WOW !! MUCH LOVE ! SO WORLD PEACE !
Fond bitcoin pour l'amélioration du site: 1memzGeKS7CB3ECNkzSn2qHwxU6NZoJ8o
  Dogecoin (tips/pourboires): DCLoo9Dd4qECqpMLurdgGnaoqbftj16Nvp


Home | Publier un mémoire | Une page au hasard

 > 

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

( Télécharger le fichier original )
par Jean Paul SAFARI
Maastricht School of Management  - MBA  2010
  

précédent sommaire suivant

Bitcoin is a swarm of cyber hornets serving the goddess of wisdom, feeding on the fire of truth, exponentially growing ever smarter, faster, and stronger behind a wall of encrypted energy

1.3. RESEARCH OBJECTIVES

Research objectives are classified into two: general objective and specific objectives. 1.3.1. General objective

This research aims at investigating the challenges and prospects of MFIs in light of Human Capital management.

1.3.2. Specific objectives

a) Analyze the capacity of MFIs to attract skillful employees;

b) Analyze the capacity of MFIs to retain skillful employees;

c) Analyze external factors that influence MFIs' capacity to attract and retain skillful employees.

1.4. RESEARCH QUESTIONS

The researcher will address the following questions:

Human capital management in Rwanda: Challenges and prospects for Microfinance Institutions Major research question

What are the human capital management challenges and prospects in the Rwandan microfinance institutions?

Minor question 1: Can MFIs attract skillful employees? Minor question 2: Can MFIs retain skillful employees?

Minor question 3: Are there external factors that influence MFIs' capacity to attract and retain skillful employees?

1.5. SCOPE OF THE STUDY

There are many aspects that are interesting to research on. One could study their profitability, their sustainability, their impact in poverty reduction; their products etc. However, for this study, only challenges, and prospects of MFIs in line with Human Capital Management will be studied.

Besides, there are many MFIs in Rwanda; the ones licensed by the National Bank of Rwanda are 96. The microfinance policy recognizes three types, that is, credit and savings cooperatives (SACCO / COOPEC), the public liability limited companies (Ltd / SA) and private limited liability company (SARL). Out of 96, there are only 11 public limited liability companies and 2 private limited liability companies in microfinance business. These ones were studied. Since resources were not enough to study all of them, only 2 of them were subject to this research. That is DUTERIMBERE IMF SA and IMF UNGUKA SA.

IMF UNGUKA S.A. was studied because it is 100% financed by individual shareholders. Indeed, it was recognized twice by different raters to be doing its best in professionalizing the microfinance business. As of DUTERIMBERE IMF S.A, it was begotten by a local non profit driven organization.

Besides, majority of its customers are women. It is interesting because it started with funds from donors. Both of them, however, were in existence by 2006 when Rwanda experienced the microfinance crisis.

Moreover, because of time and other resources constraints, research was conducted in Kigali, the capital city and Muhanga which is in 50 minutes drive from Kigali.

1.6. RESEARCH SIGNIFICANCE

This research is significant to the researcher, academics, clients and investors and to the Government of Rwanda as follows:

i. To the researcher: This research will avail an opportunity to the researcher to understand more the microfinance sub - sector in Rwanda. Especially, it is one of the requirements before being awarded with a MBA in Project Management.

ii. To the academics: After this research is successfully conducted, a copy will be sent to SFB Library and Maastricht School of Management. This will avail information to those who may be interested in this research or other related studies.

iii. To MFIs Clients and Investors: Both clients and investors in microfinance will be given an opportunity to know more about this subject matter of the research. This will be a good tool for them as they take decision in their daily businesses.

iv. To the Government of Rwanda: The GoR will be given information on this subject matter. Information gotten will be used for policy formulation and decision making purposes.

1.7. THEORETICAL FRAMEWORK

According to Lacy, Arnott and Lowitt (2009), human capital management can be seen from the point of view of employees knowledge, skills and attitudes since these impacts the organization change, leadership development, learning, performance management and employee engagement.

Human capital management in Rwanda: Challenges and prospects for Microfinance Institutions Table 1.1. Theoretical framework

 

Organizational change

Leadership development

Learning

Performance management

Employee engagement

Knowledge

Involving

Align leadership

Informal

Give

Use

 

employees in

with company

and

performance

employees as

Skills

 
 
 
 
 
 

decision making

objectives

formal

related

agents of

Attitudes

 
 

learning

feedback

change

 

Enhance talent

management

Coordinate

 

Reward

Take care of internal

publics for

sustainability

Source: Adapted from Lacy, Arnott and Lowitt (2009)

précédent sommaire suivant






Bitcoin is a swarm of cyber hornets serving the goddess of wisdom, feeding on the fire of truth, exponentially growing ever smarter, faster, and stronger behind a wall of encrypted energy








"Je voudrais vivre pour étudier, non pas étudier pour vivre"   Francis Bacon