Ghana's higher education system is currently experiencing a fast and significant change, driven by a substantial increase in student enrollment as a result of the proliferation of universities and the implementation of the free senior high school policy. The purpose of the study is to examine motivational factors influencing the performance of lecturers with evidence from universities in Ghana. The study is positioned in the positivist paradigm. The study adopts a cross-sectional research design. The quantitative research approach is adopted in the study to quantitatively measure the various motivational factors that influence lecturers’ performance in Ghana. Descriptive and explanatory research designs were utilized. The study population is all 68 universities in Ghana, including both private (44) and public (24) universities. A sample size of 400 respondents was drawn using the purposive and convenience sampling techniques. Primary data for the study was collected using questionnaires. Data was analyzed using the Statistical Package for Social Sciences (SPSS) version 24. Findings from the study show a wide range of factors; salary, opportunities for promotion, social factors, a conducive learning environment, and intrinsic factors like a passion for their work, have a major impact on lecturers' performance. Salary was found to be the most important extrinsic incentive, while intrinsic motivations like a love for one's work were also very important for lecturer performance and satisfaction. Significant relationships between these motivational factors and lecturer performance were found in the research, highlighting the significance of these factors in creating a supportive work environment. Regarding the availability of motivational factors at their universities, lecturers' perspectives showed a varied picture. The study recommends that universities should; (1) place a high priority on expanding grant availability, encouraging positive social interactions, and maintaining open promotion procedures, (2) prioritize competitive salaries to draw and keep proficient lecturers, and (3) conduct periodic surveys and feedback methods in order to continuously evaluate and enhance the accessibility and efficacy of motivational factors.