Developing human resources management framework for enhancing the performance of small scale mining companies in Mashonaland West , Zimbabwe.

Abstract

This study focuses on developing human resources management framework for enhancing the performance of small scale mining companies in Mashonaland West, Zimbabwe. The mining sector has evolved from pre-colonial period, where mining was done as an off agricultural activity. During the colonial period, there were infrastructural developments to improve output. After independence, the government put measures to improve productivity, but this failed post the land reform era. From there, the country went on a downward trend and due to poverty, many Zimbabweans joined mining to earn a living. Some mines are formal small scale mining and the majority are informal small scale such as artisanal mining or gold panning. A positivist research philosophy and a cross-sectional survey design were adopted. Data were collected from 377 respondents using a structured self-administered questionnaire with Likert-type questions. Data were analysed using descriptive statistics, which include mean and standard deviation, frequencies and percentages. Structural equation modelling was applied to test research hypotheses. Results indicate that employee involvement (p=0.642), employee training (p=0.654), career development (p=0.712), employee job security (p=0.597) and employee job satisfaction (p=0.705) positively influence organisational performance. Age (p=0.921) moderates the relationship between human resources management framework and organisational performance. The results contribute to the current body of knowledge by introducing a human resource framework as a package to enhance organisational performance. Small scale mining organisations are therefore recommended to focus on continuous improvement on employee involvement, employee training, career development, employee job security and employee job satisfaction to enhance organisational performance. Thus, small scale mining organisations should ensure that their employees are involved in making decisions. Small scale mining organisations are also advised to train and to assist employees in career development programs. In addition, small scale mining organisations are recommended to guarantee employee job security as well as employee job satisfaction, as these variables, among others, are crucial for enhancing organisational performance. Also, small scale mining companies should consider age of the employees when implementing some of the elements of the human resources management framework. It is recommended that future studies be carried out across other provinces in Zimbabwe and other countries