THE IMPACT OF HUMAN RESOURCE MOTIVATION ON PRIVATE INSTITUTIONS’ PERFORMANCE IN RWANDA - CASE STUDY: BRALIRWA PLC (2017-2020)

James Hodari

Abstract


The purpose of this study is to assess the impact of human resource motivation on the performance of private companies in Rwanda, specifically to assess the effectiveness of human resource motivation in Bralirwa PLC, within the period of 2017-2020. The targeted population of 80 staff members. The study used a primary method that involved questionnaires. A secondary method of data collection involved a desk review of relevant materials. Data collection was then analyzed using both Stata and SPSS software. The study indicated that there is a significant correlation between human resource motivation and private institutions in Rwanda. It was seen from analysis of responses, that there a correlation of 0.748(74.8%) is located in the interval [0.50-0.75[categorized as a positive and high correlation. As the significant level is at 0.01 (1%), the p-value of 0.000 (i.e., 0.0%) is less than 1%. This leads to confirm that there is a significant relationship between Human Resource Motivation and the performance of private companies in Bralirwa PLC. The training program is put in place where employees must be trained about their work and jobs in order to carrying out their work easily with a good attitude and confidence. 90% of respondents received training as a motivating factor toward performance. As the majority has been trained, it shows that employees are motivated by that additional ability to work, as they are working in changing environment. As the table above indicates, 21.5% of respondents told us that promotion depends on how the employee is committed to work, 34.3% said that promotion depends on service rendered, 7.1% said that promotion is based on the level of education of employees and 37.1% of respondents said that promotion depends on the employee professional experience. In general, the total asset turnover of Bralirwa PLC has good results in sales in four years in 67.6% in 2017, 73.4% in 2018, 82.7% in 2019 and 78.9 in 2020, in this way, investment in total asset in Bralirwa PLC is efficient. Based on information found from respondents and the questionnaire used during the research period, first hypothesis saying that there is effective human resource motivation in Bralirwa PLC is applied effectively has been verified and confirmed. The study recommends that Bralirwa should enhance human resource mobility to maintain production hence effective performance. They conclude that there is a significant correlation between human resource motivation and private institutions in Rwanda.

 

Article visualizations:

Hit counter


Keywords


human resource management, human resource motivation, performance

Full Text:

PDF

References


Adejare, B. O., Olaore, G. O., & Ekpenyong, U. (2020). Inefficiency Among Non-Academic Staffs in Nigerian Tertiary Institutions: The Role of Training and Development. ERIES Journal, 13(2), 56–66.

Adibah, A. , Adnan, A., Fadillah, I. & Norseha, S. (2019). The Effect of Compensation and Benefits Towards Employee Performance. Faculty of Technology Management and Business, Universiti Tun Hussein Onn Malaysia, Malaysia. Proceedings of the 1st Asian Conference on Humanities, Industry, and Technology for Society, ACHITS 2019, 30-31 July 2019, Surabaya, Indonesia

Ahmad, F. & Nur, I. (2023). The Impact of the Recruitment Process on Employee Performance) Institut Teknologi dan Bisnis Nobel Indonesia, Makassar, 90221, Indonesia. Advances in Human Resource Management Research, 1(2), 2023. 55 - 65 DOI: https://doi.org/10.60079/ahrmr.v1i2.75

Amin M. E. (2005). Social Science Research: Conception. Methodology and Analysis. Makerere University.

Ashley, M. (2017) “How Do Employees Get Motivated by Promotions?” https://careertrend.com/employees-motivatedpromotions-12704.html

Bãlan N., Andreina A., Popescus D. M, Stoica C., The ideal profile of a, museum manager, Proceedings of the 5th WSEAS Internal Conference on Economy and Management (volume II), P.263.

Bhatti, K. K. Nawab, S. & Akbar, A. (2011). Effect of Direct Participation on Organizational Commitment, International Journal of Business and Social Science, II (9)

Boddy David (2005). Management an introduction (4th edition). Pearson: UK

Bralirwa PLC, (2017, 2018, 2019, 2020). Annually Audited Reports.

Crook, A, E, Beier, M. E. (2010). When Training with a Partner is inferior to training Alone. The Importance of Dyad Type and Interaction Quality. Journal of Experimental Psychology: Applied, 16(4), 335-348. doi: 10.1037/a 0021913

Deci E., D Gagne M, (2005). Self-determinant theory and work motivation. Journal of Organizational Behavior, June (2005), Vol.26 Issue 4, 331-362

Gabriela R., & MaciejDuda (2017) “Promotion as a motivational tool based on the example of Antonin Forest Inspectorate” World Scientific News, 89(2017). 306-316.

