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

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?

	DUTERIMBERE IMF SA		IMF UNGUKA SA
	Frequency	Percent	Frequency	Percent
Strong no	10	50	10	50
No	0	0	2	10
Neither yes nor no	4	20	1	5
Yes	5	25	0	0
Strong yes	1	5	7	35
Total	20	100%	20	100%

Source: Primary data

It was interesting to know whether employees were attracted and retained by their dream to work with MFIs. 50% had not at all that dream, after all, some say «it is a young sector», 20% were indifferent, 25% agreed while 5% strongly agreed.

In UNGUKA, however, 50% strongly disagree to have had a dream to work with MFIs, 10% disagree to have had such a dream, and 5% are indifferent, while 35% strongly agree to have dreamt working with MFIs.

In DUTERIMBERE, statistics show that the dream to work with MFIs has little capacity to attract and retain skilled employees. In UNGUKA, a half of respondents report to have had no dream at all. Like in case above, dream has no capacity to influence attraction and retention of employees with MFIs. Most especially, microfinance is a new business in Rwanda. There are no high probabilities of seeing many employees having dreamt to work in a sector they did not know well before.

4.3.8.4. Satisfaction of employees with training

expected to deliver. Employees without the right skills will have no business ownership, will be frustrated and will never be committed to organizational goals. It is, however, interesting to see in the above cases how employees are either satisfied or dissatisfied with training. MFIs in Rwanda will not growth and compete sustainably if they employ increasingly dissatisfied employees.

4.3.8.5. Employees perception of promotion fairness

Table 4.13. Employees perception of promotion fairness

	DUTERIMBERE IMF SA		IMF UNGUKA SA
Strongly unfair	-	-	1	5
Indifferent	5	25	1	5
Fair	5	25	5	25
Strongly fair	10	50	13	65
Total

Source: Primary data

In DUTERIMBERE, 25% are indifferent with the fact that promotion is fair; 25% agree, while 50% strongly agree. This shows that majority appreciate the promotion practices. In UNGUKA, however, the following statistics are displayed in the above table: 5% of respondents strongly disagree with the statement. 5% are indifferent, 25% agree while 65% strongly feel that promotion is fair.

How employees feel on what management does for them is critical. In this case, for example, if employees feel that managers are not fair in promoting employees, this is a seed of business death. Employees will not perform to their best as this has no link with the rewards.

Reading from the above statistics, nevertheless, UNGUKA seems to be doing better. When one probes into how they do it, the following come as answers:

Firstly, «UNGUKA does not attract outside potential employees before it is sure there internal staff members who can do the job. However, they must compete. The most successful will take post. Employees like this and believe that their promotion depends on how they perform their work and how much they can pass the recruitment test⁵».

Secondly, «employees who resigned may be taken back. This is, however, subject to some conditions. Their reason to resign must have no link with unethical behavior. If they can come and pass tests successfully, then they can be reintegrated⁶».

Thirdly, «it may be implied that when there are internal promotions, new vacancies are created. Its new recruits will take up lower positions⁷».