Motivational Perceptions and Key Factors in Hospitality Employees: a Quali-Quanti Study

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Despite its economic importance, the industry faces criticism for precarious working conditions, including long hours, low wages, and job insecurity, leading to high employee turnover rates. This turnover adversely affects service quality, highlighting the need to address factors influencing employee retention and satisfaction. This study examines key motivational factors in the hospitality industry and their impact on job satisfaction and turnover intentions. Research shows that job satisfaction is critical for reducing turnover, with motivated employees more likely to remain with their employers. Both intrinsic and extrinsic motivations are essential, and managers can enhance these by offering training, career advancement, and recognition. A mixed-method approach, combining qualitative interviews and quantitative surveys, was used to identify primary motivational factors. Interviews with hospitality employees revealed that career progression and recognition are highly valued. Quantitative analysis supports these findings, emphasizing the importance of flexible working conditions and good interpersonal relationships. The results underscore the need for companies to prioritize employee value through fair compensation, work-life balance, and autonomy. Additionally, innovation and creativity emerged as significant motivational factors. The study provides actionable insights for improving employee retention and service quality in the hospitality sector, suggesting future research on the role of innovation in talent retention. Employee Motivation Job Satisfaction Career Progression Flexibility Hospitality Industry Mixed Methodology 1 Introduction The hospitality industry plays a pivotal role in the global economy, especially in regions with significant tourism activity. In Portugal, this sector significantly contributes to the country's GDP, highlighting its importance to the national economy [ 1 ]. The industry encompasses various services, including accommodation, event organization, dining, tourist transportation, and cruises, all of which demand a workforce capable of providing high-quality service with discretion and responsiveness [ 2 ], [ 3 ]. Despite its economic contributions and potential to create numerous job opportunities, the hospitality industry often faces criticism for precarious working conditions. These conditions, characterized by long hours, low wages, and job insecurity, lead to high turnover rates, posing significant challenges for companies in retaining skilled talent [ 4 ], [ 5 ], [ 6 ], [ 7 ]. High turnover rates can adversely affect service quality, making it essential to understand and address the factors influencing employee retention and satisfaction. Research consistently shows that job satisfaction is crucial in reducing turnover intentions. Satisfied employees are more likely to stay with their employer, which is vital in the hospitality industry, where service quality is directly linked to employee satisfaction [ 7 ], [ 8 ], [ 9 ], [ 10 ]. Therefore, identifying and enhancing the factors that drive employee motivation is essential for improving job satisfaction and reducing turnover. Employee motivation in the workplace can be both intrinsic and extrinsic. Intrinsic motivation involves engaging in activities for inherent satisfaction, while extrinsic motivation involves performing tasks to achieve rewards or recognition [ 11 ], [ 12 ]. Managers play a crucial role in fostering both types of motivation by encouraging employee development through training, offering career progression opportunities, and recognizing achievements [ 13 ], [ 14 ]. Moreover, employee turnover is often a cognitive response to unfavorable working conditions. When employees perceive their work environment as unsatisfactory, they are more likely to seek better opportunities elsewhere [ 15 ], [ 16 ]. To mitigate turnover, companies must prioritize employee value through fair compensation, work-life balance, and providing autonomy in their roles [ 7 ]. Commitment and engagement are also crucial, as motivated and committed employees tend to exhibit higher performance and loyalty to the organization [ 17 ]. Given the critical role of employee motivation in the hospitality industry, this study aims to identify the key motivational factors within this context. By examining both intrinsic and extrinsic motivational factors and their impact on job satisfaction and turnover intentions, the research seeks to provide actionable insights for improving employee retention and enhancing service quality in the hospitality sector. 2 Literature Review The hospitality industry encompasses a wide range of services, including accommodation, event organization, dining, tourist transportation, and cruises. This industry is characterized by its capacity to swiftly respond to client needs with a high level of discretion [ 2 ], [ 3 ]. Despite generating numerous job opportunities across various specializations, the industry often faces criticism for its precarious working conditions, such as long hours, low wages, and job insecurity. These conditions contribute to high turnover rates, presenting significant challenges for companies in retaining skilled talent [ 4 ], [ 5 ], [ 6 ], [ 7 ]. Several studies highlight the impact of job satisfaction on reducing turnover intentions [ 7 ], [ 8 ], [ 9 ], [ 10 ]. Satisfied employees are less likely to leave their jobs, which is crucial in the hospitality industry where the quality of service is directly linked to employee satisfaction [ 18 ], [ 19 ]. Therefore, understanding and improving employee motivation is essential for enhancing job satisfaction and reducing turnover. Motivation in the workplace can be both intrinsic and extrinsic. Intrinsic motivation refers to performing an activity for its inherent satisfaction, while extrinsic motivation involves performing an activity to achieve a separable outcome, such as rewards or recognition [ 11 ], [ 12 ]. Managers play a pivotal role in fostering both types of motivation among employees. Encouraging employee development through training, career progression opportunities, and recognizing achievements are vital strategies for enhancing motivation [ 13 ], [ 14 ]. The concept of employee motivation has been explored extensively in the field of organizational behavior and human resource management, particularly in service industries like hospitality, where turnover rates tend to be high due to demanding working conditions. Rožman et al. [ 20 ] developed a comprehensive motivational scale that has been widely used to measure both intrinsic and extrinsic factors that influence employee satisfaction and performance. Their research highlights the importance of recognizing diverse motivational drivers, including flexibility in the workplace, career progression opportunities, and recognition from supervisors. In the context of the hospitality industry, these factors are particularly important, as the nature of work can lead to burnout and disengagement if not properly managed. Moreover, the study by Rožman et al. [ 20 ] is instrumental in understanding how different motivational factors contribute to job satisfaction and retention. Their 15-item motivational scale, used in the present study, focuses on dimensions such as workplace flexibility, praise from supervisors, and opportunities for career growth, all of which are directly linked to lower turnover rates. The inclusion of this scale provides a validated measure that complements qualitative insights obtained through employee interviews. In addition to Rožman et al., other studies have also emphasized the critical role of job satisfaction in employee retention. For example, research by [ 8 ] applies Herzberg's Two-Factor Motivation-Hygiene Theory to the hospitality industry, arguing that both motivating factors (e.g., recognition, growth) and hygiene factors (e.g., working conditions, salary) are necessary to prevent turnover. This aligns with the findings of Rožman et al. [ 20 ] in that recognizing employees' contributions and offering flexibility are pivotal in maintaining a motivated workforce. Moreover, employee turnover is often a cognitive response to unfavorable working conditions. When employees perceive their work environment as unsatisfactory, they are likely to seek better opportunities elsewhere [ 15 ], [ 16 ]. To mitigate turnover, companies must prioritize employee value through fair compensation, work-life balance, and providing autonomy in their roles [ 7 ]. Commitment and engagement are also crucial, as motivated and committed employees tend to exhibit higher levels of performance and loyalty to the organization [ 17 ]. Considering these studies, it becomes evident that employee motivation is a complex and multifaceted construct that must be addressed holistically. Hospitality managers must therefore create an environment that balances both intrinsic and extrinsic motivators, as well as providing career development opportunities and fostering a culture of recognition and respect [ 7 ], [ 13 ]. Understanding these factors is essential for developing strategies to enhance job satisfaction, reduce turnover, and improve service quality. This literature review highlights the importance of using validated tools, like the Rožman et al. motivational scale, to comprehensively assess employee motivation, especially in high-turnover industries like hospitality. 