Employee motivation and performance appraisal systems represented critical human resource management tools that influenced organizational effectiveness in media institutions. Uganda Broadcasting Corporation (UBC), as the country's national broadcaster, faced increasing competitive pressures from private media houses and digital platforms, necessitating optimal employee performance. The organization implemented various motivational strategies and performance appraisal mechanisms aimed at enhancing employee attitudes and productivity. However, the effectiveness of these interventions in actually shaping employee behaviors, attitudes, and performance outcomes remained inadequately documented. Understanding these relationships became essential given UBC's mandate to deliver quality public broadcasting services while operating within resource constraints and competing for audience attention in Uganda's dynamic media landscape. This study employed a descriptive cross-sectional survey design utilizing mixed methods approaches to examine the role of motivation and performance appraisal at UBC. The target population comprised 65 employees across different organizational levels. A sample of 60 respondents was selected using multiple sampling techniques: 2 HR officers and 10 departmental heads were purposively sampled due to their strategic positions and specialized knowledge, while 48 operational staff were selected through stratified random sampling to ensure representation across departments. Data were collected using self-administered questionnaires, semi-structured interviews, and documentary review of performance appraisal records. Quantitative data were analyzed using SPSS software generating descriptive and inferential statistics, while qualitative data underwent thematic content analysis to identify patterns and meanings. The study revealed that motivational factors significantly influenced employee attitudes and performance at UBC. Monetary incentives positively affected 73.3% of employees' performance, though salary satisfaction remained low at 35%. Recognition programs improved morale for 68.3% of respondents, while career development opportunities enhanced commitment among 71.7% of employees. Performance appraisal systems demonstrated mixed effectiveness: 66.7% found appraisals fair and objective, but only 41.7% received regular feedback. Strong correlations emerged between perceived appraisal fairness and job satisfaction (r=0.68) and between motivational satisfaction and performance levels (r=0.72). However, 58.3% of employees reported limited linkage between appraisal results and career advancement, undermining system credibility. Motivation and performance appraisal significantly shaped employee attitudes and performance at UBC, though implementation gaps reduced their potential effectiveness and organizational impact. UBC management should strengthen integration between appraisal outcomes and tangible rewards while diversifying motivational approaches beyond monetary incentives to enhance sustainable performance.