Talent retention among trainers and learners in a mining environment
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Global growth in mining activities has resulted in stiff competition for talented employees and characterised the mining industry with high turnover rates. The South African mining environment has not been an exception to this phenomenon. The aim of this study was to inform the design of talent retention strategies through determination of turnover intention predictors and exploration of the turnover process experienced by employees. The study hypothesised that job satisfaction and affective organisational commitment mediate the effect of overall justice, centralisation, trust and job challenge on turnover intentions. A cross-sectional survey design with a random sample of trainers and learners from a South African gold mining company was used (n=171 and n=230, respectively). Results indicate that job satisfaction mediates the effect of centralisation on turnover intention for learners. Only job satisfaction directly predicts turnover intention for trainers, and overall justice and trust play a direct role in the prediction of turnover intention for learners. It was also found that job challenge predicts job satisfaction for trainers, whilst job challenge, centralisation and trust predict job satisfaction for learners. Therefore, to retain trainers, the mining company should focus on enhancing those factors that facilitate job challenge perceptions and job satisfaction. In retaining learners, its thrust should be increasing job challenge, decentralisation, overall justice, trust and job satisfaction.