ANALYSIS OF THE INTERNAL INCENTIVES OF STAFF AND THEIR IMPACT ON THE ENGAGEMENT OF PUBLIC CATERING EMPLOYEES IN THE PRODUCTION PROCESS

Abstract. This article examines the internal factors of labor motivation among the staff of public catering enterprises using the example of enterprise N. Motivational profiles of employees were determined using the "Motype" methodology, which identified the main needs and incentives of each profile. A survey was conducted among the staff at Enterprise N to study their intrinsic motivation. Measures have been proposed to enhance the internal system of staff motivation in the kitchen.

Keywords: internal motivation, psychological aspects of motivation, personnel management, intrinsic motivation system, methods of motivation, motivational types.

This article examines primarily internal sources of employee motivation. This topic does not lose its relevance since building an effective personnel incentive system plays a key role in organizing a work process. Understanding the internal incentives of staff is essential for every manager, as this type of motivation is the most important and determines the degree of employee engagement in the production process [2]. This article provides a detailed analysis of possible internal stimuli for employees in the public catering sector. Research methods used: V. I. Gerchikov’s “Motype” methodology, survey.

Intrinsic motivation is defined as the motivation to engage in a behavior because of the inherent satisfaction of the activity rather than the desire for a reward or specific outcome [1]. People are intrinsically motivated when they have an opportunity to act independently, feel the significance of their efforts, and gain satisfaction from the process of enhancing their skills [3].

According to Thomas Kenneth, the main determining factor of employees’ internal motivation is an understanding of the significance of their work and the opportunity to use their full potential and skills in the workplace [11]. Otherwise, the employee may leave a job if he does not realize his importance and does not see the final result and benefits of his labor for society. These factors are particularly acute for Generation Z (the generation of people born approximately from 1997 to 2012.)

With the development of society, the understanding of work in its usual sense has changed. Nowadays, a job should cover not only the basic needs, such as salary, provision, and benefits, and ensure material security but also provide the individual with the opportunity for self-actualization and potential development.

To study employee motivation, the survey was conducted at enterprise N (Appendix A). The questionnaire included 13 factors reflecting various areas of the work process. These factors made it possible to assess the most meaningful aspects of work activity and identify the main components that influence the internal motivation of staff. The employees had to rate each factor on a five-point scale. Based on the results of the survey, it was revealed that internal factors of motivation, such as the opportunity to realize abilities in a workplace, the content of work, and the presence of freedom, play a crucial role for individuals; these factors were assigned maximum values. Eighteen people took part in the survey. Based on the results of the survey, the average score for each criterion was calculated. The results of the survey are presented in Table 1.

Table 1.

Results of the survey “Factors of internal motivation of employees”

The survey showed that workers highly value autonomy at work; this indicator gained the highest average score among workers at 4.9. Daniel H. Pink in his book, “Drive,” argued that the aspiration for freedom is inherent in human nature; that is why the vast majority of employees strive for autonomy and to be as independent as possible from managers [10]. Nevertheless, control in an organization is inevitable; it will always be present in one way or another. The main task of a manager is to organize a work process in such a way as to reduce control of employees to a minimum, but at the same time ensure timely and efficient completion of tasks.

When designing a production process, it must be taken into account that different people value different aspects of autonomy; while some prefer having autonomy over a task, others choose autonomy within a team [11]. This emphasizes the need for an individual approach to each employee; the employer should find out what is most important to the employee and what incentives guide him when performing tasks. A manager must strike a balance between control and the autonomy he provides to employees. “While control leads to submission, autonomy leads to involvement in the production process [10].”

The second factor that was highly rated by workers was the opportunity to realize their potential in the workplace; the average score was 4.8. This factor has a close relationship with autonomy; a person can't reveal his abilities if every action is carefully controlled by management. With an authoritarian leadership style, employees feel strained and cannot realize their full potential, so an effective leadership style should provide freedom of action to the staff. The most effective strategy is to control only the final result of the work and provide staff with the opportunity to choose a way to address a particular issue. This strategy develops critical thinking among employees and a sense of responsibility for the final result.

The next factor reflecting internal motivation is the content of a work. In the 90s, the main share of the labor market was monotonous work, which was easy to control. Nowadays, the number of jobs that require a creative and non-standard approach to tasks is rapidly increasing [4]. Therefore, managers must adapt their management strategy to the new realities of the labor market and provide employees with the opportunity to make decisions.

This strategy will help increase employee involvement in the production process; the ability to make independent decisions and the awareness that each employee contributes to the final result helps workers develop a sense of their importance in the work process. As a result, this enhances employees’ loyalty and increases production performance. Otherwise, if the staff is under pressure from management and constant control, they try to avoid work in every possible way or work without initiative.

