a very high correlation between the types of companies both (family businesses and corporations) and the decisions took = .129**. This is mean, the types of Lebanese private companies influence the decisions took during economic crisis.
Employee’s Reactions
Accordingly, the decisions influences employee’s behavior at family business and corporation companies.
The work environment in the family business
141 employees answered the question: ” how was the economic crisis and decisions taken by your company on your feelings “?
The workers answered that they felt anxiety (23.3%), demotivation (13.9%), fear from losing job (6.4%) and sacrificed their work rights (4.4%), and they have accepted company strict rules and regulations (7%).
The work environment at corporation companies
159 employees answered the same question about the reactions toward decisions during crisis. They felt trauma (10.2%), increased productivity (3.7%), desire to emigrate (11%), accepted company strict rules (5.3%), waited external opportunity (8.3%), but 4.8% from employees believed that crisis is temporarily and ensure that the decisions of their companies are appropriate.
Table 7: Employee’s behavior and reactions facing companies decisions
| Employee’s behavior and reactions | Family
Business |
Corporation
companies |
| 1) Chock and trauma. | 7.0% | 10.2% |
| 2) Career anxiety. | 23.3% | 18.5% |
| 3) Demotivation. | 13.9% | 9.7% |
| 4) Low productivity. | 4.0% | 3.4% |
| 5) Decreasing of rules and regulation respect. | 2.0% | 2.4% |
| 6) High absenteeism. | 3.7% | 4.1% |
| 7) Blaming Company. | 1.6% | 2.7% |
| 8) Abandoning labor rights feeling fear to lose job. | 6.4% | 4.8% |
| 9) Abandoning labor rights feeling consider the difficult company situation. | 1.8% | 1.0% |
| 10) Scarifying their rights. | 4.4% | 1.7% |
| 11) Accepting company strict rules and regulations | 5.3% | 7.0% |
| 12) Increasing productivity fear from lose job. | 1.1% | 3.7% |
| 13) Desire to emigrate. | 6.2% | 11.0% |
| 14) Accepting company strict rules based on good relation with top manager. | 4.0% | 5.3% |
| 15) Waiting external opportunities. | 6.2% | 8.3% |
| 16) Disloyalty. | 4.4% | 3.1% |
| 17) Employees believe that crisis is temporarily. | 3.0% | 4.8% |
| TOTAL % | 100% | 100% |
Source: collected data
In brief, the feeling of anxiety, demotivation , low productivity, fear from lose job, sacrificed by the rights and disloyalty is more than in corporations than other companies.
On the other hand, employees in corporation companies had higher shock and trauma levels, absenteeism rates, blame, and higher desire to find a job opportunity in other country than in family business companies.
Table 8: Categorize of Crisis Behavior Influences at private sector
| Crisis Behavior Influences | Family business | Corporate company |
| Chock, trauma, tensions … | 79.8 | 81.9 |
| Satisfaction & acceptance | 20.2 | 18.1 |
| Total | 100% | 100% |
Source: data collected
Pearson indicates a high correlation between the decisions both of (family businesses and corporations) and employee’s behavior = .064*. This is mean, the type of companies decisions during economic crisis impacted employees behavior.
Conclusion
The latest economic crisis in Lebanon (2019-2020) affected all sectors and obliged all types of companies (family business &corporation) to take human capital and organizations restructuring decisions.
Indeed, most of those companies decisions affected employee’s rights such salaries, benefits, bonus, rewards, workload, productivity, quality requirements and markets.
They also impacted employee’s behavior and lead them to confront anxiety and trauma, disloyalty, absenteeism, turn-over, demotivation, fear and unsatisfaction, both in the family business and corporation but with different percentages.
Therefore, this research conclusion is based on the following parameters:
- The economic crisis affects the decisions of family business and corporation companies.
- The decisions of family business and corporation companies are both able to infringement of worker’s rights.
- The productivity in family business is affected by decisions.
- The family business is focused on managerial decisions both targets’ workers.
- The desire to emigrate is less in family business than it is in corporation companies.
- The trauma rate in corporation companies is higher than that in family business. Whereas, the feeling of anxiety in corporation company is less than that in family business.
- The worker’s loyalty in family business is greater than that in corporation companies during crisis.
Results
The negative feelings during economic crisis in Lebanon is higher in corporation companies than that in family business. However, corporation companies are more interested in motivating employees and securing their rights more than others.
To control the negative behavior during crisis it is preferable to avoid any decision that affects: salary and benefits, promotion, career path and training.
Bibliography
- Appelbaum et al, The relationship of ethical climate to deviant workplace behaviour, Emerald, 2005.
