NOTE:This paper is under peer review for publication in an international journal in Eastern Europe.
Abstract
This study investigates the impact of Human Resource Management (HRM) practices on employee commitment in Rwanda’s telecommunication industry. Specifically, it assesses how employee resourcing, training and development, rewards systems, and career management influence employee commitment. Grounded in the Intellectual Capital Theory, Human Relations Theory, Resource-Based View (RBV), and Learning Organization Theory, the research adopts a mixed-methods approach. Data were collected from a stratified sample of 103 respondents drawn from four major telecommunications institutions in Rwanda: MTN Rwanda, Airtel Rwanda, VOH Radio, and Trans-Africa Telecommunications. Primary data were gathered using structured and unstructured questionnaires. Quantitative data were analyzed using SPSS Version 22, employing multiple regression analysis and ANOVA for hypothesis testing. Results indicate that HRM practices—employee resourcing, training, rewards, and career management—positively and significantly influence employee commitment. The study concludes that strategic implementation of these practices enhances workforce motivation, satisfaction, and long-term organizational performance. It recommends a comprehensive HRM framework tailored to the Rwandan telecommunication context to foster sustained employee commitment.
Introduction
In the contemporary business environment, employee commitment has become a critical determinant of organizational success, particularly in dynamic and competitive sectors such as telecommunications. As the industry experiences rapid technological and structural shifts, Human Resource Management (HRM) practices serve as essential levers for enhancing employee engagement, productivity, and retention (Meyer & Allen, 1997; Armstrong & Taylor, 2020). In Rwanda, the telecommunication sector has witnessed significant growth, but concerns persist over workforce stability and organizational loyalty. This study explores the relationship between HRM practices and employee commitment in four key telecommunications companies in Rwanda.
