The Role of Motivational Strategies on Employee Performance: A case of one DistrictHospital in Masvingo Province

Abstract

This study examines the role of motivational strategies in influencing employee performance at a District Hospital in Masvingo Province, Zimbabwe, within a resource constrained public healthcare context. Public hospitals in Zimbabwe face financial limitations that restrict competitive remuneration, thereby increasing reliance on non-financial motivational strategies such as recognition, career development, and participatory decision-making. However, limited evidence exists on how these intrinsic and extrinsic mechanisms interact to shape employee outcomes. The study sought to explore how financial and non-financial motivational practices influence employee satisfaction and performance. The qualitative case study design, guided by the interpretivist philosophy, was employed. Data were collected from a purposive sample of 20 participants through interviews and focus group discussions and analysed using thematic analysis. The study is anchored in the Expectancy Theory and Herzberg's Two-Factor Theory, which explains how beliefs about effort–reward linkages and the distinction between motivators and hygiene factors influence employee behaviour. Findings indicate high satisfaction with non-financial strategies, including recognition, promotion opportunities, equal treatment, and consultative management, which positively influence performance and contribute to low staff turnover. Conversely, there is widespread dissatisfaction with salary and financial benefits, weakening the perceived link between performance and rewards. The study concludes that effective motivation requires a balance between intrinsic and extrinsic factors. It recommends enhancing transparency, fairness, and inclusivity in reward systems to strengthen motivation and sustain employee performance.