Motivational strategies and employee performance of regional referral hospital

Abstract

The study examined the effect that motivational strategies have on the performance of medical staff at Mubende Regional Referral Hospital in Uganda. The study was guided by the following objectives: to examine the effect of recognition on employee performance; to evaluate the effect of employee development on employee performance; and to assess the effect of job responsibility on employee performance at MRRH. The study adopted a cross-sectional study design with a population of 89 respondents from which the stratified random sampling, purposive sampling and simple random sampling methods were used to select a sample of 75. Data was collected from staff using self administered questionnaires and an interview guide. Frequency tabulations were used to present the results of the sample characteristics, correlation analysis was used to present the results of the study objectives and regression analysis was used to examine the predictive power of motivational strategies on employee performance. The study showed distinctive results for the effect of motivational strategies dimensions; recognition, employee development and job description on employee performance. The findings showed that recognition was significant in determining employee performance (r=.655**). The correlation findings were also supported by regression analysis results which showed that recognition was a significant predictor of employee performance (Beta=.420). In regard to employee development, a positive and significant relationship between employee development and employee performance (r=.773**) was observed, whereas, employee development predicted employee performance (Beta=.591). On the other hand, job responsibility influenced employee performance (r=.618**) and also predicted the change in employee performance (Beta=.377). The results from regression analysis showed that motivational strategies in regard to recognition, employee development and job description predicted 78.7% of change in employee performance (Adjusted R2= 0.787). In conclusion, the findings established that motivational strategies were major determinants of employee performance at MRRH. The study recommended that; the management of MRRH should develop strategies which support recognition, employee development and job description so as to enhance employee performance at the hospital. The strategies will help promote the development and implementation of motivational strategies which promote quality of work, timely task accomplishment, quantity of work and service delivery.