Effect of Employee Motivation Strategies on Organizational Performance: A Case of Rwandair Ltd

Benjamin Gasangwa and Ruth Odengo
University of Kigali, Rwanda
Email: gasangwab@gmail.com

Abstract: This study evaluated the impact of employee motivation strategies incentives, work environment, and recognition on organizational performance at RwandAir Ltd., grounded in Reinforcement and Job Demands–Resources theories. A descriptive and correlational mixed-methods approach was used, surveying 244 employees (from a population of 625 selected via Yamane’s formula) and interviewing management staff. Quantitative data were analyzed via descriptive statistics, Pearson correlation, and multiple regression, while qualitative feedback was analyzed thematically. Respondents reported high mean scores for incentives (4.15), work environment (4.37), recognition (4.19), and overall performance (4.13).Correlation analyses revealed strong positive links between performance and incentives (r = .794), work environment (r = .706), and recognition (r = .670), all at p < .01. The regression model was statistically significant, F(3, 242) = 179.500,p < .001, R² = .747, showing that these three strategies jointly explained 74.7% of the variance in organizational performance. Employee incentives (β = .593, p < .001) and recognition (β = .381, p < .001) emerged as significant positive predictors, whereas work environment had a positive but non-significant effect (β = .030, p = .655). The study concludes that RwandAir should prioritize fair, performance-linked incentives and robust recognition systems while sustaining supportive working conditions.