Career Development and Employee Performance in Public Institutions in Rwanda: Case of Rwanda Housing Authority

Authors

  • Kampororo Doreen Mount Kenya University
  • Dr. Gitahi Njenga Mount Kenya University
  • Dr. Nkechi Irechukwu Mount Kenya University

DOI:

https://doi.org/10.53819/81018102t5199

Abstract

This research looked at career development system through the lenses of personal growth, advancement and challenging responsibilities against Quality of services, Task’s completion, Team work, Dependability and reliability and Creativity of employee performance in Rwanda’s public institutions, with the Rwanda Housing Authority (RHA) case study. It was grounded on the Hertzberg and Vroom Expectancy Theories of career development. The study adopted a mixed design, combining a descriptive quantitative and a phenomenology qualitative design. The target population consisted of 108 respondents from whom 85 were statistically drawn using Yamane 1967 formula. The study found that majority of respondents believe RHA offers significant career growth opportunities and maintains an active career planning policy. The average response score of 4.45 suggests that respondents generally believe that career development efforts at RHA effectively influence employee performance. The regression analysis further quantifies this relationship, demonstrating that career development accounts for 42% of the variation in employee performance, reinforcing the crucial role that such initiatives play. The analysis of variance (ANOVA) corroborates this strong correlation, exhibiting statistical significance that points to career development as a substantial influencer of performance. In terms of specific impact, the coefficient of career development, 0.588, indicates that for every unit increase in career development, there is a near 0.6 unit increase in staff performance. The study recommends it is crucial to significantly invest in and emphasize career development initiatives, considering their key role in enhancing employee performance. These initiatives should include personalized career development plans, mentorship programs, and regular training sessions for all employees. Regular performance reviews and feedback sessions can help identify areas of improvement and direct career development efforts. Furthermore, all employees, regardless of their roles, should have equal access to these career development opportunities, promoting a sense of fairness and building a skilled workforce. It's also important to view career development as a central aspect of strategies aimed at employee retention, given its positive impact on performance and job satisfaction. Lastly, organizations should continually evaluate the effectiveness of career development initiatives, making adjustments as necessary to ensure their impact on performance improvement is maximized.

Keywords: Career Development, Employee Performance, Personal Growth, Responsibilities, Quality of Services, Task’s Completion, Team Work, Dependability, Reliability and Creativity

Author Biographies

Kampororo Doreen, Mount Kenya University

MBA Candidate, Human Resource Management, Mount Kenya University, Kigali, Rwanda

Dr. Gitahi Njenga , Mount Kenya University

Senior Lecturer, Mount Kenya University, Kigali, Rwanda

Dr. Nkechi Irechukwu, Mount Kenya University

Senior Lecturer, Mount Kenya University, Kigali, Rwanda

References

Chepkosgey, B. (2015). Effect of Training and Career Development on Employee Performance: A Case of KCB Branches in the North Rift Region, Kenya. International Journal of Advanced Research in Management and Social Sciences, 4(5), 38-49.

Kasine, Y., Babenko-Mould, Y., & Regan, S. (2018). Translating continuing professional development education to nursing practice in Rwanda: Enhancing maternal and newborn health. International journal of Africa nursing sciences, 8, 75-81. https://doi.org/10.1016/j.ijans.2018.03.001

Merchant, R. C. (2012). The Role of Career Development in Improving Organizational Effectiveness and Employee Development. Retrieved from http://sks.karabuk.edu tr/kariyer/belgeler/the_role_of_career_ dev elopment.pdf

Ngabonzima, A., Asingizwe, D., & Kouveliotis, K. (2020). Influence of nurse and midwife managerial leadership styles on job satisfaction, intention to stay, and services provision in selected hospitals of Rwanda. BMC nursing, 19, 1-11. https://doi.org/10.1186/s12912-020-00428-8

Ngenzi, J. L., Scott, R. E., & Mars, M. (2021). Information and communication technology to enhance continuing professional development (CPD) and continuing medical education (CME) for Rwanda: a scoping review of reviews. BMC Medical Education, 21(1), 245. https://doi.org/10.1186/s12909-021-02607-w

Nimusima, P., & Tumwine, J. F. (2017). Assessing the Relationship Between Employee Motivation and Productivity in Rwanda’s Nyagatare District. Management Challenges in Different Types of African Firms: Processes, Practices and Performance, 221-235. https://doi.org/10.1007/978-981-10-4536-3_13

Niyivuga, B., Otara, A., & Tuyishime, D. (2019). Monitoring and evaluation practices and academic staff motivation: Implications in higher education within Rwandan context. SAGE Open, 9(1), 2158244019829564. https://doi.org/10.1177/2158244019829564

Oduma, C., and Were, S. (2014). Influence of career development on Employee Performance in the Public University, A Case of Kenyatta University. International Journal of Social Sciences Management and Entrepreneurship, 1(2), 1-16.

Ogedegbe, R. J. & Bashiru, B. (2014). Fostering employee morale through effective remuneration practices. European Journal of Business and Management, 6(16), 112-115.

Ryan, N. (2013). Reward schemes for employees and management. Retrieved from http://www.accaglobal.com/content/dam/acca/global/PDF-students/2012s/sa_ jan13_p5_reward_a.pdf

Sibomana, I. (2022). Perceptions of teachers on the instructional leadership behaviours of secondary school principals in Rwanda. Educational Management Administration & Leadership, 50(1), 64-80.

Downloads

Published

2023-06-19

How to Cite

Doreen, K., Njenga, G., & Irechukwu, N. (2023). Career Development and Employee Performance in Public Institutions in Rwanda: Case of Rwanda Housing Authority. Journal of Human Resource & Leadership, 7(2), 76–85. https://doi.org/10.53819/81018102t5199

Issue

Section

Articles