The usage of non-fiscal ways of incentives is an effort by firms to put on in the work the concepts theories of Maslow and Herzberg. Performance is considered to be related through the concepts of talent, opportunity and enthusiasm. Proprietors, supervisors and managers recognize positive incentive hints to improve performance and greater production however, may rely on the incorrect tools. Non-fiscal motivations are viewed as cheaper ways of compensating employees, thus attracting, encouraging and retaining workers. Eldoret Polytechnic has put in place nonmonetary motivation as an attempt for maximizing on the overall employee performance and subsequently increasing overall productivity. However, though nonmonetary motivation has been used in the institution, there has sometimes been low employee performance leading to decreased productivity and at times high employee turnover which increases the staffing costs and could even lead to losses. The general objective was to study the non-monetary motivation and employee performance which is a case of Eldoret Polytechnic. The research was steered by the following definite aims; to determine the influence of training on employee performance, to establish the outcome of advancement on workers performance, to find out the results of targets on worker performance and to determine the outcome of team building on worker performance in Eldoret Polytechnic. Study utilized a descriptive case study design. Population of the study was 364 employees at work in the educational institution. The sample of the study was 109 respondents generated by randomly sampling 30% of the respondents in polytechnic. Primary data was used in this research was collected using questionnaires. They were self-administered, pre-tested to ensure it was not faulty and that it was understood by the participants. The questionnaire was piloted for validity proof by discussing with two unsystematically chosen respondents. Fifteen questionnaires were administered to randomly chosen respondents and then analyzed using SPSS software for determining reliability. The respondents who played a part in the initial study were not involved in the last study to evade response bias. Data were analyzed mainly by frequencies, descriptive and inferential statistics. This included mean, standard deviation, correlation and regression analysis were used to draw a causal relationship between the independent variables and employee performance. Presentation of data was done by use of tables and figures. Before the questionnaire was administered, consent was sought and given by the respondents. Full confidentiality was maintained especially when dealing with questionnaires and the identity of the respondents was kept secret. The correlation results indicate that the association between employee performance and training, promotion, targets and team building was strong and positive and was statistically significant. From the study it was concluded that Eldoret Polytechnic had put in place training, promotion, targets and team building measures as non-monetary motivation incentives and such the variables were important in determining employee performance. It was recommended that the management of the institution should ensure that education on performance should be well carried out and effected in the institution as it will enable employees improve on their performance.