CONTRIBUTION OF EMPLOYEES’ MOTIVATION ON THEIR JOB SATISFACTION IN BUSINESS ORGANISATION IN RWANDA CASE STUDY: SULFO RWANDA INDUSTRIES LTD PERIOD 2020-2023

Abstract

The general objective of this study was to assess the contribution of employee motivation to the job satisfaction in business organization in Rwanda, focusing on SULFO Industries Rwanda Ltd. during the period of 2020-2023. At SULFO Rwanda Industries Ltd, a prominent manufacturer in Rwanda since 1962. Utilizing a questionnaire method, data was collected from 39 respondents to assess various motivational techniques, including profit sharing, recognition, medical and housing facilities, and prestige. This study investigates the relationship between employee motivation techniques and job satisfaction at SULFO Rwanda Industries Ltd. The primary motivation strategies analyzed include profit sharing, recognition practices, medical and housing facilities, and organizational prestige. Although these techniques are generally well-received by employees, the analysis reveals a weak positive correlation (R = 0.178) and explains only 3.2% of the variability in job satisfaction, indicating that these motivational factors have limited impact on employee satisfaction. Employees express moderate satisfaction with medical benefits and housing support, highlighting the need for refinement in these areas to improve overall work-life balance. Correlation analysis suggests weak relationships between motivation factors and employee satisfaction dimensions, indicating that adjustments in these motivational techniques may not directly translate to increased engagement or satisfaction. However, the slight positive correlation between work-life balance and medical/housing facilities suggests potential areas for strategic enhancement. Ultimately, to foster a more engaged workforce, SULFO Rwanda Industries Ltd must focus on refining communication and support structures while addressing identified gaps in employee motivation practices Overall the findings suggest that current motivational strategies may not effectively address employee needs and expectations, warranting further investigation into additional motivational factors or alternative approaches. Enhancements in communication regarding existing initiatives and improvements in recognition and support services could bridge the existing gaps. By aligning motivational strategies more closely with employee needs, SULFO Rwanda Industries Ltd can foster a more engaged workforce and improve overall job satisfaction.