3 Methodology and Data Analysis The present article adopts a mixed methodology, combining qualitative and quantitative approaches to assess worker motivation in the hospitality industry. The qualitative study aims to understand how motivation is perceived by employees in the hospitality industry and to determine its impact on worker performance. The central research question is: “How is motivation perceived by employees in the hospitality industry?” To answer this research question, semi-structured interviews were conducted, a method that allows flexibility in presenting questions and enriches the research with additional insights from the interviewees [ 19 ]. The interviews covered the following questions: Q1: Among the following factors (Flexibility, Career, Progression, Status, Diverse Progression), rank them in order of importance; Q2: How do you perceive motivation in the hospitality industry?; Q3: Do you believe that motivation impacts (positively or negatively) the performance of employees in the hospitality industry?; and Q4: Do you think there is any factor not mentioned in the research that could be crucial for employee motivation in the hospitality industry? The interviews were conducted with hospitality industry workers, with a balanced gender sample, aged between 29 and 44 years. These interviews were conducted in person, with an average duration of 30 minutes, in May and June 2024. All six interviewees consented to the recording of information, ensuring their personal and professional privacy. Content analysis was then carried out to evaluate the main motivational factors identified in the literature review, namely flexibility, career, progression, status, and diverse progression. Regarding the quantitative methodology, the main objective was to measure the key motivational factors for current and potential workers in the hospitality industry. The survey is intended for both present employees and those who hope to work in the hotel industry in the future, as stated in the questionnaire's introduction. A survey questionnaire was administered that included sociodemographic questions (gender, age, field of study, and education) and a 15-item motivation scale by Rožman et al. [ 20 ] rated on a 5-point Likert scale. The questionnaire underwent a pre-test phase involving 10 respondents, which refined the Likert scale statements. To gather data, the questionnaire was distributed online via email and social media platforms from April to May 2024 and a sample of 413 respondents was obtained. The analysis used principal component analysis for the 15 statements, applying varimax rotation. Additionally, the Kaiser-Meyer-Olkin (KMO) test and Bartlett’s test of sphericity were conducted to confirm the factorability and adequacy of the analysis. 4 Results 4.1 Qualitative analysis Semi-structured interviews were conducted with six individuals, three female and three male, who are employees of the hospitality industry in the city of Porto. In the analysis of the content of the responses, the first conclusion to be drawn focuses on the ranking of motivational factors by importance. It was found that all interviewees consider the "progression factor" to be the most important, followed by the "career factor," with four individuals confirming this choice. The motivation factor encourages employees to develop their potential, which is beneficial both for them and for the companies. This leads to the improvement of their skills and, as a result, career progression [ 13 ]. Table 1 Importance Level of Motivational Factors Interviewees Flexibility Career Progression Status Diversified Progression Helena P 2 3 1 5 4 Bruno M 3 2 1 4 5 Marta M 2 3 1 5 4 Fernando P 4 2 1 3 5 João M 5 2 1 3 4 Tânia M 3 2 1 5 4 Source: Own elaboration. In the analysis of Q2, the interviewees mention that motivation is perceived as "the conditions offered to the employee," "a way to compensate them," "to retain them in the company, that is, their talent," and "a way to make the employee work with more pride." Employee motivation, whether intrinsic or extrinsic, triggers their behaviors [ 21 ]. It is also important to mention that the interviewees refer to the issue of talent retention in the company, i.e., avoiding turnover. This aspect is also present in the literature review. Turnover is the cognitive response that an employee has when the working conditions offered by employers are unfavorable, leading them to seek other professional challenges [ 15 ]. To avoid turnover, it is essential that companies effectively value their employees by considering appropriate compensation for the functions performed, providing schedules that allow for work-life balance, and granting autonomy according to the positions held [ 7 ]. The interviewees assert that motivation directly impacts employee performance, which can be positive or negative (responses to Q3), depending on the employees' motivational state. This aligns with the information obtained in the literature review, where the satisfaction of human resources in the hospitality industry is fundamental. The quality of services provided to customers is clearly influenced by the satisfaction that employees feel [ 22 ]. Another aspect highlighted in the analysis of the interviews was whether the interviewees identified any factors important for employee motivation in the hospitality industry that were not mentioned in the study (Q4). The responses emphasized "work-life balance," "new ways of doing things, i.e., innovation," "freedom to create," and "creativity." It is important to note that motivation is dynamic, and other factors gain importance that industry entrepreneurs cannot overlook. Here, we find something new worth mentioning: hospitality industry employees want to innovate and use their creativity. These results are in line with the literature, which indicates that in addition to addressing motivation-related components, it is also important to work on the relationship of commitment with the employee, so that they feel beneficial effects [ 17 ]. 4.2 Quantitative analysis Female participants make up 60.8% of the sample, followed by male participants (37.5%). The respondents' average age is 32.32 years old. When it comes to educational background, the majority (40.9%) have finished secondary school, and the next largest group (36.3%) holds a bachelor's degree. Of those surveyed, a sizable majority (60.2%) had training related to the hotel sector, while 39.8% had not. Furthermore, 53.7% of participants are actively employed in the hotel industry, while 46.3% are not. Table 2 Sample description and the linkage (training and work) in the hotel industry (n = 413) Variable Description % Gender Female 60.8 Male 37.5 Other 1.7 Age* Age 32.32 Academic qualifications Elementary studies 13.8 Secondary studies 40.9 Bachelor 36.3 Master 9.0 Do you have any training in the hotel industry? Yes 60.2 No 39.8 Are you working in any area of ​​the hotel industry? Yes 53.7 No 46.3 Source: Own elaboration. Note:* For the age variable, the average was applied. The table displays the findings of a factorial analysis performed on the items of the motivation scale that were modified from Rožman et al. [ 20 ]. Due to factor loadings below 0.6, two statements—that is, equal treatment for workers of the same age (S12) and higher salary (S1)—were eliminated. The greatest difference was explained by the component that stood out the most: recognition and flexibility. This category encompassed statements about workplace flexibility, work-from-home choices, boss praise, and work tempo. This emphasizes how crucial it is to value workers' contributions and offer flexible work schedules. Another important component is career development opportunities, which highlight the importance of training, independence, and career advancement for employees. Workplace relationship: this factor underscores the importance of respect, cooperation, and interpersonal ties among employees. Although job variety is significant, it only accounts for a tiny percentage of the variance, indicating that although varied work is appreciated, it may not be given the same priority by everybody. Table 3 Description of level of agreement regarding the motivation factors in industrial sector and Factorial Analysis Statement Recognition and Flexibility Career Development Opportunities Workplace Relationships Job Variety Mean S3: Praise from the employer for good work. 0.874 4.34 S7: The possibility to work at my own pace 0.854 3.76 S8: The possibility to work from home 0.716 2.41 S15: Cooperation among professionals of different ages, reducing workload at the workplace 0.739 4,29 S9: The possibility of extended vacations 0.629 3.26 S4: The possibility of flexibility at the workplace 0.716 4.35 S5: Possibility of training and education 0.807 4.38 S6: The possibility of autonomy at work 0.797 4.35 S11: The possibility of career progression 0.686 4.46 S2: Good interpersonal relationships at the workplace 0.806 4.67 S14: The possibility of cooperation with other workers and the impact on work 0.723 4.30 S13: Respect among workers 0.667 4.78 S10: The possibility of diversified work 0.907 3.97 Eigenvalues/Rotation Sums Squared Loadings 5.182 1.933 1.316 1.160 Variance (%) 32.102 14.783 10.120 9.926 Kaiser-Meyer-Olkin Measure of Sampling Adequacy 0.852 Bartlett (sig.) 1975.651 (0.000)*** Source: Own elaboration. Notes: significant at: *** p < 0.01 level. 