Retention strategy for miners and artisans at Tshikondeni Coal Mine

Rampfumedzi, Londolani (2009-12)

Thesis (MBA (Business Management))--University of Stellenbosch, 2009.

Thesis

ENGLISH ABSTRACT: The retention of the right skills in any organisation or industry is always a challenge. There are many causes of the skills shortage and it is also difficult to retain skilled people once they have been found. The literature suggests that retention of skills should ideally be considered from the design and expectation of the requirements of the job through to the recruitment process; and not only once the employee has started working. The literature also explores the different retention strategies that can be applied, such as succession planning, employee engagement, work – life balance, remuneration structuring and career advancement path. This research is limited to Tshikondeni coal mine and attempts to establish which of the following are the biggest contributing factors that cause people to leave and resign from the mine: • Known life of the mine left is till 2014; • Remote location away from essential services; • Leadership; and • Remuneration. From the research that was done, it became clear that the limited life of the mine was the biggest contributing factor that would make employees want to leave Tshikondeni coal mine. Further study is recommended for organisations that operate with finite resources, and mostly in remote areas, to develop further specific retention strategies – over and above those challenges that face all other industries and organisations. This should be done so that the reality of finite resources can be addressed in order to keep employees motivated and energised until the last ton is extracted.

AFRIKAANSE OPSOMMING: Dit is altyd ‘n uitdaging in enige organisasie of industrie om die regte vaardighede te behou. Daar is baie redes vir die tekort aan vaardighede en dit is moeilik om bekwame mense te behou wanneer hulle wel gevind word. Die literatuur raai aan dat die retensie van vaardighede reeds in die ontwerp van en vereistes vir ‘n betrekking in ag geneem moet word, sowel as tydens die werwingsproses en nie eers na indiensneming van die werknemer nie. Die literatuur ondersoek ook retensie strategië wat toegepas kan word, soos bv. opvolgbeplanning, werknemerbetrokkenheid, balans tussen werk en vrye tyd, vergoedingstrukture en moontlikhede vir bevordering. Hierdie navorsing is beperk tot Tshikondeni steenkoolmyn en poog om vas te stel watter van die volgende die grootste bydraende faktore is waarom mense bedank en weggaan by die myn: • Lewensduur van die myn slegs tot 2014; • Afgesonderde ligging weg van essensële dienste; • Leierskap; en • Vergoeding. Uit die navorsing wat gedoen is, het dit duidelik geword dat die beperkte lewensduur van die myn die grootste bydraende faktor was waarom werknemers wou weggaan van Tshikondeni steenkoolmyn. Verdere navorsing word aanbeveel vir organisasies wat met beperkte hulpbronne, en hoofsaaklik in afgeleë gebiede, werk om verdere spesifieke retensie strategieë te ontwikkel – bo en behalwe dié wat vir ander industrieë en organisasies geld. Hierdeur kan die realiteit van beperkte hulpbronne aangespreek word om sodoende die motivering en aansporing van werknemers te verseker totdat die laaste ton verwerk is.

Please refer to this item in SUNScholar by using the following persistent URL: http://hdl.handle.net/10019.1/986
This item appears in the following collections: