Kuria, Mary Wangui2026-04-272026-04-272025-10https://ir-library.ku.ac.ke/handle/123456789/32965A research project submitted to the school of business, economics and tourism in partial fulfillment of the requirements for the award of the degree of masters in Business administration (human resource option) of Kenyatta University. October 2025 Supervisor: Dr. Linda KimencuEmployee performance in the Ministry of Interior and National Administration (MINA) in Kajiado County remains low despite ongoing public sector reforms, as shown by limited task completion, low recognition, and minimal career advancement. This study aimed to examine the influence of non-monetary incentives on employee performance among National Government Administrative Officers (NGAOs). Specifically, it assessed the effects of mentorship, job enrichment, career progression, and recognition on performance. Guided by Herzberg’s Two-Factor, Expectancy, Equity, and Social Learning Theories, the study adopted a descriptive explanatory research design. Data were collected using structured questionnaires from 191 respondents after a pilot study in Nairobi County confirmed instrument reliability and validity. Data were analyzed and presented using descriptive statistics, Pearson correlation, and multiple regression in SPSS version 25 to test the relationships among variables. The study revealed that nonmonetary incentives significantly influence employee performance within the Ministry of Interior and National Administration in Kajiado County. Career advancement opportunities emerged as the strongest predictor (β=0.358, r=0.823), followed by mentorship (β=0.287, r=0.794), job enrichment (β=0.246, r=0.768), and recognition (β=0.213, r=0.751). All variables demonstrated statistically significant positive relationships with employee performance, confirming their collective importance in enhancing productivity and motivation among public service workers. The study concluded that non-monetary incentives are critical determinants of employee performance in public service organizations. Career advancement opportunities constitute the most powerful performance driver, while mentorship, job enrichment, and recognition practices significantly contribute to employee motivation and productivity. However, inconsistent implementation across departments and varying quality of support systems limit optimal effectiveness. Standardizing these practices, ensuring adequate resource allocation, and maintaining transparent, merit-based systems are essential for sustaining high performance standards organizationally. The study recommended that the Ministry should establish standardized frameworks for mentorship, job enrichment, career advancement, and recognition programs across all departments. Organizations should implement regular training for mentors and managers, ensure adequate resource allocation for challenging assignments, maintain transparent promotion criteria, and develop comprehensive recognition systems accommodating diverse employee preferences. Regular monitoring mechanisms, performance assessments, and feedback platforms should be established to evaluate program effectiveness and ensure consistent support provision.enThesis