Effect of Strategic Human Resource Planning on Organizational Performance in Rwanda: A Case of RwandAir

Ruth Uwiringiye
University of Kigali, Rwanda
Email: Uwiruuth4@gmail.com

Abstract: This study assessed the effect of strategic human resource planning on organizational performance at RwandAir in Kigali, Rwanda. It used a descriptive and correlational design. The target population was 1,325 employees, from whom 307 respondents were determined with the Yamane formula and selected purposively. Data were collected with a questionnaire, an interview guide and documentary review, and analysed in SPSS version 26 using means, standard deviations, Pearson correlation and multiple regression. The four planning practices jointly explained 43.2% of the variance in performance (R = .657, R² = .432). Predictive employee training (B = .451, p < .001), predictive workforce forecasting (B = .428, p = .001), strategic talent sourcing (B = .306, p = .006) and performance-linked employee retention (B = .376, p = .028) each had a positive, statistically significant effect, although retention showed no significant bivariate correlation with performance. The study concluded that strategic human resource planning contributes to the airline’s performance. It recommends that RwandAir invest in workforce analytics, build an employer brand and partnerships with aviation training institutions, adopt competency-based training, and tie rewards and career paths to measured performance.