Influence of Leave Policy on the Performance of Employees of Rwanda Cooperative Agency in Muhanga District

Florentine Mukahirwa and Eugenia Nkechi Irechukwu
Mount Kenya University
Email: mukahirwaflorentine123@gmail.com

Abstract: This study examined the relationship between leave policy and employee performance at the Rwanda Cooperative Agency (RCA) in Muhanga District, Rwanda. Guided by Work Life Balance Theory and the Job Demands Resources Model, it adopted a cross-sectional descriptive correlational design within a mixed-methods approach. From a target population of 200 employees, a sample of 134 was determined using Yamane’s formula. Purposive and simple random sampling techniques were employed, and 131 usable questionnaires were returned, yielding a 97.8% response rate. Quantitative data were analyzed using SPSS version 26 through descriptive statistics, Pearson correlation and simple linear regression, while qualitative data were analyzed thematically. Respondents generally rated leave policy favorably, with item means ranging from 3.55 to 3.97 on a five-point scale. Overall perceived employee performance was high (M = 3.83). Leave policy was strongly and positively associated with employee performance (r = .712, p < .01), and the regression model explained 50.7% of the variation in performance scores (R² = .507). The null hypothesis was therefore rejected. Qualitative findings linked adequate leave provisions to perceived improvements in motivation, concentration and effectiveness, while delayed approvals and limited awareness of entitlements hindered implementation. The study concluded that favorable leave-policy perceptions were associated with higher reported performance, although the cross-sectional design precluded causal conclusions. It recommends clearer communication of leave entitlements, timely and transparent approval procedures, and staffing arrangements that enable employees to take leave while maintaining service continuity.