EFFECT OF RESULT-BASED MANAGEMENT ON EMPLOYEE PERFORMANCE AT PUBLIC SERVICE COMMISSION. A CASE OF MUHANGA DISTRICT

Registration ID: IJNRD_329086

Published ID: IJNRD2610161

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MUDAHIGWA Felix

Result-Based Management, Employee Performance, Strategic Planning, Performance Accountability, Adaptive Learning

This study examined the effect of Result-Based Management (RBM) on employee performance at the Muhanga District, Rwanda. The study was conducted to determine how strategic planning, performance monitoring, evaluation and reporting, adaptive learning, and performance accountability influence employee performance. A descriptive-correlational research design employing both quantitative and qualitative approaches was adopted. The target population comprised 80 district officials and employees involved in planning, implementation, monitoring, evaluation, and performance management. Using a census approach, data was collected from 77 respondents through questionnaires, interviews, and documentary reviews. Quantitative data were analyzed using descriptive statistics, Pearson correlation, and multiple regression analysis with the aid of SPSS, while qualitative data were analyzed thematically. The findings revealed that Result-Based Management practices were effectively implemented, with mean scores ranging from 3.97 to 4.03. Employee performance was also found to be high, with mean scores ranging from 4.18 to 4.24 across achievement of assigned targets, quality of work, quantity of work, timeliness of task completion, and employee productivity. Correlation analysis established a very strong positive and statistically significant relationship between Result-Based Management and employee performance (r = 0.925, p < 0.01). Multiple regression analysis indicated that RBM dimensions explained 85.9% of the variation in employee performance (R² = 0.859). Adaptive learning, strategic planning, and performance accountability emerged as the most significant predictors of employee performance. The study concluded that effective implementation of Result-Based Management substantially enhances employee performance. The study recommends strengthening employee learning and development programs, strategic planning processes, and accountability mechanisms to further improve organizational performance and public service delivery.

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MUDAHIGWA Felix (October-2026). EFFECT OF RESULT-BASED MANAGEMENT ON EMPLOYEE PERFORMANCE AT PUBLIC SERVICE COMMISSION. A CASE OF MUHANGA DISTRICT. INTERNATIONAL JOURNAL OF NOVEL RESEARCH AND DEVELOPMENT, 11(10), b580-b600. https://ijnrd.org/papers/IJNRD2610161.pdf

Volume 11 Issue 10, October-2026

Pages : b580-b600

Paper Reg. ID: IJNRD_329086

Published Paper Id: IJNRD2610161

Research Area: Social Science All

Author Type: Foreign Author

Country: Muhanga District, Rwanda, Rwanda

Published Paper PDF: https://ijnrd.org/papers/IJNRD2610161.pdf

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