Non-monetary motivation and employee performance in airline companies in Uganda, case study of eagle air limited.

Abstract

The purpose of the study was to examine the relationship between non-monetary motivation and employee performance in airline companies in Uganda basing on a case study of Eagle Air Limited. The objectives were to examine the relationship between recognition and employee performance at Eagle Air Limited, to analyse the relationship between career advancement opportunities and employee performance at Eagle Air Limited and to assess the relationship between work-life balance and employee performance at Eagle Air Limited. The study adopted a cross-sectional research design and employed a quantitative approach and qualitative approach. Simple random sampling and purposive sampling was used to select 103 respondents from a population of 140. Results show that recognition had a positive and statistically significant relationship with employee performance (r=.411, p=000), career advancement had a positive statistically significant relationship with employee performance (r=.668, p= .000) and work-life balance had a positive statistically significant relationship with employee performance (r=.542, p= .000). The study concluded that the positive correlation indicates that when employees feel valued and appreciated for their efforts, they are more likely to invest greater energy and focus on their roles. It was also concluded that career development is not just beneficial but fundamental to how employees engage in their work. The study recommended that the human resources department should develop and implement a comprehensive recognition program that includes both formal awards and informal peer-to-peer appreciation initiatives to ensure continuous employee acknowledgment. It was further recommended that line managers should encourage employees to take on cross-departmental projects and new challenges to build diverse skills and enhance career development. The study recommended that supervisors and team leaders should promote a culture that encourages regular breaks and manages workload expectations to prevent burnout and improve productivity.