5 Discussion and Conclusions The results of this study confirm the insights presented in the literature review, emphasizing that motivation plays a crucial role in encouraging employees to develop their potential, which benefits both individuals and organizations [ 13 ]. Enhanced skills often lead to career progression, which was identified as the most important motivational factor by the interviewees. This aligns with the findings that career development opportunities are essential for maintaining a motivated workforce. Motivation, whether intrinsic or extrinsic, triggers employee behaviors [ 21 ]. It can lead to either job satisfaction and retention or dissatisfaction and turnover. The study underscores the need to address both types of motivation, with managers playing a pivotal role by providing training, career advancement, and recognition. Moreover, the importance of commitment is highlighted, as employees who feel valued and engaged exhibit higher performance and loyalty to their organization. Given the hospitality industry's service-oriented nature, employee motivation is particularly visible to clients, making it crucial for maintaining service quality. The qualitative interviews revealed that employees highly value factors like career progression, recognition, and flexibility. Additionally, new dimensions such as work-life balance, innovation, and the freedom to create emerged as significant motivational factors, indicating a shift in employee expectations [ 17 ]. These findings are consistent with quantitative data, which identified recognition and flexibility as the most influential factors in fostering a motivated and committed workforce. This study provides valuable insights into the motivational perceptions of hospitality employees, highlighting key factors that influence job satisfaction and turnover intentions. By combining qualitative and quantitative approaches, the research presents a comprehensive understanding of these factors. Key findings indicate that career progression, recognition, and flexibility are paramount in motivating hospitality employees. Managers should prioritize these elements to enhance job satisfaction and retention. Furthermore, fostering a culture of innovation and creativity can further motivate employees, contributing to improved service quality and organizational performance. Newly identified variables such as work-life balance, innovation, and the freedom to create, although not extensively covered in the existing literature, show significant positive contributions. These factors should be explored further as they are increasingly important to employees. This paper has some limitations, despite the fact that it offers an interesting approach (using a mix method) in the context of hospitality employees. For example, the persons interviewed sample size stands out in the context of qualitative analysis since it is insufficient to achieve data saturation. The constraint might be addressed in further studies by conducting more interviews. In the quantitative analysis, we verify other limitation in scope of that 46.3% of respondents indicated that they do not now work in the hotel sector, despite, they do plan to do so in the future. Furthermore, the surveys were conducted online that did not insured supervision and interaction. In this context, to overcome these constraints and to reflect a wider understanding of the industry, future research in this area could filter the answers exclusively for respondents who have worked in the hotel industry for at least three years and preferably in the questionnaire, ask a contact to control the responses in the random way. Future research also should delve deeper into understanding how innovation and creativity can be leveraged as tools for talent retention in the hospitality industry. Given the current emphasis on talent retention, exploring these aspects could provide actionable insights for enhancing employee engagement and reducing turnover in the sector. Declarations Ethics The research was ethically approved by the Ethics Committee of ISAG – European Business School. Prior to participation, all participants were duly informed of their rights and responsibilities and provided explicit written consent. The study was conducted in agreement with the guidelines governing research involving human participants, as outlined by the Ethics Committee of ISAG – European Business School. Informed Consent Informed Consent was obtained from all the participants involved in the study. Author Contribution Rafael Brandão was responsible for constructing the methodology and collecting the data. Elvira Vieira and Bruno Miguel Vieira conducted the literature review. Ana Pinto Borges performed the data analysis. Rafael Brandão drafted the conclusion. All authors contributed to the review and final approval of the manuscript. Acknowledgement This work was supported by national funds through FCT/MCTES (PIDDAC): UNIAG, UIDB/04752/2020 (DOI 10.54499/UIDB/04752/2020) and UIDP/04752/2020 (DOI 10.54499/UIDP/04752/2020). Data Availability The datasets generated during and/or analysed during the current study are available from the corresponding author on reasonable request. References Turismo de, Portugal. 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Also discoverable on Platform About Our Team In Review Editorial Policies Advisory Board Help Center Resources Author Services Accessibility API Access RSS feed Manage Cookie Preferences © Research Square 2026 | ISSN 2693-5015 (online) Privacy Policy Terms of Service Do Not Sell My Personal Information {"props":{"pageProps":{"initialData":{"identity":"rs-5649218","acceptedTermsAndConditions":true,"allowDirectSubmit":false,"archivedVersions":[],"articleType":"Research Article","associatedPublications":[],"authors":[{"id":471410253,"identity":"f6ba739c-8854-44f5-b138-6036c3392b24","order_by":0,"name":"Rafael Brandão","email":"","orcid":"","institution":"ISAG—European Business School, Porto, Portugal; Research Centre in Business Sciences and Tourism (CICET—FCVC), Porto, Portugal","correspondingAuthor":false,"prefix":"","firstName":"Rafael","middleName":"","lastName":"Brandão","suffix":""},{"id":471410255,"identity":"67e01576-70e6-425f-a15a-a7137cd3f1fe","order_by":1,"name":"Elvira Vieira","email":"","orcid":"","institution":"Applied Management Research Unit (UNIAG), Instituto Politécnico de Bragança, Bragança, Portugal; IPVC—Polytechnic Institute of Viana do Castelo, Viana do Castelo, Portugal;","correspondingAuthor":false,"prefix":"","firstName":"Elvira","middleName":"","lastName":"Vieira","suffix":""},{"id":471410259,"identity":"a070b555-2575-42cd-a8c9-da85eda29f35","order_by":2,"name":"Ana Pinto Borges","email":"data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAZAAAAAyAQMAAABI0h/eAAAABlBMVEX///8AAABVwtN+AAAACXBIWXMAAA7EAAAOxAGVKw4bAAAAz0lEQVRIiWNgGAWjYHACNgjF3thAqhaegxAtPMRrkUhgIE4L/+zmZw8+7qmVk5/5uPnDj18MefaEtEjcOWZuOOPZcWOD24ltkr19DMWEHXYjwUya58CxxA3SiW0MvD0MiT2EdMjfSP8G0lI/f+bB5o9/idFicCMHZEtNAsMNxgZpnh9EaDG8kVNuOOPAAcMNZxLbpGUbJIp5DhDQIncjfduDDwfq5OXbjz/++OaPTR57AyFrIOAwhGJsg8UOYVAHpf8wEK1lFIyCUTAKRg4AAAdCRhbOjDy8AAAAAElFTkSuQmCC","orcid":"","institution":"ISAG—European Business School, Porto, Portugal; Research Centre in Business Sciences and Tourism (CICET—FCVC), Porto, Portugal","correspondingAuthor":true,"prefix":"","firstName":"Ana","middleName":"Pinto","lastName":"Borges","suffix":""},{"id":471410261,"identity":"42d28b2a-7a12-4a2d-a488-b53044c4458f","order_by":3,"name":"Bruno Miguel Vieira","email":"","orcid":"","institution":"ISAG—European Business School, Porto, Portugal; Research Centre in Business Sciences and Tourism (CICET—FCVC), Porto, Portugal","correspondingAuthor":false,"prefix":"","firstName":"Bruno","middleName":"Miguel","lastName":"Vieira","suffix":""}],"badges":[],"createdAt":"2024-12-15 20:53:12","currentVersionCode":1,"declarations":"","doi":"10.21203/rs.3.rs-5649218/v1","doiUrl":"https://doi.org/10.21203/rs.3.rs-5649218/v1","draftVersion":[],"editorialEvents":[],"editorialNote":"","failedWorkflow":false,"files":[{"id":84681530,"identity":"d4d30391-e0cd-478c-a242-40de6818586b","added_by":"auto","created_at":"2025-06-16 08:25:37","extension":"pdf","order_by":0,"title":"","display":"","copyAsset":false,"role":"manuscript-pdf","size":777644,"visible":true,"origin":"","legend":"","description":"","filename":"manuscript.pdf","url":"https://assets-eu.researchsquare.com/files/rs-5649218/v1/e64c7352-1146-481d-add9-341e02db3e88.pdf"}],"financialInterests":"No competing interests reported.","formattedTitle":"Motivational Perceptions and Key Factors in Hospitality Employees: a Quali-Quanti Study","fulltext":[{"header":"1 Introduction","content":"\u003cp\u003eThe hospitality industry plays a pivotal role in the global economy, especially in regions with significant tourism activity. In Portugal, this sector significantly contributes to the country's GDP, highlighting its importance to the national economy [\u003cspan citationid=\"CR1\" class=\"CitationRef\"\u003e1\u003c/span\u003e]. The industry encompasses various services, including accommodation, event organization, dining, tourist transportation, and cruises, all of which demand a workforce capable of providing high-quality service with discretion and responsiveness [\u003cspan citationid=\"CR2\" class=\"CitationRef\"\u003e2\u003c/span\u003e], [\u003cspan citationid=\"CR3\" class=\"CitationRef\"\u003e3\u003c/span\u003e].