Industrial Attachment Report

KIGALI INSTITUTE OF SCIENCE AND TECHNOLOGY
Avenue de l’armée, P.O. Box. 3900 Kigali/Rwanda

Tel: +250 576996/574698, Fax: +250 571925/571924
Website: www.kist.ac.rw
FACULTY OF APPLIED SCIENCES

DEPARTMENT OF MATHEMATICS
STATISTICS OPTION
INDUSTRIAL ATTACHMENT REPORT

DONE IN MINISTRY OF PUBLIC
SERVICE AND LABOUR
Done by:
Pacifique ICYINGENEYE (GS 20080096)
Supervised by:
Consolate MUKESHIMANA
Academic Year: 2011
TOWARDS A BRIGHTER FUTURE

Industrial Attachment Report
DECLARATION
I, Pacifique ICYINGENEYE, hereby declare that this training report is my original work
and it has not been submitted before for any academic award either in this or other
institutions of higher learning for academic publication or any other purpose.
The references used here from other journals or materials are indicated in the references
section.
Signature: …………………….
Pacifique ICYINGENEYE
Date…………/…………/ 2011
i
REPUBULIKA Y´ U RWANDA
MINISTERI Y´ MINISTRY OF
ABAKOZI BA LETA PUBLIC SERVICE
N’UMURIMO REPUBLIC OF RWANDA AND LABOUR
www.mifotra.gov.rw
P.O.Box: 403 Kigali/ Rwanda.
PLANNING, REFORM AND CAPACITY BUILDING UNITY (PRCB)
CERTIFICATE
This is to certify that the present training report is a recode of original work done by
Pacifique ICYINGENEYE as an Attached Statistician for Data Analysis in MINISTRY
OF PUBLIC SERVICE AND LABOUR, PRCB UNITY from 07th September 2011 to
11th November 2011 under the supervision of Consolate MUKESHIMANA.
Signature: …………………… Signature: …………………….
Consolate MUKESHIMANA Silvère NTIRAMPEBA

SUPERVISOR ACTING DIRECTOR, PRCB UNIT
Date…………/…………/ 2011 Date…………/…………/ 2011
Signature and Stamp………………………
Samuel MULINDWA
PERMANENT SECRETARY
Date…………/…………/ 2011
ii
ACKNOWLEGEMEMT
I thank the Lord Almighty for the opportunity of a memorable fruitful period in MINISTRY
OF PUBLIC SERVICES AND LABOUR.
My gratitude goes to everybody who offered any assistance encouragement in one way or
another way in my practical training at MIFOTRA.
My thanks go to KIGALI INSTITUTE OF SCIENCE AND THECHNOLOGY academic

staff that have imparted their vast knowledge, especially Michael GAHIRIMA who have
assisted me during my Industrial Attachment. It is through their valued support that I would
be able to get my training and enjoy it. Many heartfelt thanks for their support. I thank KIST
which has taken me in charge to accomplish this training.
Many thanks go to the staff of MIFOTRA for their unwavering support and for giving me a
chance to be part of the MIFOTRA family. Worth mentioning is the invaluable support and
guidance that I constantly got throughout my Industrial Attachment. I express my deep
gratitude to Consolate MUKESHIMANA who, despite her many duties, have agreed to lead
my training. Her guidance, her remarks and relevant suggestions have been to carry out this
training. My thanks also go to Micheline BIRORI, Hamida MUKANTABUYE, Justin
NDUMWAMI, Tom ZIIYA, and Abdallah NZABANDORA for their advice and
encouragement. Special thanks go to the PERMANENT SECRETARY, Samuel
MULINDWA, and Acting Director of PRCB Unit, Silvère NTIRAMPEBA.
I owe the successful compilation of this report to all those peoples who were constantly
beside me, cheering me on and supporting me all the way during my training.
Finally, I would like to extent my heartfelt gratitude to my family members especially my

mother Liberathe NDUWAMALIYA and my sister Ignaciene UWAYEZU, classmates and
other friends for their invaluable support (moral and otherwise) throughout my training.
God bless you.
iii
DEDICATION
This training report is dedicated to
My Mother, Liberathe NDUWAMALIYA and
My Sister, Ignaciene UWAYEZU.
iv
ABSTRACT
Ministry of Public Service and Labour has a general mission to provide the Public Institutions
with efficient organization and human resources to fit the objectives of best public service
delivery at low cost; and to set up a fair working environment, based on international
standards of health and social security, and favorable to jobs creation and labour market
development. Its Head Office is located in Kacyiru Sector, Gasabo District, in Kigali City.
Industrial Attachment was introduced to inspire the students with practical, technical skills as
a partial fulfilments award of Bachelor Degree and to introduce the students into working life
after the period of lectures. My training was the requirement of partial fulfillment of the
award of Bachelor Degree in Applied Mathematics organized by Ministry of Education
through Kigali Institute of Science and Technology.
During my study at KIST, I have learnt theories and many things related to statistics, the
reason why my theoretical studies were conducted into practice by training on Performance
of Civil Servants and Public Institutions carried out in Performance Management Service in
PRCB Unity of MIFOTRA from 07th September 2011 to 11th November 2011.
In my daily work I used to analyze data on performance appraisal of employees in Public

Institutions and the main objective was to find minimum, maximum and average score
obtained by those employees. The next was to find the number of employees obtained in each
performance grading for each institution and in three sectors (Local Government, Central
Government, and Public Agencies and National Commissions). SPSS and STATA software
were used in the analysis. This report summarizes the work carried out and the experience
gained during the period of Industrial Attachment.
To get more accurate results, the analysis can be done considering scores obtained by
employees and their levels. I recommend MIFOTRA to remind all institutions to forward the
reports showing scores of all employees and their levels because I found that there are some
institutions which do not complete this duty.
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DEFINITION OF TERMS
An Industrial Attachment is a structured, credit-bearing work experience in a professional

work setting during which the student applies and acquires knowledge and skills.
Ministry is a government department under the direction of a minister.
A civil servant or public servant is a person in the public sector employed for a government
department or agency. Collectively a state's civil servants form its Civil Service or Public
Service.
Labour is effort expended on a particular task; toil, work.
Civil Service Reform is an imperative requirement to restore public service efficient,

improve services to the public and contribute to the implementation of the policy for both
good governance and poverty alleviation.
Capacity building is a conceptual approach to development that focuses on understanding

the obstacles that inhibit people, governments, international organizations and non-
governmental organizations from realizing their developmental goals while enhancing the
abilities that will allow them to achieve measurable and sustainable results.
Performance contract is a contract signed by Public Servant based on the annual action plan
of each Institution in respect to the annual budget which has been given to the Institution.
Performance appraisal is a process used to appraise Public Servant’s outputs in line with
his/her duties, based on clearly defined yardsticks, over a given period of time.
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ABBREVIATIONS
KIST: Kigali Institute of Science and Technology.
MIFOTRA: Ministry of Public Service and Labour.
PRCB: Planning, Reform and Capacity Building.
SPSS: Statistical Package of Social Sciences
vii
TABLES
Table III.1: Evaluation of MIFOTRA staff for the year 2009/2010 ........................................ 18
Table III.2: General analysis made in three sectors ................................................................. 22
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CHARTS
Chart I.1: MIFOTRA Organization chart .................................................................................. 5

