Employee motivation factors in Ivorian SMEs: the case of the restaurant sector

Abstract

This study looks at what motivates employees in very small restaurants in Abidjan. While traditional models of motivation—notably those of Maslow, Herzberg, and Vroom—help explain the main determinants of motivation at work, their ability to account for the specific realities of African VSEs, characterized by limited resources, a high degree of informality, and close managerial oversight, remains insufficiently documented. This research therefore aims to identify the motivational levers that enable managers of very small businesses to retain their staff in a context marked by job insecurity, high organizational pressure, and the need to retain an often-volatile workforce. An exploratory qualitative approach inspired by interpretivism was employed, based on semi-structured interviews conducted with 11 employees and 12 managers of food service establishments. The samples were selected through purposive sampling until theoretical saturation was reached. Thematic analysis of the data reveals a hierarchy of motivational factors. The regularity of payments is the dominant factor, cited by 21 of the 23 participants, due to its role in securing employees’ basic needs and psychological stability. This factor is complemented by benefits in kind, particularly meal coverage, as well as by interpersonal and managerial factors such as recognition, respect, the quality of relationships with management and colleagues, solidarity, and flexibility in the face of personal constraints. Opportunities for learning and skill development also serve as a driver of job satisfaction, although paradoxically they may encourage employee mobility. These results show that motivation is based primarily on compensation, benefits in kind, recognition of work, the quality of relationships with supervisors, working conditions, and opportunities for learning. The study also highlights the key role of proximity management in keeping employees engaged and reducing turnover. These results highlight the importance for very small restaurants in Abidjan to put simple but consistent management practices in place to boost staff satisfaction and stability. However, the qualitative nature of the study and its geographical focus limited to Abidjan restrict the generalizability of the results.

Classification JEL : M12

Paper type : Empirical Research