Improving the motivational mechanism of personnel management in the hospitality industry

Abstract

Abstract. The article addresses the improvement of the motivational mechanism of personnel management in hospitality enterprises. A structural model of the motivational mechanism integrating four components is proposed: goal-setting (alignment of individual and organizational objectives), incentive (material and non-material stimuli), procedural (evaluation criteria and reward distribution), and informational (feedback and communication). Based on self-determination theory, the job demands-resources model, and psychological contract theory, a critical assessment of classical motivation theories regarding their applicability to the emotionally intensive service industry is conducted. The industry-specific factors that distort standard motivational models are analyzed: emotional labour, non-standard work schedules, seasonality, and dual income structure (wages plus tips). Seven systemic dysfunctions of motivational mechanisms in hospitality are identified: compensation gap, recognition gap, development gap, autonomy gap, meaning gap, equity gap, and psychological contract gap. The cumulative and mutually reinforcing nature of these dysfunctions is substantiated. A comparative analysis of motivational practices of international hotel chains (Hilton, Marriott, Accor, Ritz-Carlton) and motivation models across different countries (Scandinavian, American, Asian) is conducted. A three-stage author’s model for improving the motivational mechanism for Ukrainian small and medium-sized hospitality businesses is developed, taking into account the wartime context, labor shortages, and European integration prospects. It is proven that non-material motivation is effective only when the compensation gap is addressed, while measured empowerment and procedural transparency are the most realistic tools for resource-constrained enterprises.