Chart III.1: Distribution of minimum score, maximum score and average score .................... 25
Chart III.2: Distribution of Performance Grading ................................................................... 26
Chart III.3: Performance between 3 sectors ............................................................................. 27
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TABLE OF CONTENTS
DECLARATION ........................................................................................................................ i
CERTIFICATE ..........................................................................................................................ii
ACKNOWLEGEMEMT ......................................................................................................... iii
DEDICATION .......................................................................................................................... iv
ABSTRACT.... ........................................................................................................................... v
DEFINITION OF TERMS ....................................................................................................... vi
ABBREVIATIONS .................................................................................................................vii
TABLES......... ....................................................................................................................... viii
CHARTS......... .......................................................................................................................... ix
TABLE OF CONTENTS ........................................................................................................... x
CHAPTER 1: INTRODUCTION ............................................................................................. 1
1.1. MIFOTRA PRESENTATION ........................................................................................ 1
1.1.1. Background and History ........................................................................................... 1
1.1.2. The restructuring of the public service. .................................................................... 3
1.1.3. MIFOTRA’s organisation......................................................................................... 4
1.1.4. Mission and functions ............................................................................................... 6
1.1.5. MIFOTRA partners .................................................................................................. 8
1.1.6. Key priority activities of the ministry for 2009/ 2012 .............................................. 8
1.2. OBJECTIVES AND INTERESTS OF INDUSTRIAL ATTACHMENT ...................... 9
1.2.1. Objectives ................................................................................................................. 9
1.2.2. Interests ................................................................................................................... 10
1.3. METHODOLOGY USED IN TRAINING ................................................................... 11
1.3.1. Data source ............................................................................................................. 11
1.3.2. Data collection method ........................................................................................... 11
1.3.3. Statistical data analysis method .............................................................................. 11
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CHAPTER 2: FIELD WORK AND ACTIVITIES CARRIED OUT DURING TRAINING

PERIOD ........................................................................................................... 12
2.1. FIELD WORK .............................................................................................................. 12
2.1.1. Responsibilities of the Planning Reform and Capacity Building Unity. ................ 12
2.1.2. Responsibilities of Performance Management Expert Service .............................. 12
2.2. ACTIVITIES CARRIED OUT DURING TRAINING PERIOD ................................. 13
CHAPTER 3: DATA ANALYSIS .......................................................................................... 15

3.1. INTRODUCTION ......................................................................................................... 15
3.2. ANALYSIS ................................................................................................................... 15
3.3. RESULTS...................................................................................................................... 17
CHAPTER 4: DISCUSSION ON GAINED EXPERIENCE ................................................. 29

CHAPTER 5: CONCLUSION AND RECOMMENDATIONS ............................................ 31
5.1. CONCLUSION ............................................................................................................. 31
5.2. RECOMMENDATIONS .............................................................................................. 32
REFERENCES ........................................................................................................................ 33
APPENDIX..... ......................................................................................................................... 34
xi
CHAPTER 1: INTRODUCTION
Industrial Attachment was introduced to inspire the students with practical, technical skills, as
a partial fulfillment award of Bachelor Degree and to introduce the students into working life.
The training time allows the students to link the theoretical principles learned in final years in
purpose to reach the Bachelor Degree. It gives to the students the practical skills and the work
environment philosophy, to use their skills and principles learned in class to serve the
institutions and the society in general.
Due to the above reasons, KIST has organized 10 weeks of training in any institution on a
choice of students to provide every student an opportunity to apply the skills and knowledge
achieved during the course of study and to acquire new skills in managing relationship and
carrying out the jobs assigned. This is the reason why I came to MIFOTRA to be trained in
order to get practical skills.
1.1. MIFOTRA PRESENTATION
MIFOTRA is one of many others ministries located in Kigali City, capital of Rwanda;
especially in Kacyiru sector, at the main road called Boulevard de l’UMUGANDA.
This Ministry is located at the opposite of Ministry of Infrastructures and Social Security
Bord of Rwanda in the same building with Ministry of Local Government, Ministry of
Internal Security and Directorate General of Immigration and Emigration near Ministry of
Education.
1.1.1. Background and History

Currently, the Ministry of Public Service and Labour is one of the ministries that make up the
public administration as set out by the Decree of the Prime Minister No. 03/02 of 8th April
1997 bearing determination and public administration services. This Ministry has known
several names in history before be known that it is currently.
The beginnings of responsible for the management of the personnel of the State lie in 1961 at
the time of the administrative autonomy of the country. It is during this period was the staff
regulations of officials of the central administration.
1
There was creation of a service responsible for the public service which was placed at the
level of a branch was connected successively in the departments
o From 1961 to 1963: Ministry of the Interior

o From 1963 to 1964: Ministry of Finance
o From 1964 to 1965: Ministry of Information and Tourism
o From 1965 to 1968: Ministry of the Interior and Legal Affairs.
On 17th April 1968, it was raised to the rank of the Secretariat of State for Public Service by
presidential order No 27/1. Until here and in the years that followed, there was no
organization chart structured in neither the central administration services nor the definition
of their responsibilities.
Under the second Republic, on 1st August 1973, the Government established the Ministry of
the Interior and the Public Service.
With the realignment of the 11th June,
o Increase the capacity of development policies and strategies.

o Improve relations between the different levels of Government.
In Rwanda, the restructuring of the Rwandan Public Service has two major objectives
namely:
o Increase the effectiveness and efficiency of the Rwandan public administration.

o Improve the quality of services provided by public institutions of the State for
delivery at the best price.
This restructuring of the public administration occurs around 3 axes namely:
o Improving the ability of management of the public service (management system).

