Human capital management in rwanda: challenges and prospects for microfinance institutions

• ABSTRACT
  
  • 1.2. PROBLEM DEFINITION
    
  • 1.3. RESEARCH OBJECTIVES
    
  • 1.4. RESEARCH QUESTIONS
    
  • 1.6. RESEARCH SIGNIFICANCE
    
  • 1.8. RESEARCH DESIGN AND METHODOLOGY
    
  • 1.8.1. Target population and sampling methods
    
  • 1.8.2. Data collection instruments
    
  • 1.9. LIMITATIONS
    
  • 2.2. HUMAN CAPITAL 2.2.1. Definition
    
  • 2.2.3. Human capital Management
    
  • 2.2.3.1. Why Human capital management?
    
  • 2.2.3.3. What attracts and retains employees in organizations
    
  • 2.2.4. Human Capital in Africa: Focus on Rwanda
    
  • 2.2.4.1. Structure of Rwanda's Human Capital
    
  • 2.3. WHAT IS MICROFINANCE? / MICROFINANCE INSTITUTION?
    
  • 2.3.1. Principles of Microfinance
    
  • 2.3.2. Advantages of Microfinance Institutions
    
  • 2.3.3. Who Are the Clients of Microfinance Institutions?
    
  • 2.3.5. Microfinance in Rwanda 2.3.5.1. Genesis
    
  • 2.4. RESEARCH GAP: WHY THIS RESEARCH?
    
  • 3.1. INTRODUCTION
    
  • 3.2. PROBLEM STATEMENT
    
  • 3.3. RESEARCH OBJECTIVES
    
  • 3.4. THEORETICAL FRAMEWORK
    
  • 3.4.1. Research variables
    
  • 3.4.3. Research limitations
    
  • 3.5.1. Research type
    
  • 3.5.2. Target population and sampling methods
    
  • 3.5.5. Validity and Reliability
    
  • 4.1. INTRODUCTION
    
  • 4.2. DATA FROM EMPLOYEES 4.2.1. Response rate
    
  • 4.3.3. Education level
    
  • 4.3.4. Age of respondents
    
  • 4.3.5. Area of specialization
    
  • 4.3.6. Date of employment (with current employer)
    
  • 4.3.7. Number of posts occupied
    
  • 4.3.7. How do MFIs recruit employees?
    
  • 4.3.8. How employees like their employer
    
  • 4.3.8. 2. Employees perception of supervision
    
  • 4.3.8.3. Whether employees' dream has always been to work with MFIs Table 4.11: Had you ever dreamt to work with a MFI?
    
  • 4.3.8.4. Satisfaction of employees with training
    
  • 4.3.8.5. Employees perception of promotion fairness
    
  • 4.3.8.6. How employees perceive performance evaluation
    
  • 4.3.8.7. Existence of teamwork in MFIs
    
  • 4.3.8.9. Probability of resigning after gaining enough experience Table 4.34: DUTERIMBERE IMF SA Employees leaving probability
    
  • 4.3. DATA FROM MANAGERS' 4.3.1. Some management Practices
    
  • 4.4. EXISTENCE OF EXTERNAL FACTORS
    
  • 4.5. SUMMARY OF FINDINGS AND DISCUSSION
    
  • 5.1. INTRODUCTION
    
  • 5.3. RECOMMENDATIONS
    
  • 5.3.4. The GoR and public / private institutions
    
  • 5.4. FUTURE RESEARCH