FROM HUMAN CAPITAL TO INSTITUTIONAL IMPACT: RETHINKING HRD PRACTICES FOR PERFORMANCE IN PUBLIC INSTITUTIONS
Inès Sonia Niyubahwe
ABSTRACT
Human Resource Development (HRD) encompasses a set of strategic practices—observation, planning, action, and review—designed to enhance cognitive capacities, capabilities, and behaviors within organizations. This study investigates the impact of HRD practices on organizational performance within the Burundian Ministry of External Relations and International Cooperation. Using both primary and secondary data, 168 Likert-scale questionnaires were distributed across three strata, with a return rate of 83.92% (141 responses). Stratified probability sampling was employed. Findings reveal that intellectual development (via leadership, training, and education) and social development (through empowerment and team building) significantly enhance employee productivity and overall organizational performance. While compensation and reward practices show correlation with performance, their statistical significance remains low. The study recommends reinforcing empowerment, awareness, and team-building strategies, and suggests revisiting compensation mechanisms to support broader HRD goals. These insights contribute to strengthening public sector performance in Burundi.