o Improvement of the Organization of public administration and the redefinition of its
tasks.
o Improvement of the capacity for action of the officers of the public service, this
project was followed by a second agreement for a period of three years (2001-2003),
signed on 11th December 2000 between the Rwandan Government and UNDP, under
the name of the RW/00/013 PROJECT.
2
The said project has also received a significant financial contribution of the
Government of the Netherlands. So far, reform has focused on results produce
everything in considering solutions at the level of impact produce these results on the
administration.
Ministry unit was split into two: Ministry of the Interior and Ministry of Public Service and
Employment.
In 1984, it was called Ministry of Public Service and Vocational Training. This designation
remains until 30th December 1991 under the Government of transition where it remained
Ministry of Public Service. It was note that the public service had no leadership to adequately
accomplish its mission. With the genocide of 1994, concerning spots has the management of
the agents of the State have not resumed. For this situation and to enable public service
continuity, it was allowed to different ministries to temporary title commitments to fill the
vacant positions.
It is since April 1997 that it has been called Ministry of Public Service and Labour
(MIFOTRA: French abbreviation) until today. "It is that there is a lot of restructuring to
modernize the Rwandan Public Service which was the mission of the Ministry of Public
Service and Labour over the past years."
1.1.2. The restructuring of the public service.
Since 20 years, the situation of public finances and the pressures of population for a better
democracy have causes deep changes in public administration. Although there is no common
model which is applied in all countries, the restructuring of the public service always
pursuing common objectives.
o Improving efficiency (do what must be done) and efficiency (use the best available
resources) in public services,
o Increase flexibility in the management by the use of the delegation,
o Strengthen the responsibility of the administration and its control by the population,
o Introducing competition in the public administration,
o Develop an administration focused on the needs of the population,
o Unit planning, political, and human resources capacity-building,
3
o Unit Finance and management of internal resources unit technology of information

and communication,
o Support service: cell of reform Administrative known as PROJECT RWA/00/013.
1.1.3. MIFOTRA’s organisation
MIFOTRA is headed by the Minister of Public Services and Labour, Hon. Anastase
MUREKEZI and Permanent Secretary Samuel MULINDWA. The everyday activities of
the Ministry are carried out by the organizational units tasked with specific functions,
administered by the Permanent Secretary.
The following is the organization chart of MIFOTRA.
4
Chart 1.1: MIFOTRA Organization chart
5
1.1.4. Mission and functions
The general mission of the Ministry of Public Services and Labour is to prove the public
institutions with efficient organization and human resources to fit the objectives of best
public service delivery at low cost; and to set up a fair working environment, based on
international standards of health and social security, and favorable to jobs creation and labour
market development.
Specifically, the Ministry of Public Service and Labour is responsible for:
1°. Developing, disseminating and coordinating the implementation of policies, strategies

and programs of the sector through:
a. Elaboration of policies, strategies and programs for Public servants,

management, motivation and promotion;
b. Fixing the orientations for the administrative reform and the implementation
of priorities;
c. Elaboration of the labour and social security policies;
d. Elaboration of employment promotion and capacity building policies.
2°. Regulating the public service sector and related sub-sectors through:
a. Elaboration and dissemination of regulations related to the management of

Public servants;
b. Setting up and disseminating of standards and norms applicable to the

management of Public servants and public services;
c. Elaboration and updating of the Labour legislation (social security, labour

inspection, professional relations, social dialogue,- health security at the
workplace, fight against child labour);
d. Regulation of professional training.
6
3°. Developing institutional and human resources capacities in the sector through:
a. Consolidation of the organization charts of public institutions;
b. Elaboration of national training plan;
c. Elaboration of management measures for public servants in the Public

Administration;
d. Implementation and updating the performance management system for the

public servants;
e. Elaborating and monitoring the implementation systems and organizational

systems and procedure of public organisms;
f. Developing management systems of State organs.
4°. Monitoring and evaluating the implementation of policies, strategies and programs
related to the management of public servants through:
a. Monitoring and evaluating of the human resources management and capacity

building in the national institutions;
b. Monitoring and evaluating of the impact of the Administrative Reform and of

training on the functioning and performance of the national institutions and on
the services delivered to the population;
c. Monitoring the labour market evaluation and provide the corresponding

statistics;
d. Evaluating the indicators and consolidating the data handled by the

decentralized institutions related to labour;
e. Providing periodical and annual reports to Government on the impact of the

policies, strategies, programs and projects on the development of management
of public servants and labour.
5°. Overseeing the institutions under its supervision through:
a. Orientations on specific programs to be realized by the agencies under its

supervision;
7
b. Supervision of the functioning and management of the agencies under its

supervision for a batter use of resources.
6°. Mobilizing resources for the development of public institutions and labour sector and
related programs through:
a. Mobilization of resources and supervision of actions to ensure their rational

use;
b. Promotion of partnership with private sector for labour development.
1.1.5. MIFOTRA partners
The achievement of the strategic objectives needs strong partnership and synergy with
national and international partners. For now, the partners involved in this sector are:
Ministries, Local government institutions, Private sector federations, Trade unions and
development partners (The WORLD BANK, DFID, BELGIAN TECHNICAL
COOPERATION, UNDP, AFRICAN CAPACITY FOUNDATION, CANADIAN
COOPERATION, JICA, ILO, WORLD VISION KURET, BIT,UNICEF, UNIFEM, GTZ.
1.1.6. Key priority activities of the ministry for 2009/ 2012
2009 mini budget 2009/2010 2010/2011 2011/2012
1.Develop a 1.All public 1.All public 1.All public

comprehensive institutions institutions institutions
national skills implement the implement the implement the
development policy national skills national skills national skills
and strategy development plan development plan development plan
1.1.develop action and strategy and strategy and strategy
plans for skills 2.Evaluation filled
development plan skills gap
implementation
1.2.disseminate the
national skills
development plan
and strategy
2. Functional review 2.Adjustment of 2.1.Adjust or develop 2.1.Implement
for public institutions structure and staffing management systems management tools
and restructuring and for all Public and tools and system
staffing for optimal Institutions, national 2.2.Evaluation of 2.2.Evaluation of
performance commissions and impact for the impact for the
8
2.1.Adjustment of local government functional reviews in functional review in

structure and staffing central government Public institutions,
for all central National
government commissions and
institutions Local government
2.2.Conduct
functional reviews
for remaining public
institutions
3.National 3. Implementation of 3.Continue the 3.Evaluation of
employment policy the youth and woman implementation of impact of national
dissemination employment employment policy employment
promotion action actions plans promotion policy
plan
4. vocational training 4.1 Develop curricula 4.1.Establish 5 4.1. Evaluation of
4.1 Establish and standards of regional centres for RWoDA impact
RWODA training for key RWoDA
4.2.Establish labour vocational skills 4.2.Put in place
market information courses accreditation and
system 4.2 Establish labour certification of VTCs
market information 4.3 Establish
system Business Incubations
4.3 Establish 5 system
regional centres for
RWoDA
5. IPPIS System 5.1 IPPIS Rollout 5.1 IPPIS 5.1 system
5.1 Payroll & decentralization: decentralization: maintenance &
5.2 HR 5.1.1 Central 5.1.1 Districts upgrade
Administration Administration 5.2 System 5.2 IPPIS Major
5.3 Performance functions (Ministries) maintenance & version release
management 5.1.2 Judiciary (HR upgrade 1
5.4 Reporting administration
functions)
1.2. OBJECTIVES AND INTERESTS OF INDUSTRIAL ATTACHMENT
1.2.1. Objectives
The following is a list of some objectives which the Industrial Attachment might fulfill for
both the students and the organization (agency, candidate, interest group, etc.):
o Provide students the opportunity to relate theory to practice.
o Give students in-service orientation to a career area they may wish to pursue.
o Allow students the opportunity to work in their area of intended specialization.
o Enhance student’s understanding of organizational and group processes.
o Enhance student’s awareness of public service obligations.
9
o To expose the student to the behavior of organizations both in the internal and
external environment and encourage them to be productive whilst developing future
workers.
o To afford the student the opportunity to develop hands-on experience in the world of
work and its intricacies, hence making students employable and become productive
immediately after arriving at the work place.
1.2.2. Interests
The following are some Industrial Attachment interests:

o By choosing to become involved in Industrial Attachment opportunities, many
students find the experience gained during the application and interview process, as
well as during the Industrial Attachment itself offers them a level of preparedness for
future endeavours and a level of confidence, which their peers who have not interned,
may not possess.
o Student Industrial Attachment can allow them to rise above the competition when it is
time to pursue employment in their field of choice.
o Industrial Attachment provides employers with cheap or free labour for (typically)
low-level tasks.
o Some students find permanent, paid employment with the companies in which they
interned.
o Their value to the company may be increased by the fact that they need little to no
training.
10
1.3. METHODOLOGY USED IN TRAINING
During the course of Industrial Attachment, I was working under Consolate

MUKESHIMANA with Silvère NTIRAMPEBA as her main supervisor in the PRCB Unity
of MIFOTRA. I have analyzed data on performance appraisal of Public Servants day to day
where I have used the following methodologies to achieve my objectives.
1.3.1. Data source
Data used were collected from the reports forwarded to MIFOTRA by the Public Institutions.
Those Public Institutions are subdivided into 3 sectors namely:
o Central Government (High Institutions and Ministries),
o Local Government ( Districts and Kigali City), and
o Public Agencies and National Commissions.
1.3.2. Data collection method
Method used here is to take reports on performance appraisal forwarded to MIFOTRA by

Public Institutions and to enter data from those reports in statistical software. There were
some data which were entered before in Microsoft Office Excel, those data have been
transferred into statistical software.
1.3.3. Statistical data analysis method
SPSS and STATA software were used in the analysis. STAT TRANSFER software was used
to transfer data from Microsoft Office Excel to STATA or SPSS or from STATA to SPSS.
11
CHAPTER 2: FIELD WORK AND ACTIVITIES CARRIED OUT

DURING TRAINING PERIOD
2.1. FIELD WORK
My Industrial Attachment was established in the career of Performance Management Service

in Planning, Reform and Capacity Building Unity according to MIFOTRA organization.
2.1.1. Responsibilities of the Planning Reform and Capacity Building Unity
Unit of Planning, Reform and Capacity Building is specifically responsible for activities
linked to
o Coordinate the development of policies, programs and standards for planning,

Capacity Building of Human Resources of the State, Administration of Labour and
Employment;
o Coordinate legal and regulatory planning and Capacity Building of Human Resources
of the State, Administration of Labour and Employment;
o Monitor and evaluate the implementation of national policies and programs for
Planning and Capacity Building of Human Resources of the State, Administration of
Labour and Employment;
o Analyze and evaluate the performance of the Centres / Institutions of further
formations;
o Leveraging National Inspector and districts inspectors reports;
o Act as the National Inspector of Labour and Public Service;
o Engage partners and resources to Capacity Building of Human Resources of the State
and Sector Development of Administration of Labour and Employment.
2.1.2. Responsibilities of Performance Management Service
Performance Management Service is specifically responsible for activities linked to
o Contribute to the improvement of civil servant performance through regular appraisal

of results achieved against the targets set,
o Prepare tools of management of civil servants performance and public institutions

performance,
o Follow up in the assessment of performance appraisal in public sector: respect of time

schedules, step, procedures,
12
o Participate in the elaboration of politics and strategies of performance appraisal,
o Organise the meetings with government stakeholders/ partners, Human Resources

Management to collect their ideas and encourage them to appraise the results
achieved,
o Conceive and set up performance mechanism in public sectors and public institutions,
o Make institutional analysis of performance by highlighting the general landscape and

results achieved in the public sectors,
o Participate in meeting and sessions setting up the strategic planning in Ministry

regarding Capacity Building and public administration reform,
o Initiate positive and negative acts, analyse reasons for non performance of civil
servants and public institutions and propose possible solutions.
2.2. ACTIVITIES CARRIED OUT DURING TRAINING PERIOD
The internship was extended over a period of two months and a half from 07th September
2011 to 11th November 2011.
Weeks Activity Comments

-Installing software to be -First day was an induction day.
1st Week used, -Data to be analyzed were data
-Checking data to be from Public Institutions on the
analyzed, performance appraisal of their
-Starting analyzing data. staff for year 2009/2010. The
main objective was to find
minimum, maximum and average
mark obtained in each institution.
STATA software was used to
analyse those data.
2nd Week and 3rd -Continuation of analysis -Some that data were in hard copy
Week I changed them in soft copy.
-In this week I have finished the
analysis of data for year
2009/2010.
-General analysis for those data
of the year 2009/2010.
-Starting the analysis of data for
the year 2010/2011 using SPSS
software (I have changed
software STATA to SPSS
because my objective was to get
more knowledge on those
software.
13
4th Week -Continuation of analysis -In the analysis, I have plotted

