Effect of Worker Engagement Practices on Employee Performance at the Rwanda Revenue Authority

Nelson Nasasira
University of Kigali, Rwanda
Email: nelsonasasira@gmail.com

Abstract: This study examined the effect of worker engagement practices on employee performance at the Rwanda Revenue Authority (RRA), Kigali, Rwanda. Three objectives guided the study: to assess the effect of value-based recognition, employee voice and open communication, and internal mobility and mentorship on employee performance. A combined descriptive and explanatory design was adopted, informed by Social Exchange Theory, Self-Determination Theory, and McGregor’s Theory X/Theory Y. From a target population of 644 RRA employees, a sample of 247 was determined using Yamane’s (1967) formula, covering all departments and hierarchical levels. Data were collected through questionnaires, interview guides, and documentary review, and analysed using descriptive statistics and multiple linear regression in SPSS, complemented by thematic analysis. All 247 respondents participated (100% response rate). The regression model explained about 59% of the variation in performance, and all three null hypotheses were rejected (p < .05), indicating that value-based recognition (p = .004), employee voice and open communication (p = .032), and internal mobility and mentorship (p = .001) each had a significant effect. The study concludes that worker engagement practices significantly enhance employee performance at RRA and recommends formalised recognition, structured voice mechanisms, and clear internal mobility and mentorship pathways.