CURRENT ASPECTS OF PERSONNEL MOTIVATION IN THE HOTEL AND RESTAURANT SECTOR OF UKRAINE

Abstract

The article explores the current aspects of employee motivation in Ukraine’s hotel and restaurant sector under conditions of social, economic, and technological uncertainty caused by martial law, large-scale population migration, a shortage of qualified personnel, and rapid digitalisation. Employee motivation in the hospitality industry serves as a key factor in ensuring productivity, service quality, workforce stability, and the competitiveness of enterprises. The features of modern approaches to staff motivation in the hotel and restaurant sector of Ukraine were studied, effective methods of stimulation were identified, and innovative solutions adapted to today's challenges were substantiated. Within the framework of the research, motivational methods have been classified into five categories: financial incentives, non-financial incentives, indirect methods, elimination of demotivating factors, and disciplinary measures. Their effectiveness has been analysed taking into account corporate culture, the age structure of personnel, and the specific features of labour processes. The study applies classical motivational theories (A. Maslow, V. Vroom, F. Herzberg, J. Adams, M. Seligman) as well as generational theory (X, Y, Z), which makes it possible to consider the social and value-based differences among employees. Particular attention is paid to innovative approaches to motivation, including flexible work models, digital gamification, personalised development programs, mental health support, transparent bonus systems, and employee participation in decision-making. The SWOT assessment of motivation strategies within hospitality enterprises highlighted key tendencies, including the enhanced significance of non-financial motivators, the prioritisation of emotional stability, intensified attention to professional development and career progression, the institutionalisation of KPI-linked compensation mechanisms, the integration of new social groups, and the increasing utilisation of digital human resource tools. The study substantiates that wages remain a fundamental motivator, especially under inflationary conditions; however, an effective motivational system should combine both financial and non-financial stimuli, be flexible, transparent, and socially sensitive. Effective management of employee motivation in the hotel and restaurant business represents a strategic resource that ensures resilience, operational efficiency, and sustainable development of hospitality enterprises.