-Meeting at La PALISSE some charts and interpreted them
NYANDUNGU on previous analysis of the year
-Listing institutions which 2009/2010.
forwarded the performance -Meeting at La PALISSE
contract of their staff for the NYANDUNGU was for joint
year 2011/2012. sector review on Capacity
Building and Employment
promotion.
5th Week -Access to the internet. - The access to the internet was to
-Data entry in Excel. search for all information that
will be needed in the report.
6th Week -No work. -In this week, I was sick.
7th Week -Data entry in Excel. -I have entered data in Excel
-Access to the Internet. using the required format.
-Start writing report. -Searching on the internet some
information that will be needed in
report and starting writing it.
8th Week and 9th -Data entry in Excel -The analysis was done on the
Week -Analysis of data latest reports forwarded to
-Writing report MIFOTRA.
10th Week -Data entry in Excel -This week was the last week of
-Writing report Industrial Attachment.
-Closing Industrial
Attachment
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CHAPTER 3: DATA ANALYSIS
3.1. INTRODUCTION
Recent Governance efforts are focussing on striving to reform its civil service. The Civil
Service Reform should help the Government to have a civil service that can satisfy the basic
needs of the people and contribute to solving problems affecting various communities.
For this reason, Government has developed a system of evaluating performance for Civil
Servants and Public Institutions. The process of evaluating human resource needs resource in
the light of tasks to be performed. Filing posts will go hand in hand with productivity
evaluation based on specific tasks and expected results, using work plans and performance
contracts.
With the performance contract, every employee must sign a performance contract with
her/his line supervisor at the beginning of each fiscal year. This performance contract must be
evaluated at the end of that fiscal year.
At the same time, each public institution must also sign the Institutional Performance
Contract which will be evaluated at the end of the year. The contract must be signed between
Government and each Ministry on one hand and between each Ministry and Public
Agency/Commission under its supervision on the other hand.
3.2. ANALYSIS
In the analysis, I have analysed data on performance appraisal of Civil Servants and Public
Institutions for the year 2009/2010 and year 2010/2011. The analysis for year 2010/2011 was
not finished because there were not enough data to analyze; most institutions did not forward
their reports. For this reason, general analysis has not been made.
Here I want to focus on the analysis of the year 2009/2010 because the report for this analysis
has been submitted to the concerned service of MIFOTRA.
This analysis has been made in all institutions which forwarded their reports for year
2009/2010 to MIFOTRA and the general analysis has been made.
15
In each institution the purpose of the analysis was to find minimum, maximum and average
score obtained by employees in that institution. The next was to find the number of
employees obtained in each performance grading with respect to that institution.
The performances grading are:
o Scores greater than or equal to 80% (≥80),
o Scores greater than or equal to 70% but less than 80% ([70,80[ ),
o Scores greater than or equal to 60% but less than 70% ([60,70[ )
o Scores less than 60% (<60 )
How the analysis was done?
o Data have been entered in SPSS or STATA software.
o Data containing Scores and Levels of employees were analysed considering all those
variables.
o Data containing Scores only were analysed considering this variable only.
o For all those data another variable called PerfGr (Performance Grading) have been
created considering the intervals shown above.
o Using STATA software to find minimum, maximum and average scores for data
containing scores and levels and data containing scores only, I used the command:
sum.
o Using SPSS software to find minimum, maximum and average score for data
containing scores and levels and data containing scores only, I used Analyse menu.
Analyse →Descriptive Statistics → Descriptives....
16
o Using STATA also, these commands were used:
 generate PerfGr=Score to create Performance Grading variable (PerfGr).
 recode PerfGr 80/100=1 70/79.9=2 60/69.9=3 0/59.9=4 to change scores in

grades intervals. Here 1 stands for interval >=80, 2 for interval [70,80[ , 3 for
interval [60,70[ and 4 for interval <60.
 tab Level PerfGr for data containing scores and levels, and tab PerfGr for
data containing scores only to find frequencies.
o Using SPSS:
 Transform → Recode → Into Different Variables... to create new variable

called Performance Grading and change scores in intervals of grades.
 Analyse → Descriptive Statistics → Crosstabs... to find frequencies for data

containing scores and levels.
 Analyse → Descriptive Statistics →Frequencies... to find frequencies for data

containing scores only.
3.3. RESULTS
Taking case of MIFOTRA for the analysis in institutions, the following are the results of the
analysis done in MIFOTRA and the general analysis done in all institutions.
17
Table 3.1: Evaluation of MIFOTRA staff for the year 2009/2010
MINISTRY OF PUBLIC SERVICE AND LABOUR

P.O INSTIT S. E ADMINIST CAT LEVEL POST NAMES EVALU DATE NON JUSTI OVERALL
UTION RATIVE EGO ATED OF EVALU FICAT SCORE %
UNIT RY EVALU ATED ION
ATION
MIFOT 1 PRCB 3.II Director of Public Service Planning, SEBAGABO M. YES 83.4
RA Reform and Capacity Building Barnabé
2 PS 3.III Advisor to the Minister RUTAGWENDA JEAN YES 84

PAUL
3 LABOUR 3.II Coordinator of Labour TWAHIRWA Alexander YES 90.6
ADMINIST Administration
RATION
4 PSMD 3.II Director of Public Service NTAGUNGIRA Alexis YES 83.5
Management
5 DAF 3.II Finance and Administration Director UWIMANA Thérèse YES 80.1
6 PRCB 4.II Planning, Monitoring and Evaluation MUSONERA Germain YES 84.6
Expert
7 PSMD 4.II Public Servants Management Expert MUKAGATERA YES 80.4

in Charge of Pensions and Social Béatrice
Security
8 PRCB 4.II Research and Analysis in Human BIRORI T Michelline YES 79.4
Resources Expert
9 4.II Performance Management Expert MUKESHIMANA YES 71.3
Consolée
10 4.II Statistician UMUGIRANEZA YES 70.5
Odette
11 4.II Legal Reform Framework Expert MUNEZERO Clarisse YES 84.6
18
12 4.II IPPS Expert KANYANKORE TITE YES 82.4

13 4.II IPPS Expert KAYIHUNZIRE Charline YES 79.9
14 4.II IPPS Expert MANZI Aimable YES 83.4
15 4.II Chief Labour Inspector KAMUKAMA U. Julie YES 80
16 4.II Labour Market Information and TURAYISHIMYE YES 83
Statistics Expert Leandre
17 4.II Employment Promotion Strategy MITUZO G Francis YES 80
Expert
18 5.II Accountant KABAZAYIRE Jeanne YES 85
d'Arc
19 5.II Procurement Officer IRANDAGIYE YES 84
Espérance
20 6.II Documentation & Archives Officer YES 85
21 6.II Administrative Assistant to the UWAMAHORO YES 83

Minister Spéciose
22 7.II Administrative Assistant to the PS MUKANGENZI Agnès YES 92.2
23 7.II Administrative Assistant to the YES 77

Director General of Labour
24 8.II Head of Central Secretariat MUKANTABANA YES 81
Cécile
25 9.II Secretary in Central Secretariat YES 83.5
19
Performance Grading by level
Performance Grading
Level >=80 [80,70[ Total
3.II 4 0 4
3.III 1 0 1
4.II 8 4 12
5.II 2 0 2
6.II 2 0 2
7.II 1 1 2
8.II 1 0 1
9.II 1 0 1
Total 20 5 25
Percent 80 20 100
Case Processing Summary

Cases
Valid Missing Total
N Percent N Percent N Percent
Level* Performance Grading 25 100 0 0 25 100
Descriptive Statistics
Variable Minimum Maximum Mean

Score (%) 70.5 92.2 82
Interpretation
o On the list of 25 employees in MINISTRY OF PUBLIC SERVICES AND LABOUR,

all of them were evaluated.
o The highest mark obtained by the employees in MINISTRY OF PUBLIC SERVICES
AND LABOUR in the year 2009/2010 is 92.2%.
o The lowest mark obtained by the employees in MINISTRY OF PUBLIC SERVICES
AND LABOUR in the year 2009/2010 is 70.5%.
20
o The average mark obtained by the employees in MINISTRY OF PUBLIC SERVICES

