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Seed potato farming projects are essential for increasing agricultural productivity, strengthening food security, and supporting rural livelihoods in Rwanda. However, their performance is often affected by internal organizational culture challenges such as weak communication, limited accountability, unresolved conflicts, and low employee motivation. This study examined the influence of key organizational culture aspects—communication, accountability, conflict resolution, and employee motivation—on the performance of seed potato farming projects in Rwanda. The study was guided by Organizational Culture Theory and Systems Theory and employed both descriptive and correlational research designs. The target population consisted of 420 individuals, including project managers, agronomy staff, field operations personnel, administrative staff, and smallholder farmers involved in the RAB potato seed multiplication project. A sample of 230 respondents was selected using appropriate sampling techniques. Data were collected through questionnaires, interviews, and document review. A pilot test involving 23 respondents was conducted to assess the consistency of the research instruments. The obtained results show a Cronbach’s Alpha value of 0.78, confirming reliability, and a CVI of 0.82, which exceeds the acceptable threshold for validity, meaning the research instruments were both dependable and appropriate for accurately measuring the study variables. Only items with a Content Validity Index (CVI) of at least 0.70 were retained. Data were analyzed using descriptive statistics, correlation, and regression analysis with SPSS version 28 at a significance level of 0.05.      

Employee promotion in State-Owned Commercial Bank (SOCB) and Private Commercial Bank (PCB) depends on Key Determining Factors (KDF). The study aims to identify these factors. The objective is to compare the impact of KDF on employee promotion between SOCB and PCB. The study finds that Education, Qualifications, Job performance and Skills do not impact promotion in SOCB, whereas Experiences, Tenures, Work ethics and Dependability determine employee promotion in PCB. Social relationships and interpersonal relationships both influence employee promotion at PCB. Bias and Favouritism exist from a certain level in SOCB, whereas the study unveils a strong presence of Bias and Favouritism in PCB. There is no presence of Age, Gender and Ethnicity in employee promotion in SOCB, while PCB experienced a mixed influence of Age, Gender and Ethnicity on employee promotion. While there is no influence of Union Status, Firm Size on employee promotion in PCB, an indirect influence on employee promotion has been observed in this study. Luck and External factors both influence employee promotion in SOCB and PCB. Seniority is maintained up to a certain level in SOCB, after that, both merit and seniority is considered whereas performance plays a pivotal role in employee promotion in PCB.