\u003c/p\u003e \u003cp\u003eDespite its economic contributions and potential to create numerous job opportunities, the hospitality industry often faces criticism for precarious working conditions. These conditions, characterized by long hours, low wages, and job insecurity, lead to high turnover rates, posing significant challenges for companies in retaining skilled talent [\u003cspan citationid=\"CR4\" class=\"CitationRef\"\u003e4\u003c/span\u003e], [\u003cspan citationid=\"CR5\" class=\"CitationRef\"\u003e5\u003c/span\u003e], [\u003cspan citationid=\"CR6\" class=\"CitationRef\"\u003e6\u003c/span\u003e], [\u003cspan citationid=\"CR7\" class=\"CitationRef\"\u003e7\u003c/span\u003e]. High turnover rates can adversely affect service quality, making it essential to understand and address the factors influencing employee retention and satisfaction.\u003c/p\u003e \u003cp\u003eResearch consistently shows that job satisfaction is crucial in reducing turnover intentions. Satisfied employees are more likely to stay with their employer, which is vital in the hospitality industry, where service quality is directly linked to employee satisfaction [\u003cspan citationid=\"CR7\" class=\"CitationRef\"\u003e7\u003c/span\u003e], [\u003cspan citationid=\"CR8\" class=\"CitationRef\"\u003e8\u003c/span\u003e], [\u003cspan citationid=\"CR9\" class=\"CitationRef\"\u003e9\u003c/span\u003e], [\u003cspan citationid=\"CR10\" class=\"CitationRef\"\u003e10\u003c/span\u003e]. Therefore, identifying and enhancing the factors that drive employee motivation is essential for improving job satisfaction and reducing turnover.\u003c/p\u003e \u003cp\u003eEmployee motivation in the workplace can be both intrinsic and extrinsic. Intrinsic motivation involves engaging in activities for inherent satisfaction, while extrinsic motivation involves performing tasks to achieve rewards or recognition [\u003cspan citationid=\"CR11\" class=\"CitationRef\"\u003e11\u003c/span\u003e], [\u003cspan citationid=\"CR12\" class=\"CitationRef\"\u003e12\u003c/span\u003e]. Managers play a crucial role in fostering both types of motivation by encouraging employee development through training, offering career progression opportunities, and recognizing achievements [\u003cspan citationid=\"CR13\" class=\"CitationRef\"\u003e13\u003c/span\u003e], [\u003cspan citationid=\"CR14\" class=\"CitationRef\"\u003e14\u003c/span\u003e].\u003c/p\u003e \u003cp\u003eMoreover, employee turnover is often a cognitive response to unfavorable working conditions. When employees perceive their work environment as unsatisfactory, they are more likely to seek better opportunities elsewhere [\u003cspan citationid=\"CR15\" class=\"CitationRef\"\u003e15\u003c/span\u003e], [\u003cspan citationid=\"CR16\" class=\"CitationRef\"\u003e16\u003c/span\u003e]. To mitigate turnover, companies must prioritize employee value through fair compensation, work-life balance, and providing autonomy in their roles [\u003cspan citationid=\"CR7\" class=\"CitationRef\"\u003e7\u003c/span\u003e]. Commitment and engagement are also crucial, as motivated and committed employees tend to exhibit higher performance and loyalty to the organization [\u003cspan citationid=\"CR17\" class=\"CitationRef\"\u003e17\u003c/span\u003e].\u003c/p\u003e \u003cp\u003eGiven the critical role of employee motivation in the hospitality industry, this study aims to identify the key motivational factors within this context. By examining both intrinsic and extrinsic motivational factors and their impact on job satisfaction and turnover intentions, the research seeks to provide actionable insights for improving employee retention and enhancing service quality in the hospitality sector.\u003c/p\u003e"},{"header":"2 Literature Review","content":"\u003cp\u003eThe hospitality industry encompasses a wide range of services, including accommodation, event organization, dining, tourist transportation, and cruises. This industry is characterized by its capacity to swiftly respond to client needs with a high level of discretion [\u003cspan citationid=\"CR2\" class=\"CitationRef\"\u003e2\u003c/span\u003e], [\u003cspan citationid=\"CR3\" class=\"CitationRef\"\u003e3\u003c/span\u003e]. Despite generating numerous job opportunities across various specializations, the industry often faces criticism for its precarious working conditions, such as long hours, low wages, and job insecurity. These conditions contribute to high turnover rates, presenting significant challenges for companies in retaining skilled talent [\u003cspan citationid=\"CR4\" class=\"CitationRef\"\u003e4\u003c/span\u003e], [\u003cspan citationid=\"CR5\" class=\"CitationRef\"\u003e5\u003c/span\u003e], [\u003cspan citationid=\"CR6\" class=\"CitationRef\"\u003e6\u003c/span\u003e], [\u003cspan citationid=\"CR7\" class=\"CitationRef\"\u003e7\u003c/span\u003e].\u003c/p\u003e \u003cp\u003eSeveral studies highlight the impact of job satisfaction on reducing turnover intentions [\u003cspan citationid=\"CR7\" class=\"CitationRef\"\u003e7\u003c/span\u003e], [\u003cspan citationid=\"CR8\" class=\"CitationRef\"\u003e8\u003c/span\u003e], [\u003cspan citationid=\"CR9\" class=\"CitationRef\"\u003e9\u003c/span\u003e], [\u003cspan citationid=\"CR10\" class=\"CitationRef\"\u003e10\u003c/span\u003e]. Satisfied employees are less likely to leave their jobs, which is crucial in the hospitality industry where the quality of service is directly linked to employee satisfaction [\u003cspan citationid=\"CR18\" class=\"CitationRef\"\u003e18\u003c/span\u003e], [\u003cspan citationid=\"CR19\" class=\"CitationRef\"\u003e19\u003c/span\u003e]. Therefore, understanding and improving employee motivation is essential for enhancing job satisfaction and reducing turnover.\u003c/p\u003e \u003cp\u003eMotivation in the workplace can be both intrinsic and extrinsic. Intrinsic motivation refers to performing an activity for its inherent satisfaction, while extrinsic motivation involves performing an activity to achieve a separable outcome, such as rewards or recognition [\u003cspan citationid=\"CR11\" class=\"CitationRef\"\u003e11\u003c/span\u003e], [\u003cspan citationid=\"CR12\" class=\"CitationRef\"\u003e12\u003c/span\u003e]. Managers play a pivotal role in fostering both types of motivation among employees. Encouraging employee development through training, career progression opportunities, and recognizing achievements are vital strategies for enhancing motivation [\u003cspan citationid=\"CR13\" class=\"CitationRef\"\u003e13\u003c/span\u003e], [\u003cspan citationid=\"CR14\" class=\"CitationRef\"\u003e14\u003c/span\u003e].\u003c/p\u003e \u003cp\u003eThe concept of employee motivation has been explored extensively in the field of organizational behavior and human resource management, particularly in service industries like hospitality, where turnover rates tend to be high due to demanding working conditions. Rožman et al. [\u003cspan citationid=\"CR20\" class=\"CitationRef\"\u003e20\u003c/span\u003e] developed a comprehensive motivational scale that has been widely used to measure both intrinsic and extrinsic factors that influence employee satisfaction and performance. Their research highlights the importance of recognizing diverse motivational drivers, including flexibility in the workplace, career progression opportunities, and recognition from supervisors. In the context of the hospitality industry, these factors are particularly important, as the nature of work can lead to burnout and disengagement if not properly managed.\u003c/p\u003e \u003cp\u003eMoreover, the study by Rožman et al. [\u003cspan citationid=\"CR20\" class=\"CitationRef\"\u003e20\u003c/span\u003e] is instrumental in understanding how different motivational factors contribute to job satisfaction and retention. Their 15-item motivational scale, used in the present study, focuses on dimensions such as workplace flexibility, praise from supervisors, and opportunities for career growth, all of which are directly linked to lower turnover rates. The inclusion of this scale provides a validated measure that complements qualitative insights obtained through employee interviews.\u003c/p\u003e \u003cp\u003eIn addition to Rožman et al., other studies have also emphasized the critical role of job satisfaction in employee retention. For example, research by [\u003cspan citationid=\"CR8\" class=\"CitationRef\"\u003e8\u003c/span\u003e] applies Herzberg's Two-Factor Motivation-Hygiene Theory to the hospitality industry, arguing that both motivating factors (e.g., recognition, growth) and hygiene factors (e.g., working conditions, salary) are necessary to prevent turnover. This aligns with the findings of Rožman et al. [\u003cspan citationid=\"CR20\" class=\"CitationRef\"\u003e20\u003c/span\u003e] in that recognizing employees' contributions and offering flexibility are pivotal in maintaining a motivated workforce.