Employee Retention Strategies and Organisational Performance of Rwanda Revenue Authority

Résumé fourni par la source

The general objective of this study was to analyse the effect of employee retention strategies on Organisational performance at the Rwanda Revenue Authority. It adopted descriptive and correlational research designs with quantitative and qualitative approaches. The target population consisted of 1,112 employees of Rwanda Revenue Authority, from which a representative sample of 294 employees was selected using the Slovin formula and proportional stratified random sampling. Quantitative data were analysed using SPSS version 28 through descriptive statistics, Pearson correlation, and multiple regression, while qualitative data were analysed thematically. The findings showed that competitive compensation and benefits had a significant positive effect on the performance of the Rwanda Revenue Authority (B = 0.188, t = 5.371, p = 0.000). Career development opportunities were the strongest predictor of Organisational performance (B = 0.465, t = 11.625, p = 0.000). Employee engagement strategies also significantly contributed to performance (B = 0.235, t = 7.121, p = 0.000). The model explained 71.9% of the variation in Organisational performance. The study recommended that Rwanda Revenue Authority should regularly conduct labour market surveys, maintain competitive salary and benefits packages, increase specialised digital training, institutionalise mentorship, and strengthen internal communication and participatory decision-making to enhance retention and institutional performance.