This content requires Adobe Flash Player version
or later.
Either you do not have Adobe Flash Player installed,
or your version is too old,
or there is a problem with your Flash installation and we were unable to detect it.
Based on the perceptions regarding skills shortages and its impact on propensity to leave in gold mines, it is recommended that:
Ÿ Management should actively monitor workloads and maintain good working relations between supervisors as not only reduce stress, but also increase job satisfaction and commitment to the organisation.
Ÿ Managers need to monitor both the extrinsic and intrinsic sources of job satisfaction available to employees to assist in retaining talented employees and reducing labour turnover.
Ÿ When intention to leave has been identified, corrective measures to prevent turnover should be taken in advance.
Ÿ Mine managers should implement practices and policies to overcome the “push factors” that could influence propensity to leave in gold mines. For example, ensure that there are promotion prospects especially in scare skills areas; encourage employee engagement in the workplace; provide career guidance; enhance the quality of work life of all employees; offering market-related occupational income and promote autonomy for employees in their jobs.
Ÿ Mine managers should also plan for and cater to overcome the “pull factors” that could influence propensity to leave in gold mines. For example: offering better perks than other industries; provide for further educational opportunities; consider family needs and provide a conducive working environment.
LIMITATIONS The following limitations of the study must be noted:
Ÿ The influence of the independent variables on skills shortages was tested by means of a cross- sectional study, while true results may have been obtained through a longitudinal study and testing of reversal causal effects.
Ÿ The focus of the study was on the South African gold mining sector but only the top three gold producers were investigated.
Ÿ Due to time and costs constraint, only people within the radius of 200 km were selected. The following extract seems appropriate to conclude this paper with:
“… globalization is a catalyst for international migration and its impact on Africa's development remains polemical … the adverse effects of international migration on Africa, in the form of brain drain—the emigration of Africa's trained professionals far outweighs the perceived advantages associated with migrant remittances. … formulation of workable policies to manage the brain drain … such policy measures should include a conscious attempt to address the root causes of the push factors which instigate the emigration of brains …”
(Akokpari, 2006:125)
IMPACT OF SKILLS SHORTAGES ON PROPENSITY TO LEAVE IN SOUTH AFRICAN GOLD MINES 734