Business and Economics Journal

The Shannon-Weaver’s Model of Communication fences communication out to the transmission of message from sender to the receiver. It is a linear process with subsequent to’s and fro’s. It also talks about various external factors that affect the transmission of messages – noise, fields of experience and response. The response makes it an iterative model where sender can alter communication based on the feedback. Certain scenarios may exist where communication is facilitated by way of various directives to achieve certain outputs. Here, the role of feedback is dominant. Ideally, the barriers of noise ought to be overcome and the message should make its way into the receiver’s field of experience, avoiding ambiguity.

To facilitate this, how an individual reacts to a certain set of messages ought to be anticipated. The most direct way to do this is to gauge feedback. This paper attempts to assimilate, and delve into the intricacies of the role perceptions play, and examine how a feedback can be put through the membrane of relevance to ensure successful communication. This is done keeping in mind the ambiguity it can avoid; especially in the sphere of workplace communication, where the meeting of minds is often the backbone of potential productivity.

This study probes into the effects of human resource training on organizational performance of UNDP RWANDA. Training is developed through organized programs that ensure employees are given skills that are essential in the job market. When employees are not well trained, they tend to be unmotivated, investing little or no effort in their jobs, avoiding the workplace as much as possible and produce low quality work. The general objective of the study is to establish the effects of Human Resource training on organizational performance of UNDP/Rwanda. After the HRTP conducted at UNDP-Rwanda, the results shows that 48 respondents equal to 81.4%, employees earned between 90-100 marks during the performance evaluation, then 11 respondents equal to 18.6% obtained between 80-90%. It means that the performance of UNDP-Rwanda employees is greater than before due to the Human resource training program strategy conducted by the institution. Therefore, when the staff is performed the institution’s goals are also achieved. The findings show that 57.6% of respondents said that after the HRT at UNDP-Rwanda the Quality Improvement of service delivery is highly attained and 28.8% of respondents said that customers are satisfied then the accreditation process were be aware, this responded by 13.6% of respondents. Therefore, the 64% of respondents said that after the HRT at UNDP-Rwanda the qualityof- service delivery has been increased this is a better indicator show that the HRT strategy achieves its objectives such as quality improvement, customers care satisfaction and accreditation process awareness. It is recommended that managers have to continue attracting employees and retain them basing on equitably selection of employees to attend the training, because it is most important for organizational performance and goals achievement. The existence of HRTP for Rwandan Public institutions leads to the performance and achievement of Institution’s goals. Therefore, UNDP-Rwanda as it has an indicator that shows the capacity of skilled staff helped the institution to become competitive and productive.

The study was about the effects of central bank of Rwanda regulations on the financial performance of commercial banks in Rwanda, a case study of Bank of Kigali (BK) PLC. The data was collected from audited financial statement of the bank under study, 13 head of departments in Bank of Kigali as were as central bank of Rwanda regulations. The techniques used in data collection include documentary and interview, to analyse the findings descriptive statistical and inferential statistics were used. The findings shows that that the majority of respondents with 61.5% mentioned that Capital adequacy regulation help BK to protect shareholders equity against risks, 38.5% of the total interviewee confirmed that Capital adequacy helps BK to allocate existing resources effectively. The results demonstrated that 38.9% of the total interviewed confirmed that BNR’s Credit risk management requirement help Bank of Kigali PLC to reduce NPLs. They furthermore said that to avoid much negative effect of credit risk Bank of Kigali always prepare provision of these NPLS at 100%. On the issues of the effects of liquidity Management regulations on the financial performance of Bank of Kigali PLC results demonstrate that 38.8% of respondents said that central bank’s liquidity management requirement help BK to always meet it short term obligations. Results also shows that 15.4% of the total respondents confirmed that central bank’s Liquidity management requirement help BK to keep up its Brand. The analysis shows that there is a significance relationship between the central bank of Rwanda regulations and the financial performance of commercial banks in Rwanda.