Solution
Kuldeep answered on
Oct 06 2021
Topic: Employment and retention of staff in African Mining Industry
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Contents
Introduction 3
Research Background 3
Research Questions 5
Hypothesis 5
Literature Review 5
Methodology 9
Research Plan 9
Data Collection 9
Sampling size, population and approach 9
Findings and discussions 10
Sub Theme1: Practices undertook to promote employee retention 11
Sub theme2: Health safety precautions undertook 12
Sub theme 3: Issues faced the employees 14
Conclusion 14
Recommendations 15
Limitations 15
References 16
Introduction
Research Background
Employment and retention play a significant role in combating organizational employment and retention. However, due to employee retirement, resignation, layoffs and downsizing, mining industry still have less employment and retention strategies (Reed, 2014). This has resulted in the organization's lack of qualified and experienced staff to meet organizations production needs, which have a negative impact on the operation of day-to-day operational functions. South Africa is world's biggest reserves of the platinum group metal (86.5%), gold (80%), manganese (80%) as well as chromium (72.4%). The rich mineral resources have led the South African mining business not only to make an important contribution to country's national economy, but also to the African continent's economy (South African Chambers Mines, 2013). In 2012, South Africa's entire mineral resources were 4.71 trillion US dollars, accounting for 8% of country's GDP, moreover provided 1 million jobs. Compared with 2010, coal sales raise by 23% to 87.8 billion rand (Mining Qualifications Bureau, 2014). In 2013, gold contributed 20 billion rand ($246 million) to South Africa’s financial system, accounting for export 18%. Globally, the mining industry is not a major source of employment and despite the increase in production and the opening of new mines, formal employment in the industry is still declining. In the past decade or so, productivity has increased overall (Robinson, 2016). On the one hand, new and refu
ished mines are becoming more and more expensive; on the one hand, fewer workers are needed per production unit (Christian M. Rogerson, 2011). On the other hand, several staff members are required to perform continuous operations. But direct employment is still falling. The potential for new mines in remote areas (usually in developing countries) is growing, which means attracting and retaining capable, diligent and enterprising workers, including meeting the needs of families and communities, requires special And continuous efforts (Palka, Brodny & Stecuła, 2017).
Research Problem
In an era of limited skills, many organizations, including mining organizations, face the challenges of labor diversification, workforce ageing, intergenerational differences, talent identification, employment as well as retention. The loss of staff due to resignation, layoffs, relocation has had a considerable cost impact on the organization, as this leads to a loss of knowledge. Loss of employees in the organization can lead to increased costs, such as maintaining job vacancies, hiring new employees, training new employees, and the cost of knowledge and productivity. The situation may be worse when there skilled and experienced employees are less in the organization to continue business functions without any interference. Mining industry of South Africa continue to face serious frontline as well as professional skills shortages that affect daily operations. Global mining industry is being affected by the lack of qualified and experienced staff to meet its production needs. This is a challenge that many mining organizations must address. Employment and retention have become major challenges for many organizations around the world due to demographic changes and staff turnover. Hence, it is essential to establish a framework how mining industry retains employment and retention in order to continue their daily basis business operations without any type of interference (Neingo & Tholana, 2016).
Research Objective
outh Africa has the world’s largest reserves of platinum-
group metals (87.7%), manganese (80%), gold (80%), and
chromium (72.4%) (SA, 2008:17). This rich supply of minerals
has led to the South African mining industry making a
substantial contribution not only to the national economy of
the country, but also to the economy of the African continent
(Chamber of Mines of South Africa, 2013). It is estimated that
in 2012, South Africa’s total mineral endowment was US$4.71
trillion, accounting for approximately 8% of the country’s
GDP, and sustaining one million jobs (Technology Innovation
Agency, 2012). Coal sales increased by 23% from 2010, to an
amount of R87.8 billion (Mining Qualifications Authority,
2014), and gold contributed R20 billion ($246 million) to the
South African economy in 2013, accounting for 18% of
exports (Mungai and Bloomberg, 2015). Regrettably, the
golden era of the South African gold-mining industry appears
to be over, since the industry is cu
ently plagued by falling
commodity prices, escalating labour disputes, and increased
production costs (Wexler, 2015). This has compelled many
large-scale mines to reduce their workforce, which has
negatively impacted on some mine-dependent communities, as
well as the economic capacity of these mines (Nhlengetwa and
Hein, 2015).
The main objective of this study is to examine employment and retention in a mining industry of South Africa.
Specific objectives of this study are to:
1. To identify employment and retention policies, procedures and strategies.
2. To identify technologies used in employment and retention
3. To determine the role players in Employment and retention
Research Questions
1. What are the employment and retention policies, strategies and procedures in South Africa’s mining industry?
2. What are the issues that make employee retention difficult?
Hypothesis
H0: The present retention practices are sufficient and suitable to promote employee retention
H1: The retention practices have more to be desired and the cu
ent working condition, practices are unfit for employees.
Literature Review
Retaining and developing employees is one of the key drivers of our future success and long-term sustainability. Employees are the most valuable asset. Only through their hard work and contribution can we release the great value of our resources. There is a need to a
ange or manage “can do” culture in which to encourage and reward entrepreneurial thinking, systematically respond to and respond to major challenges, em
ace change, and take full responsibility for everyone (International Monetary Fund, 2015). In this way, every employee can feel that they are contributing to the continued success of the business. We value the empowerment of our employees and encourage them to realize their true potential by providing training and attractive career development opportunities. Providing employees with the opportunity to enhance their skills not only contributes to the company's success, but also increases professional satisfaction, thereby increasing morale, productivity and employee engagement. Focus on existing employees, but also work for employees in the local community (International Monetary Fund, 2016). Therefore, it is imperative that mining industry have proper procedures in place to prepare them and equip them with the required skills. In 30, 2017, mining industry employment increased by 4% to 11,169. The number of fixed employees increased by 12% to 5,607, mainly due to the merger of our Kimberley and Ekapa Mining businesses into the cu
ent KEM joint venture number of contractors decreased by almost 3% to 5,562 which is in line with the development phase of industry capital planning.
Local hiring
In order to foster a stable and cohesive workforce and contribute to the development of our local community, Petra gives priority to recruiting talent from the local community. From a business perspective, this makes sense and reduces the need for services provided by the company, such as transportation and housing (Kaggwa, 2019). According to the South African Mining Charter and Social and Labor Plan, this is also a regulatory requirement, including a commitment from the “labor dispatch area”. The agreement with the organized unions in which we operate is often included in the agreement. However, when recruiting technical positions, the skills shortage in the local community is often a reality. Therefore, technical job vacancies will also be in the region or published nationwide, and all non-technical and semi-technical positions are only released locally. Local applicants are still prioritized whenever possible (Makinde, Mpofu & Popoola, 2014). The main contractors operating should use the same recruitment principles when hiring workers to sign contracts.
Staff retention
Although the competition in the labor market is still semi-skilled workers and skilled workers, as well as a shortage of certain professional skills, the southern economic situation is tense. Africa, in part due to low commodity prices, has eased the pressure to recruit...