2. Bennett. Robinson, A Typology of Deviant Workplace Behaviors: A Multidimensional Scaling Study ,1995.
- Bernard Burnes and Rachael Pope, Negative behaviours in the workplace, University of Manchester, 2001.
- Peter F, The Practice of Management, Harper Business (Collins publishers), USA, New York, 2006.
- Manley H., Executive Decision Making, Irwin publishers, USA, California, 1969.
- John R., Behavioral and policy association, university of Pennsylvania, 2008.
- Lehman, Ann, JMP for Basic Univariate and Multivariate Statistics: A Step-by-step Guide, SAS institute publisher, 2005.
- Peter, understanding community penalties, open university press, Philadelphia, 2002.
- Robinson, Greenberg, Employees behaving badly: Dimensions, determinants and dilemmas in the study of workplace deviance ,1998.
- George Robert, Principles of Management, R. D, Irwin Publisher, USA, California, 1977.
Webography
- “Lebanon sinking into one of the most severe global crises episodes “, Al-Saeed. Ashraf, the world bank, Washington, June 1 , 2021.
- “Lebanon’s private sector economy shrinks as cash availability dwindles”, Rahman. Fared, the national news, July 5, 2021.
- “National debt from 2010 to 2020”, O’Neill. Aaron, Statista, Jun 8, 2021.
- “As Lebanon’s crisis deepens, lines for fuel grow , and food and medicine are scared “,Hubbard. Ben, the new York times, July 5 , 2021.
- Will Kenton, Financial crisis, Investopedia, April 23, 2021.
- Tejvan Pettinger ,types of economic crisis , economics help , July 17 , 2010.
- United Nations Department of Economic and Social Affairs Social Inclusion, February 8, 2011
List of tables
| Table 1 | The number of companies / enterprise by sectors. |
| Table 2 | The decisions of private companies in Lebanon during crisis (2019-2020). |
| Table 3 | The decisions related to management of companies. |
| Table 4 | The decisions related employee’s rights and benefits. |
| Table 5 | decisions related to employees motivation |
| Table 6 | The decisions categorization |
| Table 7 | Employee’s behavior and reactions facing companies decisions. |
| Table 8 | Categorize of Crisis Behavior Influences at private sector. |
[1] -I am Raymond Jamil Safwan, 36 years, trainer, and instructor.
In 2010 I graduated from the Lebanese University faculty of political sciences. then I obtained my master degrees in human resources from Saint Joseph University – Beirut, and by 2017 I started with my PhD studies focus on ” leadership style during economic crisis 2019-2020 in Lebanese private sector”, accordingly with the supervision of Mr. Ibrahim Maroun I developed my thesis
[2]-“Lebanon sinking into one of the most severe global crises episodes “, Al-Saeed. Ashraf, the world bank, Washington, June 1, 2021, p.1.
[3]– “Lebanon’s private sector economy shrinks as cash availability dwindles”, Rahman. Fared, the national news, July 5, 2021.
[4]– “National debt from 2010 to 2020”, O’Neill. Aaron, Statista, Jun 8, 2021.
[5]– “As Lebanon’s crisis deepens, lines for fuel grow, and food and medicine are scared “, Hubbard. Ben, the New York times, July 5, 2021.
[6]– Will Kenton, Financial crisis, Investopedia, April 23, 2021.
[7]–Tejvan Pettinger ,types of economic crisis , economics help , July 17 , 2010.
[8]-United Nations Department of Economic and Social Affairs Social Inclusion, February 8, 2011.
[9]– George Robert Terry, Principles of Management, R. D, Irwin Publisher, USA, California, 1977, p.110.
[10] -Peter F. Drucker, The Practice of Management, Harper Business (Collins publishers), USA, New York, 2006, p.55.
[11]– Manley H. Jones, Executive Decision Making, Irwin publishers, USA, California, 1969, p. 95.
[12]– Robinson Bennett, A Typology of Deviant Workplace Behaviors: A Multidimensional Scaling Study
1995, p. 45.
[13] -Robinson, Greenberg, Employees behaving badly: Dimensions, determinants and dilemmas in the study of workplace deviance ,1998, p.24.
[14] -Appelbaum et al, The relationship of ethical climate to deviant workplace behaviour, Emerald, 2005, p.4.
[15] -Peter Raynor, understanding community penalties, open university press, Philadelphia, 2002, p.16.
[16]– Bernard Burnes and Rachael Pope, Negative behaviours in the workplace, University of Manchester, 2001, p.285.
[17]– Business jargon.com, what is family business, November 10, 2021.
[18]– John R. Kimberly, Behavioral and policy association, university of Pennsylvania, 2008, p.5.
