While human resource management (HRM) elements concerning the expansive mining industry have been acknowledged, they still need to be explored. This paper presents a novel and strategic endeavour to construct a benchmark model linking HRM elements specific to the large mining industry. Drawing from an extensive literature review, crucial HRM elements pertinent to the mineral industry are systematically identified and thoroughly examined. The study utilises the interpretive structural modelling (ISM) technique within the context of major Indian mining industries to unveil latent relationships among these HRM-related elements. Through six-phased interactions, a foundational model is established, illuminating these relationships. The findings are poised to positively impact the mining industry, contributing to enhanced system sustainability. Furthermore, this paper represents a pioneering effort as the first research to elucidate the relationship model of HRM elements within the mining industry. It encourages HRM researchers to delve further into the mining industry to address its challenges. This research serves as a foundational study and provides a platform for further investigations by HRM experts, researchers and field personnel, enabling a multifaceted exploration of HRM perspectives.
AbuyaW. O., & OdongoG. (2020). Poisoned chalice or opportunity for positive impact? An analysis of the impact of ‘inherited’ corporate social responsibility (CSR) commitments in Kenya’s titanium mining industry. The Extractive Industries and Society, 7(3), 1002–1010. https://doi.org/10.1016/j.exis.2020.07.003
2.
AlvesW., FerreiraP. V., & De AraújoM. M. T. (2021). Challenges and pathways for Brazilian mining sustainability. Resources Policy, 74, 101648. https://doi.org/10.1016/j.resourpol.2020.101648
3.
AmoahP., & EwejeG. (2022). Barriers to environmental sustainability practices of multinational mining companies in Ghana: An institutional complexity perspective. Corporate Governance: The International Journal of Business in Society, 22(2), 364–384. https://doi.org/10.1108/CG-06-2021-0229
4.
ArshadM., FarooqO., & FarooqM. (2019). The effect of intrinsic and extrinsic factors on entrepreneurial intentions. Management Decision, 57(3), 649–668. https://doi.org/10.1108/md-04-2016-0248
5.
AthamnehS. (2018). HR planning for crisis management. In Human resource planning for the 21st century. InTech eBooks. https://doi.org/10.5772/intechopen.75233
6.
BanerjeeS. (2020). Mining and Jurisprudence: Observations for India’s mining sector to improve environmental and social performance[Working Paper]. https://iforest.global/wp-content/uploads/2020/08/Policy-Brief-Paper-Mining-and-Jurisprudence.pdf
7.
BaoL., XingZ., XiaX., LoD., & LiS. (2017, May). Who will leave the company?: A large-scale industry study of developer turnover by mining monthly work report[Paper presented]. 2017 IEEE/ACM 14th International Conference on Mining Software Repositories (MSR) (pp. 170–181). https://doi.org/10.1109/MSR.2017.58
8.
BargstedM., Ramírez-VielmaR., & YevesJ. (2019). Professional self-efficacy and job satisfaction: The mediator role of work design. Revista De Psicología Del Trabajo Y De Las Organizaciones, 35(3), 157–163. https://doi.org/10.5093/jwop2019a18
9.
ChenJ. K. (2020). Perspective on the influence of leadership on job satisfaction and lower employee turnover in the mineral industry. Sustainability, 12(14), 5690. https://doi.org/10.3390/su12145690
10.
ChristmannP. (2021). Mineral resource governance in the 21st century and a sustainable European Union. Mineral Economics, 34(2), 187–208. https://doi.org/10.1007/s13563-021-00265-4
11.
DashwoodH. S. (2014). Sustainable development and industry self-regulation: Developments in the global mining sector. Business & Society, 53(4), 551–582. https://doi.org/10.1177/0007650313475997
12.
de AssisL. B., AndradeJ. O., FantoniA., & SantosD. O. (2013). Trainees recruitment and selection: The isomorphism of human resources practices in the largest steel companies in Brazil. Tourism & Management Studies, 551–563. http://each.usp.br/turismo/publicacoesdeturismo/ref.php?id=5469
13.
Deloitte. (2018). Beyond HR: Rethinking work and operations in the mining industry. https://www2.deloitte.com/content/dam/Deloitte/sg/Documents/energy-resources/sea-er-human-capital-trends-mining.pdf
14.
DontalaS. P., ReddyT. B., & VaddeR. (2015). Environmental aspects and impacts its mitigation measures of corporate coal mining. Procedia Earth and Planetary Science, 11, 2–7. https://doi.org/10.1016/j.proeps.2015.06.002
15.
EngelsB. (2018). Nothing will be as before: Shifting political opportunity structures in protests against gold mining in Burkina Faso. The Extractive Industries and Society, 5(2), 354–362. https://doi.org/10.1016/j.exis.2018.01.001
16.
Espinoza-RamosG. R. (2020). ‘Unwritten rules’ in social partnerships: Defining corporate social responsibility (CSR) through institutional theory in the Peruvian Mining Industry. In DíazDíazB., CapaldiN., IdowuS. O., & SchmidpeterR. (Eds), Responsible business in a changing world: CSR, sustainability, ethics & governance. Springer. https://doi.org/10.1007/978-3-030-36970-5_14
17.
FigueiredoP. N., & PianaJ. (2016). When “one thing (almost) leads to another”: A micro-level exploration of learning linkages in Brazil’s mining industry. Resources Policy, 49, 405–414. https://doi.org/10.1016/j.resourpol.2016.07.008
18.
FrankenG., & SchütteP. (2022). Current trends in addressing environmental and social risks in mining and mineral supply chains by regulatory and voluntary approaches. Mineral Economics, 35(3–4), 653–671. https://doi.org/10.1007/s13563-022-00309-3
19.
