Employee Motivation and Performance of Bank of Kigali Rwanda

Claudine Uwamahoro, Samuel Wabala
University of Kigali
https://orcid.org/0009-0000-6721-2743
Email: aclaudy68@gmail.com

Abstract: The study aimed to examine how employee motivation influences the performance of Bank of Kigali Rwanda. To achieve this purpose, attention was given to four specific dimensions of motivation: employee job autonomy, employee compensation, employee growth prospects, and employee recognition and welfare, with each dimension assessed in relation to organizational performance. The study was guided by Herzberg’s Two-Factor Theory, Maslow’s Hierarchy of Needs Theory, and McGregor’s Theory X and Theory Y. A descriptive and correlational research design was applied to 129 employees at Bank of Kigali Headquarters, and all 129 respondents participated, yielding a 100% response rate. Quantitative data were analysed using descriptive statistics, Pearson correlation and multiple regression. Employee job autonomy had a significant positive effect on performance (B = 0.185, β = 0.216, p = 0.016), employee growth prospects produced the strongest significant effect (B = 0.444, β = 0.407, p = 0.000), and employee recognition and welfare was also significant (B = 0.548, β = 0.299, p = 0.001). Employee compensation was positive but marginal at the 5% level (B = 0.192, β = 0.171, p = 0.051). The model explained 31.9% of the variation in Bank of Kigali performance (R² = 0.319). The study concluded that autonomy, growth opportunities, and recognition and welfare were important motivational drivers of performance and recommended strengthening delegated decision-making, competitive compensation practices, structured career development, and formal recognition and employee welfare programs.