AND LABOUR in the year 2009/2010 is 82%.
o 20 employees in MINISTRY OF PUBLIC SERVICES AND LABOUR obtained
marks more than 80%.
o 5 employees in MINISTRY OF PUBLIC SERVICES AND LABOUR obtained marks
equal or greater than 70% but less than 80%.
o No employee in MINISTRY OF PUBLIC SERVICES AND LABOUR obtained
marks equal or greater than 60% but less than 70%.
o No employee in MINISTRY OF PUBLIC SERVICES AND LABOUR obtained
marks less than 60%.
o In MINISTRY OF PUBLIC SERVICES, the highest performance level is level 4.II
o In general, all employees of MINISTRY OF PUBLIC SERVICES AND LABOUR
evaluated in the year 2009/2010 have been stored on the rank "Very High
Performance".
After the analysis in each institution I have made the general analysis in three sectors.
21
Table 3.2: General analysis made in three sectors
PUBLIC AGENCIES
SECTOR LOCAL CENTRAL AND NATIONAL ALL
VARIABLE GOVERNMENT % GOVERNMENT % COMMOSSIONS % INSTITUTIONS %
TOTAL ON THE LIST 4127 451 1615 6193
EVALUATED 3896 94.4 406 90.0 1512 93.6 5814 93.9
NOT EVALUATED 231 5.6 45 10.0 103 6.4 379 6.1
SUMMARY ON EVALUATED EMPLOYEES
Grading : >=80 2354 60.4 304 74.9 1301 86.0 3959 68.1
Grading: [70,80[ 1454 37.3 99 24.4 193 12.8 1746 30.0
Grading: [60,70[ 72 1.9 3 0.7 16 1.1 91 1.6
Grading: <60 16 0.4 0 0 2 0.1 18 0.3
MINIMUM SCORE 42 65 50.9 42
MAXIMUM SCORE 99 95.5 98 99
AVERAGE SCORE 81.46 83.4 84 83
INSTITUTIONS WHICH
EVALUATED THEIR STAFF 24/31 77.4 26/31 84.0 51/80 63.75 101/142 71.1
INSTITUTIONS WHICH DID
NOT EVALUATE THEIR STAFF 7/31 22.6 5/31 16.0 29/80 36.25 41/142 28.9
22
Interpretation
 In Local Government
o Out of 31 DISTRICTS AND KIGALI CITY supposed to forward the performance

appraisal reports for their staff to MIFOTRA, only 24 corresponding to 77.4% have
done it in the year 2009/2010.
o On the lists forwarded to MIFOTRA from LOCAL GOVERNMENT, 3896
employees out of 4127 employees were evaluated.
o The highest marks obtained by the employees in LOCAL GOVERNMENT are 99%.
o The lowest marks obtained by the employees in LOCAL GOVERNMENT are 42%.
o The average marks obtained in LOCAL GOVERNMENT are 81.46%.
o 2354 employees in LOCAL GOVERNMENT obtained marks more than 80%.
o 1454 employee in LOCAL GOVERNMENT obtained marks equal or greater than
70% but less than 80%.
o 72 employees in LOCAL GOVERNMENT obtained marks equal or greater than 60%
but less than 70%.
o 16 employee in LOCAL GOVERNMENT obtained marks less than 60%.
o In general, all institutions in LOCAL GOVERNMENT have been stored on the rank
"Very High Performance".
 In Central Government
o Out of 31 HIGH INSTITUTIONS/MINISTRIES supposed to forward the

performance appraisal report for their staff to MIFOTRA, only 26 corresponding to
83.9% have done it in the year 2009/2010.
o On the lists forwarded to MIFOTRA from CENTRAL GOVERNMENT, 406
employees out of 451 employees were evaluated.
o The highest marks obtained by the employees in CENTRAL GOVERNMENT are
95.5%.
o The lowest marks obtained by the employees in CENTRAL GOVERNMENT are
65%.
o The average marks obtained in CENTRAL GOVERNMENT are 83.4%.
o 304 employees in CENTRAL GOVERNMENT obtained marks more than 80%.
23
o 99 employees in CENTRAL GOVERNMENT obtained marks equal or greater than

o 3 employees in CENTRAL GOVERNMENT obtained marks equal or greater than
o No employee in CENTRAL GOVERNMENT obtained marks less than 60%.
o In general, all institutions in CENTRAL GOVERNMENT have been stored on the
rank "Very High Performance".
 In Public Agencies and National Commissions
o Out of 80 PUBLIC AGENCIES AND NATIONAL COMMISSIONS supposed to

forward the performance appraisal report for their staff to MIFOTRA, only 51
corresponding to 63.8% have done it in the year 2009/2010.
o On the lists forwarded to MIFOTRA from PUBLIC AGENCIES AND NATIONAL
COMMISSIONS, 1512 employees out of 1615 employees were evaluated.
o The highest marks obtained by the employees in PUBLIC AGENCIES AND
NATIONAL COMMISSIONS are 98%.
o The lowest marks obtained by the employees in PUBLIC AGENCIES AND
NATIONAL COMMISSIONS are 50.9%.
o The average marks obtained in PUBLIC AGENCIES AND NATIONAL
COMMISSIONS are 84%.
o 1301 employees in PUBLIC AGENCIES AND NATIONAL COMMISSIONS
obtained marks more than 80%.
o 193 employee in PUBLIC AGENCIES AND NATIONAL COMMISSIONS obtained
o 16 employees in PUBLIC AGENCIES AND NATIONAL COMMISSIONS obtained
o 2 employee in PUBLIC AGENCIES AND NATIONAL COMMISSIONS obtained
marks less than 60%.
o In general, all institutions in LOCAL GOVERNMENT have been stored on the rank
24
 In General
o Out of 142 INSTITUTIONS supposed to forward the performance appraisal reports of