In the modern production context, the social significance of work takes on particular importance. Individuals whose basic needs are satisfied strive to contribute to society. To satisfy this need, management must ensure that employees fully understand the value and purpose of the final product [7]. However, in mass production enterprises, where workers are responsible only for separate stages of the process, the problem of lack of visibility of the final result of their work arises [5]. This makes it difficult for employees to understand the significance of their contribution to the overall outcome. To overcome this challenge, managers should hold regular information meetings to discuss all stages of production, the advantages of the product, and its benefits to society. This approach allows employees to realize the significance of their efforts and see that their labor is valued by all levels of management.

Furthermore, in order to study the intrinsic motivational system at Enterprise N, the prevailing motivational type among employees was determined. The motivational profile of the kitchen department staff was investigated using V. I. Gerchikov’s “Motype” questionnaire, which consisted of 23 questions and statements. This questionnaire allowed for the identification of the motivational type of the company’s employees. Eighteen workers from the department participated in the survey. The results of the survey conducted using Gerchikov’s methodology (Appendix B) are presented in the table below. Appendix B indicates whether a specific employee corresponds (+) or does not correspond (-) to a particular motivational profile. Table 2 presents the number of workers that belong to a particular motivational type.

Table 2.

Number of motivational types in the team

Based on the data in Table 2, it can be concluded that one employee simultaneously meets the conditions of several motivational profiles. Most employees combine several motivational types. Each type of motivational profile was considered only if the percentage of responses corresponding to that type exceeded 30% (7 points or more, Table 3) of the total responses. A significant portion of employees belong to the instrumental type; this type values the alignment of performed work with monetary compensation. However, the majority of responses correspond to the professional type. This means that for most employees, the key factors are opportunities for self-realization in their profession, opportunities for independent and autonomous work, and professional recognition [9].

The survey data emphasizes the need to develop a system of intrinsic motivation. The greatest tendency towards the professional type is observed among employees under the age of 30. Nonetheless, a significant number of employees belong to the instrumental motivational type (10 out of 18 employees), which is expressed by the correspondence between the performed work and the monetary reward. Among workers, there is little commitment to the host type and patriotic type. For the patriotic type, material incentives and desire for professional growth are not typical; the key motivating factors are the respect of colleagues and the prestige of the job. Also, a small percentage of workers belongs to the host type. It is difficult for the host type to interact with managers, since what they value the most is autonomy and independence [8]. Four out of eighteen respondents showed a lumpen type, which is expressed in low activity and responsibility, as well as a lack of preference for doing work. More detailed results of the survey using V. I. Gerchikov methodology are presented in Table 3. In this table, the kitchen workers were divided into age categories and seniority. Table 3 shows the number of points scored by each employee for each motivational profile. The overall score was 23 points; one point was given for each question.

Table 3.

Employee motivational profiles and average indicators of the expressiveness of motivational types in the team

Most respondents developed a dual motivational type: instrumental-professional type. These employees support both motivational types as they have multiple motives and incentives that belong to different motivational profiles. The majority of workers belong to the professional type (14 out of 18), so it is necessary to develop a motivation system based on the needs of this specific type. It should be noted that in real working conditions, many employees may exhibit two or more motivational types. Based on the prevailing motivational type, it is essential to develop the motivational system in the following directions:

- involving employees in the decision-making process; this includes surveys, discussions with staff about strategic plans, and considering their suggestions;

- restaurant staff training. It is necessary to train not only chefs but also waiters, bartenders, and cooks. It makes sense to introduce a system of internships with mentors for new employees, conduct training sessions with invited coaches, and organize master classes with industry authorities. Employees could also be sent to specialized training courses and conferences. The more advanced and useful experience the restaurant team gains, the better it is for the enterprise itself;

- creating conditions for self-realization; providing personnel with challenging and interesting tasks that contribute to the growth of their professional skills;

- feedback and communication. Managers should be engaged in constant dialogue with subordinates and provide constructive feedback on time.

Thus, focusing on employees’ intrinsic motivation will help enhance their engagement in the work process. This article researched the internal incentives of workers at the N catering enterprise, analyzed the most significant factors that influence intrinsic motivation, and proposed measures to enhance employees’ motivation. Working with the system of intrinsic motivation is more labor-intensive and requires more time. However, analyzing employees’ internal incentives can make a significant contribution in the long run.

Appendix A

Questionnaire "Factors of Internal Employee Motivation"

Instructions: Determine to what extent various aspects of your work satisfy you using the following scale:

- completely satisfies - 5 points;

- more satisfies than does not satisfy - 4 points; - something average, hard to say - 3 points;

- more does not satisfy than satisfies - 2 points; - does not satisfy - 1 point.

Appendix B

The predominant motivational types among respondents (according to V. Gerchikov's methodology)