Non-Financial Motivation Strategies and Organizational Performance of Water Bottling Companies in Garissa County, Kenya

Purpose: The study investigated relationship between non-financial motivation strategies and organizational performance. The specific objectives pursued by the study were to establish the relationship between employee recognition, job enlargement, and employee empowerment on organizational performance of Water Bottling Companies in Garissa County. Methodology: The study was anchored social exchange theory, job characteristics theory and self-determination theory. The study employed descriptive research design. The target population consisted of 200 respondents consisting of the staff across all levels of management. Slovin’s formula was utilized for sample size calculation to give a sample size of 133 respondents. Structured questionnaire was used to collect the data from the respondents. Both descriptive mainly frequencies, means and the standard deviations were adopted while inferential statistics involved Pearson’s correlation analysis, regression analysis and analysis of variance for drawing conclusions from the study findings. Findings: In conclusion, the analysis indicates that employee recognition and job enlargement positively influence organizational performance in Water Bottling Companies in Garissa County. Employee recognition, particularly through public praise, appreciation, and involvement in decision-making, demonstrated a strong correlation (R = 0.815) and significant positive impact (B = 0.437, p = 0.004) on performance. Similarly, job enlargement, through task variety and role clarity, showed a highly significant positive contribution (B = 0.586, p < 0.001). However, employee empowerment revealed a complex relationship, with a negative coefficient (B = -0.277, p = 0.009), suggesting that in this context, excessive empowerment may reduce performance. Unique Contribution to Theory, Practice and Policy: To address these findings, it is recommended that structured employee recognition programs be enhanced, job enlargement strategies be expanded to align with staff needs, and empowerment practices be reevaluated to ensure they are carefully integrated with organizational goals. Balancing empowerment with support and clear guidelines is essential to avoid unintended negative effects.