Manager-Employee Relationships during Turbulent Times at a Gold Mine in South Africa

Cecile Schultz,Reulene Kã¼Sel

doi:10.22610/jebs.v10i6a.2664

Abstract

This article aims to provide new conceptual insights into the responsibilities of an engineer who acts as a plant manager and who has to deal with employee relations during a turbulent time at a gold mining plant in South Africa. A qualitative research approach was used to gather the data in this study. Trustworthiness of the research was ensured by applying various reasoning strategies, such as content analysis, inductive reasoning, blending, bracketing and understanding in order to interpret the data. The first group interview comprised managers as well as engineers who were appointed as managers, the second, administrative employees from the service departments, and the third, artisans and foremen employed at the mine. Qualitative content analysis was used to analyse the transcripts. The recurring themes from the group interviews were â€˜employee empowermentâ€™, â€˜trust buildingâ€™, â€˜employee voiceâ€™ and â€˜development of skillsâ€™. A conceptual framework for manager-employee relations during troubled times was developed from the findings. The essential responsibilities of a gold mining plant manager during periods of turbulence were described.

Highlights

The year 2016 marked another challenging year for the South African mining industry in the wake of subdued commodity prices, an increase in short-term volatility, increased pressure on operating models and regulatory uncertainty (PWC, 2016)
KPMG (2016, p. 2) explains: “uncertain regulatory framework, weaker commodity prices, increased working costs, constrained infrastructure, high labor costs coupled with poor levels of productivity and strained labor-management relations; these are some of the challenges that have placed South Africa’s mining industry in dire straits”
The essential responsibilities of a gold mining plant manager during troubled times was profiled as part of the second objective and the third objective was achieved by the development of a conceptual framework of manager-employee relations during a turbulent period

Summary

Introduction

The year 2016 marked another challenging year for the South African mining industry in the wake of subdued commodity prices, an increase in short-term volatility, increased pressure on operating models and regulatory uncertainty (PWC, 2016). Mining production in South Africa fell by 0.2 percent year-onyear in August of 2016, following a 5.4 per cent slump in July. This was the twelfth straight month of contraction, at the slowest pace, as output dropped for gold (-8.2 percent) (Trading Economics, 2016). Emmott (2015) is of the opinion that for many employers, employee engagement has become the focus of their efforts to manage the employment relationship. Such a relationship, can be distorted by the diversity of cultural interpretations (Jenkins, 2004). It is essential that managers display procedural and distributive fairness in the organization (Gill, 2008)

Objectives

Methods

Discussion

Conclusion