Workplace Survey Reveals 30% of Workers Feel Poorly Paid and Undervalued

Nearly a third of Mauritian workers feel poorly paid, while almost one in five are in active distress at work, according to a major new study presented in Saint-Pierre.

The WorkPulse survey, which examined the attitudes and behaviours of 775 employees in Mauritius, revealed that 30% of respondents consider themselves to be “badly” or “very badly” paid.

The findings were unveiled on 21 May at the Rendez-vous Experts 2026, an event organised by the Association of Mauritian Manufacturers with the support of the Mauritius Commercial Bank.

Conducted by Analysis Kantar alongside the Analysis Institute of Management, the statistical research maps out how the local workforce is responding to structural shifts in the professional world.

A Workforce in Distress

The data paints a sobering picture of national workplace well-being. On a ten-point scale measuring expectations for health and mental well-being at work,

Mauritius scored a moderate national average of 6.8. However, 27% of those surveyed rated their mental state below 5 out of 10, and only 40% reported a positive mental outlook.

Nathalie Job, Director of Analysis Kantar, warned that businesses must confront these shifting dynamics directly.

“Companies need to realise that not everyone is doing well,” Job stated, noting that around 18% of the working population reported being in actual distress due to poor mental health, feeling unwell, and experiencing workplace dissatisfaction.

Job highlighted that this mental toll is directly tied to employee retention. More than 30% of surveyed workers fall into segments identified as “mobile” or “trapped”—those already considering leaving their roles.

Crucially, 17% are actively thinking about moving abroad for long-term employment.

Conversely, the study found a stable core, with 24% described as highly fulfilled and roughly 20% firmly anchored in their jobs.

The Management Factor

The study strongly linked workplace mental health to overall job satisfaction and managerial treatment.

While 86% of satisfied workers feel treated with respect by their superiors, those with poor mental health face heightened vulnerabilities:

63% of employees with a low mental state score are dissatisfied with their work, compared to an overall workplace dissatisfaction rate of 30%.

Furthermore, 25% of those with poor mental health fear their professions will eventually disappear entirely.

Jennifer Webb de Comarmond, Director of Engaged Solutions Ltd, stressed that management training is now a structural necessity to address these gaps.

“An employee stays or leaves a company because of, or thanks to, their manager,” Webb de Comarmond argued, noting that both international and local data show many team leaders lack the precise tools required to motivate staff, boost productivity, and drive retention.

The Pay-to-Satisfaction Matrix

The statistical breakdown demonstrates a rigid correlation between perceived salary fairness and overall employee satisfaction across three core segments:

• Satisfied and Very Satisfied: Within this highly content group, 70% declare they are well-paid, 22% feel they are not well-paid, and 9% state they are badly paid.
• Moderately Satisfied: Of these middle-tier workers, 23% feel well-paid, 52% say they are not well-paid, and 25% feel badly paid.
• Not Satisfied: Among dissatisfied staff, just 5% feel well-paid, 34% say they are not well-paid, and a stark 60% state they are badly paid.

The data reveals two distinct workplace divisions: one that feels well-compensated, respected, and finds meaning in their duties, and another that suffers from a lack of flexibility, feels undervalued, and believes they are underpaid relative to internal and external peers.

Shifting Priorities for Generation Z

The research underscores a widening gap between legacy corporate benefits and the expectations of younger demographics, particularly women, individuals aged 25 to 34, and working parents, who all reported significantly worse mental health scores than other demographics.

For Generation Z specifically, traditional long-term incentives are being bypassed for immediate, lifestyle-aligned support.

The study listed Gen Z’s top employment criteria as:

• Work-life balance: 70%
• Job security: 65%
• Remuneration level: 63%

Webb de Comarmond observed that historic benefits offered in traditional Mauritian sectors like sugar or hospitality—such as immediate pension plans—no longer align with youth priorities.

A younger worker, she noted, is far more likely to value company-subsidised home internet over a retirement plan upon entering the firm.

To stem the risk of losing vital talent, Analysis Kantar’s diagnostic tool utilizes a 30-question internal framework designed to help human resource directors identify internal friction points.

Job concluded that local firms must send positive signals by improving immediate working conditions, upgrading manager training, and offering younger staff clear professional hope through added responsibilities.

Source: Defi Media