\u003c/p\u003e \u003cp\u003eMoreover, employee turnover is often a cognitive response to unfavorable working conditions. When employees perceive their work environment as unsatisfactory, they are likely to seek better opportunities elsewhere [\u003cspan citationid=\"CR15\" class=\"CitationRef\"\u003e15\u003c/span\u003e], [\u003cspan citationid=\"CR16\" class=\"CitationRef\"\u003e16\u003c/span\u003e]. To mitigate turnover, companies must prioritize employee value through fair compensation, work-life balance, and providing autonomy in their roles [\u003cspan citationid=\"CR7\" class=\"CitationRef\"\u003e7\u003c/span\u003e]. Commitment and engagement are also crucial, as motivated and committed employees tend to exhibit higher levels of performance and loyalty to the organization [\u003cspan citationid=\"CR17\" class=\"CitationRef\"\u003e17\u003c/span\u003e].\u003c/p\u003e \u003cp\u003eConsidering these studies, it becomes evident that employee motivation is a complex and multifaceted construct that must be addressed holistically. Hospitality managers must therefore create an environment that balances both intrinsic and extrinsic motivators, as well as providing career development opportunities and fostering a culture of recognition and respect [\u003cspan citationid=\"CR7\" class=\"CitationRef\"\u003e7\u003c/span\u003e], [\u003cspan citationid=\"CR13\" class=\"CitationRef\"\u003e13\u003c/span\u003e]. Understanding these factors is essential for developing strategies to enhance job satisfaction, reduce turnover, and improve service quality. This literature review highlights the importance of using validated tools, like the Rožman et al. motivational scale, to comprehensively assess employee motivation, especially in high-turnover industries like hospitality.\u003c/p\u003e"},{"header":"3 Methodology and Data Analysis","content":"\u003cp\u003eThe present article adopts a mixed methodology, combining qualitative and quantitative approaches to assess worker motivation in the hospitality industry.\u003c/p\u003e \u003cp\u003eThe qualitative study aims to understand how motivation is perceived by employees in the hospitality industry and to determine its impact on worker performance. The central research question is: \u0026ldquo;How is motivation perceived by employees in the hospitality industry?\u0026rdquo; To answer this research question, semi-structured interviews were conducted, a method that allows flexibility in presenting questions and enriches the research with additional insights from the interviewees [\u003cspan citationid=\"CR19\" class=\"CitationRef\"\u003e19\u003c/span\u003e]. The interviews covered the following questions: Q1: Among the following factors (Flexibility, Career, Progression, Status, Diverse Progression), rank them in order of importance; Q2: How do you perceive motivation in the hospitality industry?; Q3: Do you believe that motivation impacts (positively or negatively) the performance of employees in the hospitality industry?; and Q4: Do you think there is any factor not mentioned in the research that could be crucial for employee motivation in the hospitality industry? The interviews were conducted with hospitality industry workers, with a balanced gender sample, aged between 29 and 44 years. These interviews were conducted in person, with an average duration of 30 minutes, in May and June 2024. All six interviewees consented to the recording of information, ensuring their personal and professional privacy. Content analysis was then carried out to evaluate the main motivational factors identified in the literature review, namely flexibility, career, progression, status, and diverse progression.\u003c/p\u003e \u003cp\u003eRegarding the quantitative methodology, the main objective was to measure the key motivational factors for current and potential workers in the hospitality industry. The survey is intended for both present employees and those who hope to work in the hotel industry in the future, as stated in the questionnaire's introduction. A survey questionnaire was administered that included sociodemographic questions (gender, age, field of study, and education) and a 15-item motivation scale by Rožman et al. [\u003cspan citationid=\"CR20\" class=\"CitationRef\"\u003e20\u003c/span\u003e] rated on a 5-point Likert scale. The questionnaire underwent a pre-test phase involving 10 respondents, which refined the Likert scale statements. To gather data, the questionnaire was distributed online via email and social media platforms from April to May 2024 and a sample of 413 respondents was obtained. The analysis used principal component analysis for the 15 statements, applying varimax rotation. Additionally, the Kaiser-Meyer-Olkin (KMO) test and Bartlett\u0026rsquo;s test of sphericity were conducted to confirm the factorability and adequacy of the analysis.\u003c/p\u003e"},{"header":"4 Results","content":"\u003cdiv id=\"Sec5\" class=\"Section2\"\u003e \u003ch2\u003e4.1 Qualitative analysis\u003c/h2\u003e \u003cp\u003eSemi-structured interviews were conducted with six individuals, three female and three male, who are employees of the hospitality industry in the city of Porto. In the analysis of the content of the responses, the first conclusion to be drawn focuses on the ranking of motivational factors by importance. It was found that all interviewees consider the \"progression factor\" to be the most important, followed by the \"career factor,\" with four individuals confirming this choice. The motivation factor encourages employees to develop their potential, which is beneficial both for them and for the companies. This leads to the improvement of their skills and, as a result, career progression [\u003cspan citationid=\"CR13\" class=\"CitationRef\"\u003e13\u003c/span\u003e].\u003c/p\u003e \u003cp\u003e \u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab1\" border=\"1\"\u003e \u003ccaption language=\"En\"\u003e \u003cdiv class=\"CaptionNumber\"\u003eTable 1\u003c/div\u003e \u003cdiv class=\"CaptionContent\"\u003e \u003cp\u003eImportance Level of Motivational Factors\u003c/p\u003e \u003c/div\u003e \u003c/caption\u003e \u003ccolgroup cols=\"6\"\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e \u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e \u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e \u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e \u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c5\" colnum=\"5\"\u003e\u003c/div\u003e \u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c6\" colnum=\"6\"\u003e\u003c/div\u003e \u003cthead\u003e \u003ctr\u003e \u003cth align=\"left\" colname=\"c1\"\u003e \u003cp\u003eInterviewees\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c2\"\u003e \u003cp\u003eFlexibility\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c3\"\u003e \u003cp\u003eCareer\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c4\"\u003e \u003cp\u003eProgression\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c5\"\u003e \u003cp\u003eStatus\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c6\"\u003e \u003cp\u003eDiversified Progression\u003c/p\u003e \u003c/th\u003e \u003c/tr\u003e \u003c/thead\u003e \u003ctbody\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eHelena P\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e \u003cp\u003e2\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e3\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e1\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e \u003cp\u003e5\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c6\"\u003e \u003cp\u003e4\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eBruno M\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e \u003cp\u003e3\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e2\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e1\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e \u003cp\u003e4\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c6\"\u003e \u003cp\u003e5\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eMarta M\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e \u003cp\u003e2\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e3\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e1\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e \u003cp\u003e5\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c6\"\u003e \u003cp\u003e4\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eFernando P\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e \u003cp\u003e4\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e2\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e1\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e \u003cp\u003e3\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c6\"\u003e \u003cp\u003e5\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eJo\u0026atilde;o M\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e \u003cp\u003e5\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e2\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e1\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e \u003cp\u003e3\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c6\"\u003e \u003cp\u003e4\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eT\u0026acirc;nia M\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e \u003cp\u003e3\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e2\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e1\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e \u003cp\u003e5\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c6\"\u003e \u003cp\u003e4\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003c/tbody\u003e \u003c/colgroup\u003e \u003c/table\u003e\u003c/div\u003e \u003c/p\u003e \u003cp\u003eSource: Own elaboration.