Beyond money: How do personal and organisational factors motivate hotel employees in their work? A cross-sectional examination of the Vietnam hotel industry

Abstract

Orientation: The hotel industry in Vietnam was severely impacted by the COVID-19 pandemic; however, it has regained its vitality thanks to a committed workforce. This is an interesting case that helps us to understand what motivates employees to work.
Research purpose: This study investigates how both monetary and non-monetary work motivators, shaped by cultural and contextual factors, influence the motivation of Vietnamese hotel employees to work.
Motivation for the study: The literature on work motivation in the hospitality industry in Vietnam remains relatively scarce.
Research approach/design and method: This study conducted a self-administered questionnaire survey of 397 hotel employees across 48 establishments in Vietnam.
Main findings: Employees derive stronger motivation from non-monetary benefits, including supportive managers, harmonious relationships with colleagues, professional training and opportunities for personal growth. Notably, the cultural value placed on family financial obligations – not the money itself – was the key factor explaining the modest role of financial income. Job strain was found to increase amotivation, which in turn significantly predicts counterproductive behaviour.
Practical/managerial implications: Culture-informed and person-centred HR management strategies are powerful in motivating the employees to work.
Contribution/value-add: This article provides not only new insights into the meaning of money in motivating employees to work but also practical suggestions for HR management in identifying powerful predictors of work motivation. These insights emphasise the importance of contextually and culturally sensitive, people-centred HR strategies.