Turnaround and Human Capital Strategies during and Post-Covid-19 Eras
Challenges and Implications for People Managers in the Zimbabwean Gold Mining Sector
Bibliographic Data
| ID | 22256641 |
|---|---|
| Authors | Munyaradzi Chikove (0000-0002-8835-2216, Lupane State University), Costa Hofisi (0000-0002-2571-6991, Vaal University of Technology) |
| Year | 2025 |
| Pages | 1192-1209 |
| Publication date | 2025-06-20 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | E-Journal of Humanities Arts and Social Sciences (JOURNAL) |
| Journal identifiers | ISSN: 2720-7722 • E-ISSN: 2720-7722 |
| Publisher | Noyam Publishers (PUBLISHER) |
| DOI | 10.38159/ehass.20256719 |
| OpenAlex | W4411477237 |
| Language | EN |
| References cited | 62 |
The purpose of this study is to assess how COVID-19 impacted the Zimbabwean gold mineral sector and the Human Capital Management (HCM) strategies deployed to mitigate the negative consequences. The COVID-19 scourge created an intricate and challenging environment for human capital management professionals, and a crisis is imminent in the mining sector unless survival strategies are formulated by management. An exploratory research design was therefore employed. This study also hinged on the qualitative research approach. The study was guided by the principle of saturation. Saturation was reached by 20 participants. The research used a purposive sampling technique. We found that employee motivation, talent management, health and safety, and employee engagement are essential for propelling mining firms to prosperity during pandemics. The study recommends that managers develop and implement a policy focused on employee health and safety. Furthermore, employee engagement should be promoted, as it can lead to valuable business outcomes. Additionally, organizations should train their employees to develop modern skills, which are vital in today’s dynamic world. Finally, people managers should consistently provide clarity of expectations, adjust difficulty levels, and offer opportunities for recognition to motivate employees. The country stands to benefit from the diverse and rich mineral resource base if employees are well motivated as this engenders employee commitment. Keywords: COVID-19, Strategy, Employee performance, Zimbabwean gold mineral sector and employee motivation
Business · Economic growth · Economics · Employee engagement · Exploratory research · Human capital · Human resource management · Human resources · Management · Political science · Prosperity · Public relations · Sociology · Talent Management · COVID-19 Pandemic Impacts · Impulse Buying and Technology Impacts · Marketing
Covid-19 and the workplace
Covid-19 infection
How Does Household Spending Respond to an Epidemic? Consumption during the 2020 Covid-19 Pandemic
The Covid-19 crisis as a career shock
The Ravaged Psyche
How the Covid-19 pandemic effected economic, social, political, and cultural factors
The ‘dark side’ of organizational resilience
The Benefits and Complexities of Integrating Mixed Method Findings Using the Pillar Integration Process
Employee engagement practices during Covid‐19 lockdown
Covid‐19 pandemic and transmission factors
Social Entrepreneurship Through an Organizational Ecology Lens
Covid-19 response needs to broaden financial inclusion to curb the rise in poverty
Co‐workers working from home and individual and team performance
| Citation velocity | historical |
|---|---|
| Highly cited | No |