Abstract: This study examined the effect of worker engagement practices on employee performance at the Rwanda Revenue Authority (RRA), Kigali, Rwanda. Three objectives guided the study: to assess the effect of value-based recognition, employee voice and open communication, and internal mobility and mentorship on employee performance. A combined descriptive and explanatory design was adopted, informed by Social Exchange Theory, Self-Determination Theory, and McGregor’s Theory X/Theory Y. From a target population of 644 RRA employees, a sample of 247 was determined using Yamane’s (1967) formula, covering all departments and hierarchical levels. Data were collected through questionnaires, interview guides, and documentary review, and analysed using descriptive statistics and multiple linear regression in SPSS, complemented by thematic analysis. All 247 respondents participated (100% response rate). The regression model explained about 59% of the variation in performance, and all three null hypotheses were rejected (p < .05), indicating that value-based recognition (p = .004), employee voice and open communication (p = .032), and internal mobility and mentorship (p = .001) each had a significant effect. The study concludes that worker engagement practices significantly enhance employee performance at RRA and recommends formalised recognition, structured voice mechanisms, and clear internal mobility and mentorship pathways.

Abstract: This study examined the effect of the working environment on employee performance in the hospitality industry in Rwanda, using Lemigo Hotel as a case study. Specifically, it assessed the effect of physical ergonomics and safety, open communication, professional growth and development, and work-life balance on employee performance. A mixed-methods descriptive research design was adopted, combining quantitative and qualitative approaches. Data were collected from a census of 198 employees using structured questionnaires, interview guides, and documentary review, and were analysed using descriptive statistics, Pearson correlation, and multiple regression in SPSS, while qualitative data were analysed thematically. The findings revealed a strong positive relationship between the combined working-environment factors and employee performance (R = 0.799), with the four predictors jointly explaining 67.4% of the variance (R² = 0.674; adjusted R² = 0.641).The regression coefficients showed that physical ergonomics and safety (B = 0.353, p = 0.025), open communication (B = 0.472, p = 0.003), professional growth and development (B = 0.676, p = 0.001), and work-life balance (B = 0.353, p = 0.009) each had a significant positive effect on employee performance, with no multicollinearity (VIF = 1.246–2.491). All four null hypotheses were rejected. The study concludes that a safe, communicative, developmental, and balanced working environment is a fundamental determinant of employee performance in the hospitality industry. It recommends that Lemigo Hotel invest in ergonomic and safety upgrades, institutionalize transparent communication channels, expand career-development pathways, and strengthen work-life balance policies to sustain and improve employee performance.

Abstract: This study examined the contribution of hierarchical level to employee performance at Bwindi Community Hospital, located in Kayonza Subcounty, Kanungu District. Data were collected from 187 respondents using both quantitative and qualitative approaches. Quantitative data were analysed statistically, while qualitative data were analysed thematically to complement the quantitative findings. A Pearson correlation matrix was employed to establish the relationship between the predictor variables and the dependent variable at the bivariate level of analysis. The findings revealed that hierarchical level significantly contributes to employee performance at Bwindi Community Hospital. The study established a positive relationship between hierarchical level and employee performance, with a correlation coefficient of (R = 0.599). Based on these findings, the study concludes that hierarchical level plays a significant role in influencing employee performance at Bwindi Community Hospital in Kayonza Subcounty, Kanungu District.

Abstract: This study investigated how ethical leadership affects employee performance at the TANESCO Tabora office. The study adopted positivism philosophy with the aid of a quantitative research approach and an explanatory research design. A sample size of 175 respondents was selected using simple random sampling from the population of 312 workers within the TANESCO Tabora Office. A systematic questionnaire was used for collecting the data, and descriptive, correlation, and regression analyses were used to analyze the results. The results showed that leadership dimensions like job fairness had a significant positive impact on employee performance. Moreover, the study recommends that management of the TANESCO Tabora office should involve employees in decision-making and delegate tasks to employees more to enhance their productivity. At the TANESCO Tabora office, participatory decision-making is necessary. This might be accomplished by allowing lower-level staff to participate in the process of making decisions. Moreover, senior leaders at the TANESCO Tabora office should continuously provide role clarification for employees to maintain and improve their performance.

Abstract: This study explores the impact of individual goal setting on employee performance at World Vision International Rwanda (WVIR). A descriptive research design combining both quantitative and qualitative methods was employed. The target population consisted of 136 employees, with data collected using a census method, capturing responses from all members of the target population. Inferential analysis was conducted using SPSS software version 21. The findings revealed a strong positive correlation between individual goal setting and employee performance, with a Pearson correlation coefficient of r =0.700, indicating a significant relationship. Regression analysis further confirmed that individual goal setting is a key predictor of employee performance, with a standardized beta coefficient of 1.352. The study found that employees excelled in resource assessment, creating timelines, and prioritizing tasks to achieve their goals. However, challenges related to the clarity, specificity, and relevance of goals were observed, with some employees expressing dissatisfaction in these areas. The study highlights the importance of clear, measurable goals and adequate support systems, including resources and feedback, to improve performance. Additionally, balancing individual goals with team collaboration is essential to foster a cooperative work environment. The study concludes that well-defined individual goals are critical to enhancing employee performance and recommends refining goal-setting practices at WVIR to align individual and organizational objectives for better outcomes.