3.5.2. Target population and sampling methods
As of September 15th, 2009, there were 96 licensed
MFIs in Rwanda. These are the study population. They have, however, different
legal statuses, that is, 83 cooperatives (COOPEC), 2 private limited liability
companies (SARL) and 11 public limited liability companies (SA). However, only
SA was studied. The reason is because cooperatives are perceived to be in small
businesses while SARL and SA are in a «serious business».
IMF UNGUKA S.A. was studied because it is 100% financed by
individual shareholders. Indeed, it was awarded more than once by various
raters. As of DUTERIMBERE IMF S.A, it was begotten by DUTERIMBERE a.s.b.l, a
local non profit driven organization serving women entrepreneurs, as of now, it
is one of local MFIs which is serving, mostly women. Both of them, however,
were in existence by 2006 and survived the Rwanda microfinance crisis.
40 judgmentally selected respondents participated in the
filling of questionnaires, 20 from each MFI. Managing Directors filled
questionnaires too. Focus group was also used to gather information from other
respondents while Human Resource Managers were interviewed. They were selected
on a judgmental basis.
Human capital management in Rwanda: Challenges and prospects
for Microfinance Institutions 3.5.3. Data collection
instruments
Multiple sources of data were utilized to ensure validity as
well as to minimize potential biases in drawing conclusions. Four principal
data collection instruments were utilized for this research. They are
summarized in the following table:
Table 3.1. Data sources
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Secondary
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Documentation
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1. IMF UNGUKA S.A's business plan 2010 - 2014
2. DUTERIMBERE IMF SA
business plan 2010 - 2014
3. Government publications
4. Textbooks
5. Official reports
6. Online resources
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Primary
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Focus group
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Experts were interviewed: 1 from the National Bank of Rwanda
(NBR), 1 from NBR licensed auditors, 1 former MFI manager who is currently a
consultant, and 1 from Association of Microfinance of Rwanda.
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Primary
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Oral interviews
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They were conducted with managers who have human resources
management under their responsibilities
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Primary
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Questionnaires
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Filled by 40 respondents and 2 MFI Managing Directors
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Type of data Source of evidence Details
Source: Primary data
Human capital management in Rwanda: Challenges and prospects
for Microfinance Institutions 3.5.4. Data presentation and
analysis tools
To ensure valid results, the data were converted and
processed. A thorough examination of questionnaires and interview responses was
done to ensure consistency, accuracy and completeness of the responses. Using
qualitative and quantitative data handled and analyzed, the conclusion was
taken basing on the relationship found out between the dependent and
independent variables. Briefly, the following steps were followed:
Step one: Editing:
This was the first task in data processing. It consisted of
examining errors and omissions in the collected data and making necessary
corrections. It was partly carried out in the field and finally completed after
fieldwork. It involved pursuing through completed interviews schedule and
anomalies in reporting and recording rectified. It was done for responses as
entered in the questionnaire and where it contained only a partial or vague
answer. It means that some questions were not answered as expected, and the
responses were not consistent with the questions. So, the researcher had to
relate the answers to their respective questions and this ensured coherent and
logical answers.
Step two: Coding
After the editing of the data, the researcher had to thorough the
code the data. Coding was used in this study to summarize data by classifying
the different respondents given into categories.
A code sheet was prepared by writing down all responses that
were similar or closely related for open-ended questions and coding them. The
code established was as exhaustive as possible and included all the vital
responses. The coding frame chosen had to be in line with the objectives of the
study.
Before coding is finalized, the researcher checked thoroughly in
order to detect any coding differences and eliminate ambiguous or irrelevant
cases.
So, basically, coding thus was done in 2 phases: Specifying
the different categories of classes into which the responses were to be
classified; and allocating individual answers to different categories.
Step 3: Tabulating
After editing and coding, the summarizing data by constructing
frequency distribution table of answers to each closed-ended question had to be
carried out. In fact, this is putting data into some kind of statistical table
with percentage. The task is executed by drawing a matrix of codes in a such
way that questions of each coding frame are set against the respondents until
all items in the code sheet helped the researcher interpret the codes in the
matrix using tally symbols to get frequencies for each question. The matrix of
code helps a lot to gain in making comparisons as well as making frequencies
using tally system.
Step 4: Statistical Analysis
The calculation of percentages was done. This was a number of
the sample size then multiplied by a hundred divided by the frequency of the
respondents. Statistical analysis was done almost for all tables.
Another statistical analysis element is summation. In this
regard, the research is able to draw conclusions from the data processed and
presented in the table, after relating these findings from the field and
theoretical literature from various sources.
Dependent variables are capacity to attract skilled employees and
capacity to retain skilled employees.
They depend on independent variables that include dream to
work with MFIs; education level; education specialization; length of
professional experience; levels of employment in Rwanda; capacity to
effectively and efficiently recruit qualified employees; capacity to pay good
salaries and benefits; existence of teamwork in MFIs; quality of supervision;
organization ownership;
availability of funds; microfinance popularity; availability
of resource people; employees' age; management of the training programs;
promotion management; performance evaluation; availability of qualified
employees and career path clarity in microfinance.
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