Motivational Initiatives and Employee Performance in Kenya Revenue Authority in Nairobi City County
| dc.contributor.author | Wango, Mercy Njoki | |
| dc.date.accessioned | 2026-02-19T13:14:09Z | |
| dc.date.available | 2026-02-19T13:14:09Z | |
| dc.date.issued | 2025-10 | |
| dc.description | A Research Project Submitted to the School of Business, Economics and Tourism in Partial Fulfillment of the Requirements for the Award of the Degree of Master of Business Administration (Human Resource Management) of Kenyatta University, October 2025. Supervisor 1. Felistus Makhamara | |
| dc.description.abstract | The employee performance at the Kenya Revenue Authority highlights significant challenges in meeting targets and achieving operational efficiency. Recent assessment shows that a substantial percentage of employees consistently underperform adversely affecting the Authority's revenue collection capabilities. The internal reports indicate that around 30% of staff have failed to meet their quarterly targets over the past year, resulting in a decline in revenue collection rates. Additionally, efficiency metrics reveal a 15% increase in the average processing time for tax returns, indicating difficulties in workload management. In this regard, the study examined the effect of motivational initiatives on employee performance at the Kenya Revenue Authority in Nairobi City County. The motivational initiatives studied were; monetary rewards, promotion, recognition and incentives. Theories applied included; goal-setting theory, Herzberg's two-factor theory, expectancy theory and incentive theory. The methodology used in the study was use of descriptive research design. The organization targeted was Kenya Revenue Authority and the respondents were 338 employees. The sample design used was stratified technique and the selection of the respondents was done using simple random sampling method. The sample size was 183 respondents determined by applying Taro Yamane formula. The type of data collection tool used was a semi-structured questionnaire. Piloting of questionnaire was done at Customs Services Department involving 18 respondents who represented 10% of the sample size. The validity of the instrument was ensured by applying the content and face validity assessments. The reliability was determined by using Cronbach’s alpha coefficient in which the study achieved and aggregate alpha value of 0.774 which meant that the questionnaire items were reliable. The analysis of qualitative data was done thematically and results presented in narrative form. The quantitative data was analysed using descriptive statistics and use of inferential statistics like correlation analysis and regression analysis. The presentation of results was in tables and figures. The study revealed that monetary rewards (β=0.0215, p=0.003), promotion (β=0.0306, p=0.002), recognition (β=0.0411, p=0.001) and incentives (β=0.0233, p=0.001) significantly influence the employee performance. The conclusions made from the study findings were that proper structuring if monetary reward is an indicator that the organization is appreciative of the employees’ achievements which nurture the required character improving employee morale thus the culture of the organization is reinforced. The organization has embraced promoting employees to enhance their present talents and to recognize efforts put by the employees which motivate the employees who become encouraged work with the organization. There is strategy to recognize well performing employees which makes them to feel more valued at their workplace. The organization implements incentive program aimed at making the employees to continue working with the organization. Therefore, the recommendation brought from the conclusions were that there is need to provide incentives such as bonuses and revenue sharing programs for present recognition of employees who are contributing much to the organization at the same time promoting better performance. The organization must guarantee that employees comprehend their roles, responsibilities, and performance expectations from the very beginning to empower them to work towards defined objectives. The organization ought to consistently inquire with its employees about their preferred type of recognition, ensuring they feel valued and acknowledged. The organization ought to tailor employee rewards to match local preferences to promote inclusivity and increase their effectiveness. | |
| dc.identifier.uri | https://ir-library.ku.ac.ke/handle/123456789/32519 | |
| dc.language.iso | en | |
| dc.publisher | Kenyatta University | |
| dc.title | Motivational Initiatives and Employee Performance in Kenya Revenue Authority in Nairobi City County | |
| dc.type | Thesis |