Abstract. Digital transformation of the service economy is fundamentally changing the way that the business of foodservice is managed. The HoReCa sector needs adaptive models of personnel management due to high staff turnover, workforce instability, decreasing employee engagement and increasing speed requirements for services. The traditional administrative control mechanisms are not proving to be highly effective in digitally transformed work settings, where the behavior of Generation Z workers is prevalent.

This study aims to examine gamification as a strategic operational management tool in foodservice companies and explore how artificial intelligence can be used to tailor employee engagement mechanisms. The study is based on Self-Determination Theory, Job Demands–Resources Model, Flow Theory, and Organizational Behavior Management to provide a conceptual framework of AI-based adaptive gamification for operational KPI management. Four formal propositions and a pilot empirical study of 64 frontline workers in three foodservice businesses in Almaty support the framework.

The pilot results show that employees’ attitudes towards digital engagement tools are generally positive (M=3.68 on motivational responsiveness), but that there are substantial differences in perceived task personalisation (M=3.12) and algorithmic trust (M=3.28). These findings support the key tenets of the conceptual framework and highlight key conditions for efficient implementation of AI-powered gamification. The study advances the theory of adaptive operational management in HoReCa and provides practical implications for practitioners in the digital workforce transformation process.

Keywords: gamification; operational management; AI-driven management; HoReCa; employee engagement; adaptive management; behavioural analytics; KPI management; Generation Z; digital transformation.