Balanced Scorecard (BSC) has become an acceptable performance measurement tool in the service sector as it integrates financial and non-financial aspects of performance. The purpose of this paper is to present an empirical model for adopting BSC as a tool for measuringperformance in hotels. 120 questionnaire forms were distributed to hotels managers in randomly sampled four-star and five-star hotels. Collected data was analyzed using the Statistical Package for Social Sciences (SPSS) version 20. Additionally, an in-depth interview was conducted with the assistant general manager of a hotel that adopts the BSC to provide a deep understanding of BSC implementation. The empirical findings showed that it is applicable to apply the four main perspectives of the BSC in hotels, as their main requirements were available in the investigated hotels. The results of interview suggest integrating an additional perspective, i.e. environmental perspective. Based on these findings, the researchers proposed an empirical model for implementing BSC in hotels. This model incorporates five major perspectives: financial perspective, customer perspective, internal process perspective, environmental perspective, and learning and growth perspective.