Scovia Seidah Moini2026-08-242026-08-242026-05-25https://hdl.handle.net/20.500.12311/3571UndergraduateThe research analyzed the effects of rewards on performance in terms of the staff at the Embassy of the Republic of South Sudan in Uganda, paying attention to monetary rewards, non-monetary rewards, and the general effects of rewards on the performance of employees. Three distinct objectives were used to guide the research, which included analysis of the effects of monetary rewards on employee performance, the influence of non-monetary rewards on employee performance, and the relationship between rewards and employee performance at the Embassy. The research design used in this study was descriptive and cross-sectional with a quantitative research method employed to provide data that could be measured and validated. The study sample was drawn from employees of different departments at the Embassy, and 56 individuals took part in the research. Primary data were gathered using questionnaires, while SPSS software was utilized to conduct data analysis by use of descriptive statistics, Pearson correlation, and multiple regressions. This study was based on two-factor theory by Herzberg, self-determination theory, and social exchange theory, which elaborate the effects of financial and non-financial motivators on the motivation and performance of employees. From the research results, it was noted that there was a positive and statistically significant relationship between monetary rewards such as salary, bonuses, and allowances and the performance of workers, though workers showed moderately high levels of satisfaction with regards to how adequate and fair those monetary rewards are. It is clear that workers were motivated by monetary rewards as they enable the employees' economic needs to be fulfilled and make them work hard towards achieving organizational goals. The research results, however, indicated that non-monetary rewards had a more significant effect on the performance of employees than monetary rewards. Recognition and appreciation from management were linked to high morale, commitment, and productivity among employees. The correlation showed that both types of incentives were positively related to performance, whereas regression showed that nonmonetary rewards were the best predictors of employee performance at the Embassy. This research highlighted the significance of monetary as well as non-monetary incentives to boost the level of employee performance. However, non-monetary incentives play a much bigger role in vii motivating employees than the monetary ones. The study showed that money is not the only factor that motivates employees because they also feel satisfied when they are recognized and appreciated by the employer. From the foregoing, it could be concluded that the best way to improve employee performance would be to adopt a balanced reward system comprising financial and non-financial rewards. The findings have thus led to the recommendation that the Embassy should work on improving its system of financial reward through the fair distribution of adequate salaries and allowances, and at the same time establish a program of formal recognition through methods such as award letters, appreciation programs, and recognition of excellence.enDissertation