Influence of Human Resource Management Practices on Employees’ Performance in Construction Organizations in Rwanda
Nsabimana Placide1, Abednego O. Gwaya2, Githae Wanyona3
1Eng. NSABIMANA Placide, Bachelor of Civil Engineering, National University of Rwanda (NUR), Master of Construction Project Management (ongoing), JKUAT.
2Dr. Abednego Gwaya, B.A (Bldg. Econ.), U.O.N, MSc Civil Eng. Makerere, Ph.D (Const. Eng. & Mngt).JKUAT.
3Dr. Githae Wanyona, B.A BLDG ECONS (U.O.N), M. Engineering (Kyoto University, Japan), PhD (UCT), RSA.
Manuscript received on June 05, 2019. | Revised Manuscript received on June 11, 2019. | Manuscript published on June 15, 2019. | PP: 70-74 | Volume-5, Issue-12, June 2019. | Retrieval Number: L11340651219/19©BEIESP
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Abstract: Business environment has changed a lot. This global change is caused by factors like globalization, changing customer and investor desires, ever-increasing product-market competition. Rwanda is not an exception in this regard, and all business sectors are affected, including construction industry. Therefore, Construction firms need a continuous improvement of their performance to successfully compete in this environment, in terms of stakeholders’ satisfaction. Employees, constituting the most important organizational resource, need to be managed with a special focus, as organizational sustainability is worldwide recognized to be dependent on their performance, because many other sources of competitive success are less powerful than they used to. Today, in most of construction organizations operating in Rwanda, productivity of workers is far below expectation. Many construction firms incur a lot of loss and many projects fail because of poor HRM, despite the deployment of enough of other resources. This study was conducted to asses the influence of HR management practices on employees’ performance in construction organizations in Rwanda and to develop a HRM model to improve on HRM systems. The study used qualitative analysis with descriptive survey design and showed that, human resource management practices, have a significant influence on employees’ performance in construction organizations in Rwanda, where by the failure of some firms to meet their goals is partly due to poor application of HRM practices, leading to poor employees’ performance. The author developed an HRM framework “3Winged HRM Model” to contribute in improving organizational HRM functions and he recommended further studies to cover international construction organizations to bridge the gap of this study which focused on local construction firms in Rwanda.
Keywords: Human resource, Human Resource Practices, Motivation, Employees’ Performance, Organizational Goals, Construction Organizations, Organizational Sustainability.