\u003c/p\u003e \u003cp\u003eIn the analysis of Q2, the interviewees mention that motivation is perceived as \"the conditions offered to the employee,\" \"a way to compensate them,\" \"to retain them in the company, that is, their talent,\" and \"a way to make the employee work with more pride.\" Employee motivation, whether intrinsic or extrinsic, triggers their behaviors [\u003cspan citationid=\"CR21\" class=\"CitationRef\"\u003e21\u003c/span\u003e].\u003c/p\u003e \u003cp\u003eIt is also important to mention that the interviewees refer to the issue of talent retention in the company, i.e., avoiding turnover. This aspect is also present in the literature review. Turnover is the cognitive response that an employee has when the working conditions offered by employers are unfavorable, leading them to seek other professional challenges [\u003cspan citationid=\"CR15\" class=\"CitationRef\"\u003e15\u003c/span\u003e]. To avoid turnover, it is essential that companies effectively value their employees by considering appropriate compensation for the functions performed, providing schedules that allow for work-life balance, and granting autonomy according to the positions held [\u003cspan citationid=\"CR7\" class=\"CitationRef\"\u003e7\u003c/span\u003e].\u003c/p\u003e \u003cp\u003eThe interviewees assert that motivation directly impacts employee performance, which can be positive or negative (responses to Q3), depending on the employees' motivational state. This aligns with the information obtained in the literature review, where the satisfaction of human resources in the hospitality industry is fundamental. The quality of services provided to customers is clearly influenced by the satisfaction that employees feel [\u003cspan citationid=\"CR22\" class=\"CitationRef\"\u003e22\u003c/span\u003e].\u003c/p\u003e \u003cp\u003eAnother aspect highlighted in the analysis of the interviews was whether the interviewees identified any factors important for employee motivation in the hospitality industry that were not mentioned in the study (Q4). The responses emphasized \"work-life balance,\" \"new ways of doing things, i.e., innovation,\" \"freedom to create,\" and \"creativity.\" It is important to note that motivation is dynamic, and other factors gain importance that industry entrepreneurs cannot overlook. Here, we find something new worth mentioning: hospitality industry employees want to innovate and use their creativity. These results are in line with the literature, which indicates that in addition to addressing motivation-related components, it is also important to work on the relationship of commitment with the employee, so that they feel beneficial effects [\u003cspan citationid=\"CR17\" class=\"CitationRef\"\u003e17\u003c/span\u003e].\u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec6\" class=\"Section2\"\u003e \u003ch2\u003e4.2 Quantitative analysis\u003c/h2\u003e \u003cp\u003eFemale participants make up 60.8% of the sample, followed by male participants (37.5%). The respondents' average age is 32.32 years old. When it comes to educational background, the majority (40.9%) have finished secondary school, and the next largest group (36.3%) holds a bachelor's degree. Of those surveyed, a sizable majority (60.2%) had training related to the hotel sector, while 39.8% had not. Furthermore, 53.7% of participants are actively employed in the hotel industry, while 46.3% are not.\u003c/p\u003e \u003cp\u003e \u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab2\" border=\"1\"\u003e \u003ccaption language=\"En\"\u003e \u003cdiv class=\"CaptionNumber\"\u003eTable 2\u003c/div\u003e \u003cdiv class=\"CaptionContent\"\u003e \u003cp\u003eSample description and the linkage (training and work) in the hotel industry (n\u0026thinsp;=\u0026thinsp;413)\u003c/p\u003e \u003c/div\u003e \u003c/caption\u003e \u003ccolgroup cols=\"3\"\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e \u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e \u003cthead\u003e \u003ctr\u003e \u003cth align=\"left\" colname=\"c1\"\u003e \u003cp\u003eVariable\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c2\"\u003e \u003cp\u003eDescription\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c3\"\u003e \u003cp\u003e%\u003c/p\u003e \u003c/th\u003e \u003c/tr\u003e \u003c/thead\u003e \u003ctbody\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\" morerows=\"2\" rowspan=\"3\"\u003e \u003cp\u003eGender\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eFemale\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e60.8\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eMale\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e37.5\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eOther\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e1.7\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eAge*\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eAge\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e32.32\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\" morerows=\"3\" rowspan=\"4\"\u003e \u003cp\u003eAcademic qualifications\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eElementary studies\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e13.8\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eSecondary studies\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e40.9\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eBachelor\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e36.3\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eMaster\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e9.0\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\" morerows=\"1\" rowspan=\"2\"\u003e \u003cp\u003eDo you have any training in the hotel industry?\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eYes\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e60.2\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eNo\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e39.8\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\" morerows=\"1\" rowspan=\"2\"\u003e \u003cp\u003eAre you working in any area of ​​the hotel industry?\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eYes\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e53.7\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eNo\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e46.3\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003c/tbody\u003e \u003c/colgroup\u003e \u003c/table\u003e\u003c/div\u003e \u003c/p\u003e \u003cp\u003eSource: Own elaboration. Note:* For the age variable, the average was applied.\u003c/p\u003e \u003cp\u003eThe table displays the findings of a factorial analysis performed on the items of the motivation scale that were modified from Rožman et al. [\u003cspan citationid=\"CR20\" class=\"CitationRef\"\u003e20\u003c/span\u003e]. Due to factor loadings below 0.6, two statements\u0026mdash;that is, equal treatment for workers of the same age (S12) and higher salary (S1)\u0026mdash;were eliminated. The greatest difference was explained by the component that stood out the most: recognition and flexibility. This category encompassed statements about workplace flexibility, work-from-home choices, boss praise, and work tempo. This emphasizes how crucial it is to value workers' contributions and offer flexible work schedules. Another important component is career development opportunities, which highlight the importance of training, independence, and career advancement for employees. Workplace relationship: this factor underscores the importance of respect, cooperation, and interpersonal ties among employees. Although job variety is significant, it only accounts for a tiny percentage of the variance, indicating that although varied work is appreciated, it may not be given the same priority by everybody.\u003c/p\u003e \u003cp\u003e \u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab3\" border=\"1\"\u003e \u003ccaption language=\"En\"\u003e \u003cdiv class=\"CaptionNumber\"\u003eTable 3\u003c/div\u003e \u003cdiv class=\"CaptionContent\"\u003e \u003cp\u003eDescription of level of agreement regarding the motivation factors in industrial sector and Factorial Analysis\u003c/p\u003e \u003c/div\u003e \u003c/caption\u003e \u003ccolgroup cols=\"7\"\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c5\" colnum=\"5\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c6\" colnum=\"6\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c7\" colnum=\"7\"\u003e\u003c/div\u003e \u003cthead\u003e \u003ctr\u003e \u003cth align=\"left\" colname=\"c1\"\u003e \u003cp\u003eStatement\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c2\"\u003e \u003cp\u003eRecognition and Flexibility\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c3\"\u003e \u003cp\u003eCareer Development Opportunities\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c4\"\u003e \u003cp\u003eWorkplace Relationships\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c5\"\u003e \u003cp\u003eJob Variety\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colspan=\"2\" nameend=\"c7\" namest=\"c6\"\u003e \u003cp\u003eMean\u003c/p\u003e \u003c/th\u003e \u003c/tr\u003e \u003c/thead\u003e \u003ctbody\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eS3: Praise from the employer for good work.