Noreen Nanjala Wafula2026-06-172026-06-172026-05-19https://hdl.handle.net/20.500.11951/2154PostgraduateThe purpose of this study was to determine how to maximize organizational productivity through staff motivation at Kenya Relief Organization, a humanitarian non-governmental organization operating in Migori County, Kenya. Guided by Maslow’s Hierarchy of Needs and Herzberg’s Two-Factor Theory, the research examined three main objectives: the level of employee motivation, its influence on employee productivity and the motivational factors most valued by employees to boost engagement. A mixed-methods approach was employed, combining quantitative data collected via Likert-scale questionnaires with qualitative insights from open-ended responses. Quantitative analysis utilized descriptive statistics, correlation, and multiple regression to assess the relationship between employee motivation and organizational productivity, while qualitative responses were analyzed thematically to identify preferred motivational factors. SPSS software was used for the analysis. significant level was set at 0.05. The results indicated that employee motivation at Kenya Relief Organization is moderate but significantly influences productivity, with factors positively associated with productivity. Qualitative results revealed that Kenya Relief Organization staff prioritized non-financial incentives such as recognition, career development, job security, and welfare benefits, while financial rewards were supportive but less prominent. These findings reflect the organization’s humanitarian mission and donor-dependent funding model, which necessitates balancing resources between program delivery and employee engagement. The study concludes that enhancing staff motivation in innovative, context-sensitive ways can strengthen staff performance, honor the founders’ vision, and advance Kenya Relief Organization’s mission of transforming the lives of children and communities. The study contributes to organizational leadership and management by providing empirical evidence on how motivation can be enhanced in resource-constrained, mission-driven contexts, demonstrating that leaders can improve productivity through context-sensitive strategies without compromising core program objectives. It is recommended that the Kenya Relief Organization management prioritize more of non-financial motivational aspects like employee recognition programs, professional development, job stability, and targeted financial incentives. While this study while future research could explore leadership influences, longitudinal motivation trends, and the link between staff motivation and beneficiary outcomes.enThesis