their staff to MIFOTRA, only 101 corresponding to 71.12% have done it in the year
2009/2010.
o On the lists forwarded to MIFOTRA from ALL INSTITUTTIONS, 5814 employees
out of 6193 employees were evaluated.
o The highest marks obtained by the employees in ALL INSTITUTTIONS are 99%.
o The lowest marks obtained by the employees in ALL INSTITUTTIONS are 42%.
o The average marks obtained in ALL INSTITUTTIONS are 83%.
o 3959 employees in ALL INSTITUTTIONS obtained marks more than 80%.
o 1746 employee in ALL INSTITUTTIONS obtained marks equal or greater than 70%
but less than 80%.
o 91 employees in ALL INSTITUTTIONS obtained marks equal or greater than 60%
but less than 70%.
o 18 employee in ALL INSTITUTTIONS obtained marks less than 60%.
o In general, all institutions in ALL INSTITUTTIONS have been stored on the rank
This information can be represented in following charts:
Chart 3.1: Distribution of minimum score, maximum score and average score
99 95.5 98
100 81.46 83.4 84
80 65
50.9
60 42
40
20
0
Minimum Maximum Average
LOCAL GOVERNMENT
CENTRAL GOVERNMENT
PUBLIC AGENCIES & NATIONAL COMMISSIONS
25
From this graph we observe that
o The minimum score obtained by employee in all sectors is 42% which is obtained in
Local Government.
o The maximum score is 99% and is obtained in Local Government.
o The minimum average score is 81.46% and is obtained in Local Government.
o Minimum score, maximum score and minimum average score, all of them, are
obtained in Local Government.
o The maximum average score is 84% and is obtained in Public Agencies and National
Commissions. This indicates that this sector is the first which performed very well in
the year 2009/2010.
o Looking at the Average part of the figure, we can conclude that all sectors have been
stored on the rank “Very High Performance”.
Chart 3.2: Distribution of Performance Grading
26
From this chart we observe that
o The high performance, in 3 sectors, occurs at Performance Grading >=80 and [70, 80[
as a big number of employees occur in these intervals.
o This indicates that all sectors have a high performance.
Average scores obtained in 3 sectors can be represented in pie chart as follow:
Chart 3.3: Performance between 3 sectors
From this chart we observe that
o High performance occurs in Public Agencies and National Commissions at percentage

of 33.8% compared to other sectors with average score 84%.
o In Central Government the percentage of performance is 33.5% whereas in Local

Governance the performance percentage is 32.7%.
o The difference between these percentages is small which indicate that the
performances in 3 sectors lie on the same rank and they are very close.
27
Recommendations on the analysis
o In this analysis we have found that not all Public Institutions forwarded the reports of
their staff performance appraisal in the year 2009/2010, for this reason to make a
good analysis in next years, we recommend all concerned institutions to complete this
duty.
o To make a good analysis also, we must analyze score obtained by staff by considering
their levels but there are some Public Services which did not forward the reports
containing the levels of their staff. So, we recommend them to do this in next years.
o There are some institutions which do not evaluate all staff. Those institutions must
complete this duty in next years.
o We have found that there are some institutions which did not forward their reports to
MIFOTRA but they send a letter saying that they have evaluated their staff. Those are
27 institutions. We remind them also to forward their reports not only letters in next
years.
28
CHAPTER 4: DISCUSSION ON GAINED EXPERIENCE
One of the most important and obvious goals of an Industrial Attachment is the acquisition of
actual real world experience. It is an opportunity to learn first hand about valued
requirements that can’t be taught or experienced in the classroom. Industrial attachment gives
to the students a full and realistic view of workplace environment. My training experience
has aided me in analyzing my options and my situation.
During the Industrial Attachment, skills have been gained in three axes:
o Technically
There are many technical problems which require only a quick fix from someone with
adequate technical skills.
I have gained more knowledge on statistical software that I used in the analysis which are
SPSS and STATA and more knowledge on use of computer have been gained.
Those technical skills I gained will help me to save time by solving technical problems in
statistics quickly instead of scratching my head in confusion.
o Professionally
During Industrial Attachment I have seen first-hand what happens in a typical day on the job.
I got a realistic idea of the positive and negative parts of the job which helped me to make a
more informed choice.
Meeting people in the job helped me to ask them questions, such as what they like best about
their job, how they ended up in their line of work, and what qualifications they have.
Meeting people in the job also helped me to start building a network of contacts, which can
help me find a job later on.
I have learnt about related jobs in the same field, which could give me more ideas about what
kind of career I might go into.
29
o Socially
Social or relational skills are the emergent properties arising from the institution system – the
institution and the people working in the institution.
I have gained the network of relationships and features of social life within Ministry and the
knowledge tied up and shared in these relationships.
I have also gained the ability to work together with other people in value creation, the
corporate culture, beliefs lived and values demonstrated by employees.
After this training, now I am able to
o Appreciate the importance of human relationships and work attitudes.
o Understand the constraints of working life and functional relationships within and
between organizations.
o Be orientated towards work processes.
o Apply theoretical concepts and school based skills to practice.
o Develop work attitudes like curiousness, self-confidence, maturity and self-reliance.
o Obtain knowledge of potential careers and develop new areas of interest.
30
CHAPTER 5: CONCLUSION AND RECOMMENDATIONS
5.1. CONCLUSION
The period of Industrial Attachment with MIFOTRA was an immeasurably valuable

experience, which nurtured the student into a more capable professional. Skills have been
gained technically, professionally and socially. This training has helped me to gain enormous
technical knowledge and insightful experiences in a real working environment. There were
adequate opportunities to put theories and principles learnt in the undergraduate courses at
KIST into practice.
A great hand-on experience of analyzing data was gone through. The appreciation of all the
aspects of analysis was achieved and gained. I was given the opportunity to deal with the
supervisor and exchange ideas for more analysis of the concerned data. This exposure of
analysis process has helped to advance my skills.
The analysis was done using statistical software, SPSS and STATA. Those software were
both used in order to get more knowledge on them. The score obtained by employees
sometime considering their levels in each institution have been entered in software and
analyzed. I had to find minimum, maximum and average score obtained by employees in
each institution and find the number of employees whose scores are greater than or equal to
80%, greater than or equal to 70% but less than 80%, greater than or equal to 60% but less
than 70% and finally less than 60%. After that, the general analysis was done in each sector
(Local Government, Central Government and High Institutions and National Commissions)
and then the general analysis was done in combined sectors.
As inculcated by the culture of other institutions, I have learnt to adopt a systematic approach
to the performance contract/appraisal of Civil Servants and Public Institutions problem and
explore the numerous ways for the best solutions and I hope they will be successfully applied
to the service undertaken. The 10-weeks Industrial Attachment in MIFOTRA, PRCB Unity
has indeed been a fruitful and pleasant experience.
31
5.2. RECOMMENDATIONS
The following are some recommendations
o We can observe how good and important are to facilitate student for doing their
Industrial Attachment; in relation to the lack of enough funds by the students, KIST
should try to increase the amount of money provided to every student relating to cost
of living as well as distribute them to the students in the concerned period.
o The period of practical training is not enough for the students to acquire all the
necessarily skills and knowledge needed, therefore KIST should try to increase the
period of earring out Industrial Attachment at least three months.
o The analysis of data is very complex where only one person to the post of
Performance Management Expert of the Ministry is not enough. I suggest one or two
other officers accompanying her to well done all tasks of analysis.
o I propose the Ministry to install the appropriate statistical software like SPSS,
EVIEWS, EPI-INFO, STATA, STAT TRANSFER and others in computers of
Performance Management Expert Service as they help the concerned employee in the
analysis.
o Many reports forwarded to MIFOTRA by Public Institutions were not completed as it

must be done, many institutions do not follow the form provided by MIFOTRA. For
this reason I recommend MIFOTRA to remind those institutions to complete this duty
so that the analysis can be done very well.
o As we are integrated in East African Community (EAC), the MIFOTRA is also