\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e0.874\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colspan=\"2\" nameend=\"c7\" namest=\"c6\"\u003e \u003cp\u003e4.34\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eS7: The possibility to work at my own pace\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e0.854\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colspan=\"2\" nameend=\"c7\" namest=\"c6\"\u003e \u003cp\u003e3.76\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eS8: The possibility to work from home\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e0.716\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colspan=\"2\" nameend=\"c7\" namest=\"c6\"\u003e \u003cp\u003e2.41\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eS15: Cooperation among professionals of different ages, reducing workload at the workplace\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e0.739\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colspan=\"2\" nameend=\"c7\" namest=\"c6\"\u003e \u003cp\u003e4,29\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eS9: The possibility of extended vacations\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e0.629\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colspan=\"2\" nameend=\"c7\" namest=\"c6\"\u003e \u003cp\u003e3.26\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eS4: The possibility of flexibility at the workplace\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e0.716\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colspan=\"2\" nameend=\"c7\" namest=\"c6\"\u003e \u003cp\u003e4.35\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eS5: Possibility of training and education\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e0.807\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colspan=\"2\" nameend=\"c7\" namest=\"c6\"\u003e \u003cp\u003e4.38\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eS6: The possibility of autonomy at work\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e0.797\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colspan=\"2\" nameend=\"c7\" namest=\"c6\"\u003e \u003cp\u003e4.35\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eS11: The possibility of career progression\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e0.686\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colspan=\"2\" nameend=\"c7\" namest=\"c6\"\u003e \u003cp\u003e4.46\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eS2: Good interpersonal relationships at the workplace\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e0.806\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colspan=\"2\" nameend=\"c7\" namest=\"c6\"\u003e \u003cp\u003e4.67\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eS14: The possibility of cooperation with other workers and the impact on work\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e0.723\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colspan=\"2\" nameend=\"c7\" namest=\"c6\"\u003e \u003cp\u003e4.30\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eS13: Respect among workers\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e0.667\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colspan=\"2\" nameend=\"c7\" namest=\"c6\"\u003e \u003cp\u003e4.78\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eS10: The possibility of diversified work\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e0.907\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colspan=\"2\" nameend=\"c7\" namest=\"c6\"\u003e \u003cp\u003e3.97\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eEigenvalues/Rotation Sums Squared Loadings\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e5.182\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e1.933\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e1.316\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e1.160\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colspan=\"2\" nameend=\"c7\" namest=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eVariance (%)\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e32.102\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e14.783\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e10.120\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e9.926\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colspan=\"2\" nameend=\"c7\" namest=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eKaiser-Meyer-Olkin Measure of Sampling Adequacy\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colspan=\"5\" nameend=\"c6\" namest=\"c2\"\u003e \u003cp\u003e0.852\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colspan=\"1\" nameend=\"c7\" namest=\"c7\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eBartlett (sig.)\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colspan=\"5\" nameend=\"c6\" namest=\"c2\"\u003e \u003cp\u003e1975.651\u003c/p\u003e \u003cp\u003e(0.000)***\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colspan=\"1\" nameend=\"c7\" namest=\"c7\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003c/tbody\u003e \u003c/colgroup\u003e \u003c/table\u003e\u003c/div\u003e \u003c/p\u003e \u003cp\u003eSource: Own elaboration. Notes: significant at: *** p\u0026thinsp;\u0026lt;\u0026thinsp;0.01 level.\u003c/p\u003e \u003c/div\u003e"},{"header":"5 Discussion and Conclusions","content":"\u003cp\u003eThe results of this study confirm the insights presented in the literature review, emphasizing that motivation plays a crucial role in encouraging employees to develop their potential, which benefits both individuals and organizations [\u003cspan citationid=\"CR13\" class=\"CitationRef\"\u003e13\u003c/span\u003e]. Enhanced skills often lead to career progression, which was identified as the most important motivational factor by the interviewees. This aligns with the findings that career development opportunities are essential for maintaining a motivated workforce.\u003c/p\u003e \u003cp\u003eMotivation, whether intrinsic or extrinsic, triggers employee behaviors [\u003cspan citationid=\"CR21\" class=\"CitationRef\"\u003e21\u003c/span\u003e]. It can lead to either job satisfaction and retention or dissatisfaction and turnover. The study underscores the need to address both types of motivation, with managers playing a pivotal role by providing training, career advancement, and recognition. Moreover, the importance of commitment is highlighted, as employees who feel valued and engaged exhibit higher performance and loyalty to their organization. Given the hospitality industry's service-oriented nature, employee motivation is particularly visible to clients, making it crucial for maintaining service quality.\u003c/p\u003e \u003cp\u003eThe qualitative interviews revealed that employees highly value factors like career progression, recognition, and flexibility. Additionally, new dimensions such as work-life balance, innovation, and the freedom to create emerged as significant motivational factors, indicating a shift in employee expectations [\u003cspan citationid=\"CR17\" class=\"CitationRef\"\u003e17\u003c/span\u003e]. These findings are consistent with quantitative data, which identified recognition and flexibility as the most influential factors in fostering a motivated and committed workforce.\u003c/p\u003e \u003cp\u003eThis study provides valuable insights into the motivational perceptions of hospitality employees, highlighting key factors that influence job satisfaction and turnover intentions. By combining qualitative and quantitative approaches, the research presents a comprehensive understanding of these factors.\u003c/p\u003e \u003cp\u003eKey findings indicate that career progression, recognition, and flexibility are paramount in motivating hospitality employees. Managers should prioritize these elements to enhance job satisfaction and retention. Furthermore, fostering a culture of innovation and creativity can further motivate employees, contributing to improved service quality and organizational performance.\u003c/p\u003e \u003cp\u003eNewly identified variables such as work-life balance, innovation, and the freedom to create, although not extensively covered in the existing literature, show significant positive contributions. These factors should be explored further as they are increasingly important to employees.