4.3.8.6. How employees perceive performance
evaluation
Table 4.14: DUTERIMBERE IMF SA Employees perception of
performance evaluation
Frequency Percent
Strongly disagree 1 5
Disagree 3 15
Neither agree nor disagree 3 15
Agree 8 40
Strongly agree 5 25
Total 20 100
Source: Primary data
5 Interview with the HR officer at IMF UNGUKA SA
6 Ibid
7 Ibid pp 76
In DUTERIMBERE IMF SA, 5% are in a strong disagreement, 15%
are in disagreement, 15% are indifferent, 40% are in agreement while 25% are in
a strong agreement. A fair majority do not appreciate the performance appraisal
management at DUTERIMBERE IMF SA.
Table 4.29: IMF UNGUKA SA perception of performance
evaluation
Frequency Percent
Neither agree nor disagree 2 10
Agree 5 25
Strongly agree 13 65
Total 20 100
Source: Primary data
In UNGUKA, 10% are indifferent, 25% agree while 65% strongly
agree. A big majority appreciate the performance evaluation at UNGUKA S.A.
Whatever the case, however, it can be read that microfinance
institutions have challenges to do with realistically measuring performance.
Institutions whose performance appraisal is not liked by employees are not good
at retaining employees. This is because, employees not a fair feedback on what
they are doing so that they can improve or strengthen the already positive side
of their performance. Failing to do so may lead to resignations.
As a consequence, employees would rather like to join
employers who have time to assess their performance realistically so that they
can see their career growing positively. Unfortunately, the studied MFIs are
not good at that.
4.3.8.7. Existence of teamwork in MFIs
Human capital management in Rwanda: Challenges and prospects
for Microfinance Institutions Table 4.30: DUTERIMBERE IMF SA
employees' perception of teamwork
Frequency Percent
Agree 10 50
Strongly agree 10 50
Total 20 100
Source: Primary data
In this institution, 50% agree, 50% strongly agree. A very big
majority appreciate that there is teamwork at DUTERIMBERE IMF SA.
Table 4.31: IMF UNGUKA SA employees' perception of
teamwork
Frequency Percent Valid Percent Cumulative
Percent
4 2 10 10 10
5 18 90 90 100
Total 20 100 100
Source: Primary data
In the same angle, 10% only agree while 90% strongly agree,
thus UNGUKA SA is excellent in teamwork management. The statistics above speak
out. It seems that the nature of work in microfinance required good teamwork.
MFIs studied were good at that. This is good in as far as employee retention is
concerned.
Human capital management in Rwanda: Challenges and prospects
for Microfinance Institutions 4.3.8.8. Perception of salary and
benefits
Table 4.32: DUTERIMBERE IMF SA employees' perception of
their salaries and benefits
Frequency Percent
Strongly disagree 13 65
Disagree 2 10
Neither agree nor disagree 4 20
Agree 1 5
Total 20 100
Source: Primary data
In DUTERIMBERE IMF SA, 65% strongly disagree, 10% disagree,
20% are indifferent, 5% agree. This shows that a very small minority believe
that that their salaries and benefits satisfy them. Majority of employees being
unhappy with the salary and other benefits, this is one of indicators that this
institution cannot sustainably attract and retain skillful employees.
Regarding the perception of UNGUKA's employees, let us look at
the table that follows:
Table 4.33: IMF UNGUKA SA employees' perception of their
salaries and benefits
Frequency Percent
Strongly disagree 1 5
Neither agree nor disagree 9 45
Agree 3 15
Strongly agree 7 35
Total 20 100
Source: Primary data
In IMF UNGUKA SA, 5% strongly disagree, 45% are indifferent,
15% agree while 35% strongly agree. Majority of employees are satisfied with
the pay level. However, this sounds interesting, however, after knowing that
their pays are not relatively higher than at DUTERIMBERE, employees interviewed
said «we are involved in the decision making process. We know that our
employer does its best to pay us in line with our financial capacity. We are
confident we shall be paid more as our company grows8»
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