Date of Conferral
2022
Degree
Doctor of Business Administration (D.B.A.)
School
Management
Advisor
Rollis D. Erickson
Abstract
Low employee retention can decrease mining companies' productivity and financial performance in the United States. Human resource managers in the mining industry who do not implement employee retention strategies observe decreased employee productivity and financial performance. Grounded in the job embeddedness theory, the purpose of this qualitative multiple case study was to explore strategies human resource managers of mining companies use to improve employee retention to support high productivity and high financial performance. The participants were five human resource managers within the southeast region of Arizona who successfully used employee retention strategies. Data were collected through semistructured interviews and internal organizational documents and were analyzed using thematic analysis. Four themes emerged: (a) employee engagement, (b) compensation and benefits, (c) effective communication, and (d) recognition and job satisfaction. A key recommendation is for human resource managers to implement diverse professional development programs for employees. The implication for positive social change includes the potential to enhance economic growth that supports family well-being in local communities.
Recommended Citation
Nuamah, Michael Ansah, "Employee Retention in the Mining Industry" (2022). Walden Dissertations and Doctoral Studies. 12806.
https://scholarworks.waldenu.edu/dissertations/12806