\u003c/p\u003e \u003cp\u003eThis paper has some limitations, despite the fact that it offers an interesting approach (using a mix method) in the context of hospitality employees. For example, the persons interviewed sample size stands out in the context of qualitative analysis since it is insufficient to achieve data saturation. The constraint might be addressed in further studies by conducting more interviews. In the quantitative analysis, we verify other limitation in scope of that 46.3% of respondents indicated that they do not now work in the hotel sector, despite, they do plan to do so in the future. Furthermore, the surveys were conducted online that did not insured supervision and interaction. In this context, to overcome these constraints and to reflect a wider understanding of the industry, future research in this area could filter the answers exclusively for respondents who have worked in the hotel industry for at least three years and preferably in the questionnaire, ask a contact to control the responses in the random way. Future research also should delve deeper into understanding how innovation and creativity can be leveraged as tools for talent retention in the hospitality industry. Given the current emphasis on talent retention, exploring these aspects could provide actionable insights for enhancing employee engagement and reducing turnover in the sector.\u003c/p\u003e "},{"header":"Declarations","content":"\u003ch2\u003eEthics\u003c/b\u003e \u003c/ph2\u003e \u003cp\u003e The research was ethically approved by the Ethics Committee of ISAG \u0026ndash; European Business School. Prior to participation, all participants were duly informed of their rights and responsibilities and provided explicit written consent. The study was conducted in agreement with the guidelines governing research involving human participants, as outlined by the Ethics Committee of ISAG \u0026ndash; European Business School.\u003c/p\u003e\u003ch2\u003eInformed Consent\u003c/h2\u003e \u003cp\u003e Informed Consent was obtained from all the participants involved in the study.\u003c/p\u003e\u003ch2\u003eAuthor Contribution\u003c/h2\u003e\u003cp\u003eRafael Brand\u0026atilde;o was responsible for constructing the methodology and collecting the data. Elvira Vieira and Bruno Miguel Vieira conducted the literature review. Ana Pinto Borges performed the data analysis. Rafael Brand\u0026atilde;o drafted the conclusion. All authors contributed to the review and final approval of the manuscript.\u003c/p\u003e\u003ch2\u003eAcknowledgement\u003c/h2\u003e\u003cp\u003eThis work was supported by national funds through FCT/MCTES (PIDDAC): UNIAG, UIDB/04752/2020 (DOI 10.54499/UIDB/04752/2020) and UIDP/04752/2020 (DOI 10.54499/UIDP/04752/2020).\u003c/p\u003e\u003ch2\u003eData Availability\u003c/h2\u003e\u003cp\u003eThe datasets generated during and/or analysed during the current study are available from the corresponding author on reasonable request.\u003c/p\u003e"},{"header":"References","content":"\u003col\u003e\u003cli\u003e\u003cspan\u003eTurismo de, Portugal. Relat\u0026oacute;rio de Atividades Turismo de Portugal 2023. Lisboa, 2023.\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eHossain MS, Sambasivan M, Abuelhassan AE, Khalifa GSA. 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Asian Economic Financial Rev. 2020;10:698\u0026ndash;713. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003e10.18488/journal.aefr.2020.106.698.713\u003c/span\u003e\u003cspan address=\"10.18488/journal.aefr.2020.106.698.713\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e.\u003c/span\u003e\u003c/li\u003e\u003c/ol\u003e"}],"fulltextSource":"","fullText":"","funders":[],"hasAdminPriorityOnWorkflow":false,"hasManuscriptDocX":true,"hasOptedInToPreprint":true,"hasPassedJournalQc":"","hasAnyPriority":false,"hideJournal":false,"highlight":"","institution":"","isAcceptedByJournal":true,"isAuthorSuppliedPdf":false,"isDeskRejected":"","isHiddenFromSearch":false,"isInQc":false,"isInWorkflow":false,"isPdf":false,"isPdfUpToDate":true,"isWithdrawnOrRetracted":false,"journal":{"display":true,"email":"[email protected]","identity":"discover-sustainability","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":false,"externalIdentity":"disu","sideBox":"Learn more about [Discover Sustainability](https://www.springer.com/43621)","snPcode":"","submissionUrl":"","title":"Discover Sustainability","twitterHandle":"","acdcEnabled":true,"dfaEnabled":true,"editorialSystem":"stoa","reportingPortfolio":"Discover Series","inReviewEnabled":true,"inReviewRevisionsEnabled":true},"keywords":"Employee Motivation, Job Satisfaction, Career, Progression, Flexibility, Hospitality Industry, Mixed Methodology","lastPublishedDoi":"10.21203/rs.3.rs-5649218/v1","lastPublishedDoiUrl":"https://doi.org/10.21203/rs.3.rs-5649218/v1","license":{"name":"CC BY 4.0","url":"https://creativecommons.org/licenses/by/4.0/"},"manuscriptAbstract":"\u003cp\u003eThe hospitality industry significantly contributes to the global economy, particularly in tourism-heavy regions like Portugal, where it plays a crucial role in the national GDP. Despite its economic importance, the industry faces criticism for precarious working conditions, including long hours, low wages, and job insecurity, leading to high employee turnover rates. This turnover adversely affects service quality, highlighting the need to address factors influencing employee retention and satisfaction. This study examines key motivational factors in the hospitality industry and their impact on job satisfaction and turnover intentions. Research shows that job satisfaction is critical for reducing turnover, with motivated employees more likely to remain with their employers. Both intrinsic and extrinsic motivations are essential, and managers can enhance these by offering training, career advancement, and recognition. A mixed-method approach, combining qualitative interviews and quantitative surveys, was used to identify primary motivational factors. Interviews with hospitality employees revealed that career progression and recognition are highly valued. Quantitative analysis supports these findings, emphasizing the importance of flexible working conditions and good interpersonal relationships. The results underscore the need for companies to prioritize employee value through fair compensation, work-life balance, and autonomy. Additionally, innovation and creativity emerged as significant motivational factors. The study provides actionable insights for improving employee retention and service quality in the hospitality sector, suggesting future research on the role of innovation in talent retention.\u003c/p\u003e","manuscriptTitle":"Motivational Perceptions and Key Factors in Hospitality Employees: a Quali-Quanti Study","msid":"","msnumber":"","nonDraftVersions":[{"code":1,"date":"2025-06-16 08:09:33","doi":"10.21203/rs.3.rs-5649218/v1","editorialEvents":[{"type":"communityComments","content":0},{"type":"decision","content":"Revision requested","date":"2025-07-07T17:30:49+00:00","index":"","fulltext":""},{"type":"editorInvitedReview","content":"","date":"2025-07-07T12:24:43+00:00","index":"hide","fulltext":""},{"type":"editorInvitedReview","content":"","date":"2025-07-07T09:27:13+00:00","index":"hide","fulltext":""},{"type":"reviewerAgreed","content":"316721609388907579519909037760561761973","date":"2025-06-30T07:04:42+00:00","index":"hide","fulltext":""},{"type":"reviewerAgreed","content":"169999545301689218814264492897102618031","date":"2025-06-25T10:29:31+00:00","index":"hide","fulltext":""},{"type":"reviewerAgreed","content":"46350283510665549765934761259184316820","date":"2025-06-24T13:07:21+00:00","index":"hide","fulltext":""},{"type":"reviewerAgreed","content":"102108018229627688429111585261366038132","date":"2025-06-12T12:02:28+00:00","index":"hide","fulltext":""},{"type":"reviewersInvited","content":"","date":"2025-06-12T10:57:51+00:00","index":"","fulltext":""},{"type":"editorInvited","content":"","date":"2025-06-07T06:33:59+00:00","index":"","fulltext":""},{"type":"editorAssigned","content":"","date":"2025-05-21T09:40:24+00:00","index":"","fulltext":""},{"type":"checksComplete","content":"","date":"2025-05-21T09:36:32+00:00","index":"","fulltext":""},{"type":"submitted","content":"Discover Sustainability","date":"2024-12-15T20:48:09+00:00","index":"","fulltext":""}],"status":"published","journal":{"display":true,"email":"[email protected]","identity":"discover-sustainability","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":false,"externalIdentity":"disu","sideBox":"Learn more about [Discover Sustainability](https://www.springer.com/43621)","snPcode":"","submissionUrl":"","title":"Discover Sustainability","twitterHandle":"","acdcEnabled":true,"dfaEnabled":true,"editorialSystem":"stoa","reportingPortfolio":"Discover Series","inReviewEnabled":true,"inReviewRevisionsEnabled":true}}],"origin":"","ownerIdentity":"30cc7691-98a7-4985-87f0-c589107c513c","owner":[],"postedDate":"June 16th, 2025","published":true,"recentEditorialEvents":[],"rejectedJournal":[],"revision":"","amendment":"","status":"under-review","subjectAreas":[],"tags":[],"updatedAt":"2026-05-05T08:09:42+00:00","versionOfRecord":[],"versionCreatedAt":"2025-06-16 08:09:33","video":"","vorDoi":"","vorDoiUrl":"","workflowStages":[]},"version":"v1","identity":"rs-5649218","journalConfig":"researchsquare"},"__N_SSP":true},"page":"/article/[identity]/[[...version]]","query":{"redirect":"/article/rs-5649218","identity":"rs-5649218","version":["v1"]},"buildId":"XKTyCvWXoU3ODBz1xrDgd","isFallback":false,"isExperimentalCompile":false,"dynamicIds":[84888],"gssp":true,"scriptLoader":[]}