EFFECTIVENESS OF EMPLOYEE MOTIVATION IN THE HOSPITALITY SECTOR UNDER CONTEMPORARY CONDITIONS

Liudmyla Tranchenko; Hanna Chepurdа

doi:10.32782/2708-4949.2(20).2026.24

Liudmyla Tranchenko Uman National University https://orcid.org/0000-0003-0900-5484
Hanna Chepurdа Cherkasy State Technological University https://orcid.org/0000-0001-6273-4534

DOI: https://doi.org/10.32782/2708-4949.2(20).2026.24

Keywords: labor stimulation, human resource management, hospitality sector, hotel business, socionics, personality type, motivation, personalization, staff turnover

Abstract

Labor stimulation is a key element of human resource management in hospitality organizations, where the quality of service directly depends on employee engagement. Despite active interest in the topic of motivation in both domestic and international research, the specifics of the hotel industry remain insufficiently explored; in particular, there is a noticeable lack of interdisciplinary studies that integrate managerial, psychological, and socionic approaches. The relevance of the issue is reinforced by industry-specific challenges such as staff shortages and high turnover rates. The aim of the study is to identify optimal forms and tools of labor stimulation, taking into account the personal characteristics of hotel employees: objective (gender, age, marital status, work experience) and subjective (personality type according to socionics). The methods applied include surveys, data analysis, and generalization. The results confirm the proposed hypothesis: personalized stimulation programs, aligned with employees’ demographic and typological profiles, increase motivation and employment stability. Based on empirical data, a conceptual model of personnel segmentation and selection of a “portfolio of incentives” is proposed: a combination of material (allowances, service quality bonuses, guest feedback rewards) and non-material tools (recognition and public feedback, individualized training and career development paths, mentoring, flexible schedules, participation in decision-making, and expanded areas of responsibility). The practical significance lies in the development of a step-by-step algorithm: diagnostic survey → employee profiling → selection and testing of incentive sets → regular evaluation of effectiveness and adjustment. The limitations of the study are determined by the sample context and cross-sectional design; prospects for further research include expanding the geography and types of hospitality facilities, conducting longitudinal studies, and testing the model in different organizational cultures.

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