Human Resource Management Practices and Workforce Challenges in Rwanda’s Hospitality and Tourism Industry

Abstract

Rwanda’s hospitality and tourism industry has experienced rapid growth, increasing demand for a skilled and stable workforce. This study examines Human Resource Management (HRM) practices and workforce challenges within the sector, with particular focus on employment conditions and their broader operational implications. A mixed-methods approach was employed, combining survey data from 156 managers and 296 employees with semi-structured interviews involving policymakers, sector association representatives, and principals of hospitality and tourism schools. The findings reveal persistent gaps in HRM practices, with 66.2% of employees reporting the absence of formal employment contracts and 72.0% indicating lack of essential benefits. In addition, 70.5% of managers identified skills mismatch as a major workforce challenge, reflecting tensions between graduate preparedness and industry expectations. Qualitative insights further highlight cost-driven hiring practices, weak enforcement of labour regulations, and limited coordination between education institutions and industry stakeholders. The study underscores the need for improved alignment between workforce development systems, employment practices, and institutional governance. It contributes empirical evidence on HRM dynamics in an emerging tourism destination and provides insights to inform policy and industry interventions aimed at strengthening workforce management.

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