Guest, D. (1997). Human resource management and performance: a review and research agenda, International Journal of Human Resource Management, Vol. 8 No. 3, pp. 263-76.

Hughes R. L. and Curphy G. J. (2012). Leadership: Enhancing the lessons of experience (7th ed.). Boston: Mc Graw-Hill Irwin

Jenice, C. (2021). A Study on the Impact of Promotion as a Motivational Tool on Employee Performance Janice Castelino. International Journal for Research in Engineering Application & Management (IJREAM) ISSN: 2454-9150 Vol-07, Issue-02, MAY 2021

Kirmizi, A, Deniz, O. (2009). The Organizational Commitment of IT Professionals in Private Banks, European and Mediterranean Conference on Information Systems.

Meyer K. E. (2006). Asian management research needs more self-confidence. Asia Pacific Journal of Management 23:119-137

Nichole, G. (2018) Encouraging Employee Motivation Through Internal Promotion, Incentive Solutions. https://www.incentivesolutions.com/encouragingemployee-motivation-internal-promotion/

Okoye, V.C. (2022). Compensation and Organizational Performance, a Study of Muoka Foam Lagos Department of Entrepreneurship Studies. University Igbariam, Anambra State, Nigeria.

Owolabi, L. K. Abdul-Hameed, A. S. (2011) “Employee involvement in decision making and firms performance in the manufacturing sector in Nigeria.” Serbian Journal of Management VI (1), pp. 1 – 15,

Peklar, J. & Bostjancic, E. (2012). Motivation and Life Satisfaction of Employees in the Public and Private sectors. Uprava/ Administration, 10(3), 57-74.

Qureshi M. T., & Ramay I. M. (2006), Impact of Human Resource Management Practices on Organizational Performance in Pakistan, Muhammad Ali Jinnah University, Islamabad.

Raja, A. G., Furqan, A. K., & Muhammad, A. K. (2011) ‘Impact of Training and Development on Organisational Performance’, Global Journal of Management and Business Research, Vol. 11, No. 7, pp.45-62.

Rhodes, J. E., Haight, W. L., & Briggs, E. C. (1999). The influence of mentoring on the peer relationships in relative and nonrelative care. Journal of Research on Adolescence, 9, 185–201.

Rhodes, J. E., Haight, W. L., & Briggs, E. C. (1999). The influence of mentoring on the peer relationships in relative and nonrelative care. Journal of Research on Adolescence, 9, 185–201.

Rhodes, J. E., Reddy, R., & Grossman, J. (2003). The protective influence of mentoring on adolescents’ substance use: Direct and indirect pathways. Applied Developmental Science, 9, 31–47.

Robbins, P. Stephen and Decenzo A. David (2008). Fundamentals of Management: Essential Concept and Application (6th edn) Pearson: USA

Spreitzer, G.M. Noble, D.S. Mishra, A.K. & Cooke W.N. (1999). Predicting process improvement team performance in an automotive firm: Explicating the roles of trust and empowerment. In E. Mannix & M. Neale (eds), Research on Managing Groups and Teams Greenwich, CT: JAI Press, II, pp.71-92, 1999.




DOI: http://dx.doi.org/10.46827/ejhrms.v6i2.1615

Refbacks

  • There are currently no refbacks.


Copyright (c) 2023 European Journal of Human Resource Management Studies

Creative Commons License
This work is licensed under a Creative Commons Attribution 4.0 International License.

The research works published in this journal are free to be accessed. They can be shared (copied and redistributed in any medium or format) and\or adapted (remixed, transformed, and built upon the material for any purpose, commercially and\or not commercially) under the following terms: attribution (appropriate credit must be given indicating original authors, research work name and publication name mentioning if changes were made) and without adding additional restrictions (without restricting others from doing anything the actual license permits). Authors retain the full copyright of their published research works and cannot revoke these freedoms as long as the license terms are followed.

Copyright © 2017-2023. European Journal Of Human Resource Management Studies (ISSN 2601-1972) is a registered trademark. All rights reserved.

This journal is a serial publication uniquely identified by an International Standard Serial Number (ISSN) serial number certificate issued by Romanian National Library. All the research works are uniquely identified by a CrossRef DOI digital object identifier supplied by indexing and repository platforms. All the research works published on this journal are meeting the Open Access Publishing requirements and standards formulated by Budapest Open Access Initiative (2002), the Bethesda Statement on Open Access Publishing (2003) and  Berlin Declaration on Open Access to Knowledge in the Sciences and Humanities (2003) and can be freely accessed, shared, modified, distributed and used in educational, commercial and non-commercial purposes under a Creative Commons Attribution 4.0 International License. Copyrights of the published research works are retained by authors.