Beyond perks : exploring strategic HR approaches to engagement and retention in Malta’s post-COVID iGaming workforce

Abstract

The iGaming industry has become a cornerstone of Malta’s economy, contributing 7.1% to national Gross Value Added (GVA) and employing over 13,000 people (Malta Gaming Authority [MGA], 2024a). However, rapid growth, a saturated labour market, and growing global competition have created significant challenges for talent engagement and retention. This study examines the Human Resources (HR) strategies implemented by iGaming companies based in Malta to address these challenges, exploring their effectiveness, the influence of external pressures, and the shifts in employee expectations following the coronavirus disease (COVID-19) pandemic. Using a qualitative, exploratory approach, eight in-depth interviews were conducted with HR leaders and C-level executives across the sector. Using Braun and Clarke’s Thematic Analysis Framework (2006), the findings are interpreted through Social Exchange Theory (SET), Self-Determination Theory (SDT), and the Job DemandsResources (JD-R) model, revealing four core themes: external pressures (regulatory, market saturation, and rising cost of living and living conditions), work-life balance and well-being, changing employee priorities post-pandemic, and career development. The findings highlight that while financial incentives remain essential, they are no longer sufficient to secure long-term loyalty. Instead, sustainable retention increasingly depends on fostering autonomy, professional growth, and inclusive organisational cultures as engagement and retention drivers. Notable risks include salary inflation, rapid promotions without adequate skills, and talent loss to competitors including unregulated operators offering higher pay but less stability. By applying established engagement and retention theories within the unique socioeconomic and regulatory context of Malta’s multicultural, high-mobility iGaming workforce, this research addresses a gap in literature on these topics. The findings provide practical recommendations for HR professionals and policymakers in similar fast-paced, skill-intensive industries and contribute to the theoretical understanding of engagement and retention under conditions of high competition and external volatility.