African Labour Economics (Economics/Social crossover) | 01 March 2005
Human Resource Management Practices in Botswana's Mining Sector: A Qualitative Exploration
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Abstract
This study examines human resource management (HRM) practices within Botswana's mining sector, a critical component of the country’s economy. Qualitative methods were employed through semi-structured interviews with key stakeholders including managers from top mining firms, union representatives, and government officials. Data analysis involved thematic coding to identify recurring themes and patterns in HRM strategies. A significant finding is the prevalence of performance-based pay systems among surveyed companies, which often incorporate incentives such as bonuses linked to production metrics or safety records. The study concludes that while traditional HRM practices are widely used, there is a growing trend towards more flexible and innovative approaches aimed at improving worker satisfaction and productivity. Recommendations include encouraging further research into the long-term impacts of these emerging HRM strategies and advocating for better integration of local communities in mining operations to enhance social cohesion.