concerned to hurry-up within the use of English language in this Government
institution as a new tool in order to compete with other institutions of EAC.
o To the students, they have to be serious and follow well their training because the
training will help them in their future working life.
32
REFERENCES
[1]. http://www.amategeko.net (Accessed on 5th October 2011).
[2]. http://www.docstoc.com (Accessed on 4th October 2011).
[3]. MIFOTRA Website: www.mifotra.gov.rw (Accessed on 3rd October 2011).
[4]. Official Gazette of the Republic of Rwanda, Year 50 no 37 Bis, 12 September 2011.
[5]. Policy Framework for Rwanda’s Civil Service Reform: MIFOTRA, May 2002.
33
APPENDIX
Some Statistical Commands in STATA
Actual Command Description Example
load a data set called "datasetname" into use "P:\Political

use "datasetname", clear Stata (make sure that you use the correct Science\Pol221 -
name and address for the data set) Data\euro.dta", clear
for a variable called "varname," calculate

sum varname the mean, standard deviation, minimum and sum age
maximum values, and number of cases

the mean, standard deviation, minimum and
sum varname, detail maximum values, and number of cases, sum age, detail
plus percentile distribution (including
median)
list the values (across all observations) for list age north
list varname1 varname2 ... varname*
"varname1," "varname2," ... "varname*" employed
perform any command such as "function" list age north

function if varname1=="value of
for all observations where "varname1" employed if
varname1"
equals "value of varname1" country==1
generate years = last -

generate create new variables first

tab varname tab country
the frequency distribution
for two variables called "varname1" and

tab varname1 varname2 "varname2," calculate a crosstabulation or tab country north
table

"varname2," split data into groups, using tab country,
tab varname1, summarize(varname2)
varname1; for each group, calculate summarize(employed)
average of varname2

"varname2," calculate an independent
ttest varname1, by(varname2) samples difference of means test (samples ttest age, by(north)
grouped by varname2; calculate means of
varname1); assumes equal variances
ttest varname1, by(varname2) unequal for two variables called "varname1" and
ttest age, by(north)
"varname2," calculate an independent
34
samples difference of means test (samples unequal

grouped by varname2; calculate means of
varname1); assumes unequal variances

"varname2," calculate a non-independent
not possible with
ttest varname1=varname2 (i.e., dependent) samples difference of
euro.dta dataset
means test (compare values for varname1
and varname2 across same set of cases)
for variables called "varname1,"

"varname2," up to "varname*," calculate
corr varname1 varname2 ... varname* the correlation coefficient for each possible corr age educ country
pair of all variables listed (from varname1
to varname*)
calculate a chi-squared test for "varname1" tab employed north,

tab varname1 varname2, chi
and "varname2" chi
calculate Kendall's tau-b for "varname1" tab employed north,

tab varname1 varname2, taub
and "varname2" taub
estimate a regression model where "dv" is

reg educ age
reg dv iv1 iv2 ... iv* the dependent variable, and the independent
employed country
variable(s) are "iv1", "iv2", up to "iv*"
Source :
http://www.davidson.edu/academic/political/sellers/pol221/Data/Statistical%20Commands
%20in%20Stata.htm
35

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KIGALI INSTITUTE OF SCIENCE AND TECHNOLOGY

Avenue de l’armée, P.O. Box. 3900 Kigali/Rwanda

FACULTY OF APPLIED SCIENCES

INDUSTRIAL ATTACHMENT REPORT

Academic Year: 2011

TOWARDS A BRIGHTER FUTURE

PLANNING, REFORM AND CAPACITY BUILDING UNITY (PRCB)

Signature: …………………… Signature: …………………….

Consolate MUKESHIMANA Silvère NTIRAMPEBA

Date…………/…………/ 2011 Date…………/…………/ 2011

Signature and Stamp………………………

My thanks go to KIGALI INSTITUTE OF SCIENCE AND THECHNOLOGY academic

Finally, I would like to extent my heartfelt gratitude to my family members especially my

God bless you.

This training report is dedicated to

My Mother, Liberathe NDUWAMALIYA and

My Sister, Ignaciene UWAYEZU.

In my daily work I used to analyze data on performance appraisal of employees in Public

An Industrial Attachment is a structured, credit-bearing work experience in a professional

Ministry is a government department under the direction of a minister.

Labour is effort expended on a particular task; toil, work.

Civil Service Reform is an imperative requirement to restore public service efficient,

Capacity building is a conceptual approach to development that focuses on understanding

KIST: Kigali Institute of Science and Technology.

MIFOTRA: Ministry of Public Service and Labour.

PRCB: Planning, Reform and Capacity Building.

SPSS: Statistical Package of Social Sciences

Chart I.1: MIFOTRA Organization chart .................................................................................. 5

1.1.1. Background and History ........................................................................................... 1

1.1.2. The restructuring of the public service. .................................................................... 3

1.1.3. MIFOTRA’s organisation......................................................................................... 4

1.1.4. Mission and functions ............................................................................................... 6

1.1.5. MIFOTRA partners .................................................................................................. 8

1.2. OBJECTIVES AND INTERESTS OF INDUSTRIAL ATTACHMENT ...................... 9

1.2.1. Objectives ................................................................................................................. 9

1.2.2. Interests ................................................................................................................... 10

1.3. METHODOLOGY USED IN TRAINING ................................................................... 11

1.3.1. Data source ............................................................................................................. 11

1.3.2. Data collection method ........................................................................................... 11

1.3.3. Statistical data analysis method .............................................................................. 11

CHAPTER 2: FIELD WORK AND ACTIVITIES CARRIED OUT DURING TRAINING

2.1.2. Responsibilities of Performance Management Expert Service .............................. 12

2.2. ACTIVITIES CARRIED OUT DURING TRAINING PERIOD ................................. 13

CHAPTER 3: DATA ANALYSIS .......................................................................................... 15

3.2. ANALYSIS ................................................................................................................... 15

CHAPTER 4: DISCUSSION ON GAINED EXPERIENCE ................................................. 29

5.2. RECOMMENDATIONS .............................................................................................. 32

1.1. MIFOTRA PRESENTATION

1.1.1. Background and History

o From 1961 to 1963: Ministry of the Interior

With the realignment of the 11th June,

o Increase the capacity of development policies and strategies.

o Increase the effectiveness and efficiency of the Rwandan public administration.

This restructuring of the public administration occurs around 3 axes namely:

o Improving the ability of management of the public service (management system).

1.1.2. The restructuring of the public service.

o Unit Finance and management of internal resources unit technology of information

1.1.3. MIFOTRA’s organisation

The following is the organization chart of MIFOTRA.

Chart 1.1: MIFOTRA Organization chart

1.1.4. Mission and functions

Specifically, the Ministry of Public Service and Labour is responsible for:

1°. Developing, disseminating and coordinating the implementation of policies, strategies