FrolovaV., DolinaO., & ShpilkinaT. (2020). The role of financing in the development of human capital of mining industry: Modern trends under uncertainty. E3S Web of Conferences, 174, Article 04025. https://doi.org/10.1051/e3sconf/202017404025
20.
GandossyR., VermaN., & TuckerE.(Eds). (2006). Workforce wake-up call: Your workforce is changing, are you?John Wiley & Sons.
21.
GuerinT. F. (2020). Perceptions of supplier impacts on sustainable development in the mining and minerals sector: A survey analysing opportunities and barriers from an Australian perspective. Mineral Economics, 33(3), 375–388. https://doi.org/10.1007/s13563-020-00224-5
22.
GunninghamN., & SinclairD. (2009). Regulation and the role of trust: Reflections from the mining industry. Journal of Law and Society, 36(2), 167–194. https://doi.org/10.1111/j.1467-6478.2009.00462.x
23.
HarveyR. (2016). Why is labour strife so persistent in South Africa’s mining industry?The Extractive Industries and Society, 3(3), 832–842. https://doi.org/10.1016/j.exis.2016.04.008
24.
HaseS., & DavisL. (1999). From competence to capability: The implications for human resource development and management[Paper presented]. Association of International Management, 17th Annual Conference. https://www.researchgate.net/profile/Stewart_Hase/publication/37358999_From_competence_to_capability_the_implications_for_human_resource_development_and_management/links/54adf65f0cf2213c5fe41d3b.pdf
25.
HebblewhiteB. (2019). Geotechnical risk in mining methods and practice: Critical issues and pitfalls of risk management[Paper presented]. MGR 2019: Proceedings of the 1st International Conference on Mining Geomechanical Risk. https://doi.org/10.36487/acg_rep/1905_17_hebblewhite
26.
HillN., & MarounW. (2015). Assessing the potential impact of the Marikana incident on South African mining companies: An event method study. South African Journal of Economic and Management Sciences, 18(4), 586–607. https://doi.org/10.17159/2222-3436/2015/v18n4a10
27.
HodgeR. A. (2014). Mining company performance and community conflict: Moving beyond a seeming paradox. Journal of Cleaner Production, 84, 27–33. https://doi.org/10.1016/j.jclepro.2014.09.007
28.
HowladarM. F. (2013). Coal mining impacts on water environs around the Barapukuria coal mining area, Dinajpur, Bangladesh. Environmental Earth Sciences, 70, 215–226. https://doi.org/10.1007/s12665-012-2117-x
29.
HumbyT. (2016). Redressing mining legacies: The case of the South African mining industry. Journal of Business Ethics, 135(4), 653–664. https://doi.org/10.1007/s10551-014-2380-8
30.
HumphreysD. (2020). Mining productivity and the fourth industrial revolution. Mineral Economics, 33(1–2), 115–125. https://doi.org/10.1007/s13563-019-00172-9
31.
JahanI., HuynhT., & MassG. (2022). The influence of organisational culture on employee commitment: An empirical study on civil service officials in Bangladesh. South Asian Journal of Human Resources Management, 9(2), 271–300. https://doi.org/10.1177/23220937221113994
32.
JiskaniI. M., UllahB., ShahK. S., BachaS., ShahaniN. M., AliM., MaqboolA., & QureshiA. R. (2019). Overcoming mine safety crisis in Pakistan: An appraisal. Process Safety Progress, 38(4), e12041. https://doi.org/10.1002/prs.12041
33.
KempD. (2010). Community relations in the global mining industry: Exploring the internal dimensions of externally orientated work. Corporate Social Responsibility and Environmental Management, 17(1), 1–14. https://doi.org/10.1002/csr.195
34.
KempD., OwenJ. R., & LèbreÉ. (2020). Tailings facility failures in the global mining industry: Will a ‘transparency turn’ drive change?Business Strategy and the Environment, 30(1), 122–134. https://doi.org/10.1002/bse.2613
35.
KęsekM., BogaczP., & MigzaM. (2019). The application of Lean Management and Six Sigma tools in global mining enterprises. IOP Conference Series, 214, 012090. https://doi.org/10.1088/1755-1315/214/1/012090
36.
KhabaS., & BharC. (2018). Analysing the barriers of lean in Indian coal mining industry using integrated ISM-MICMAC and SEM. Benchmarking: An International Journal, 25(7), 2145–2168. https://doi.org/10.1108/BIJ-04-2017-0057
37.
KondraA. Z., & HiningsC. R. (1998). Organizational diversity and change in institutional theory. Organization Studies, 19(5), 743–767. https://doi.org/10.1177/017084069801900502
38.
KPMG. (2021). Risks and opportunities for mining: Global outlook 2020. https://assets.kpmg/content/dam/kpmg/xx/pdf/2020/02/risks-and-opportunities-for-mining.pdf
39.
LennéM. G., SalmonP. M., LiuC. C., & TrotterM. (2012). A systems approach to accident causation in mining: An application of the HFACS method. Accident Analysis & Prevention, 48, 111–117. https://doi.org/10.1016/j.aap.2011.05.026
40.
LimaA. T., BastosF. A., TeubnerF. J., NetoR. R., CooperA., & BarrosoG. F. (2020). Strengths and weaknesses of a hybrid post-disaster management approach: The Doce River (Brazil) mine-tailing dam burst. Environmental Management, 65(6), 711–724. https://doi.org/10.1007/s00267-020-01279-4
41.
LööwJ., AbrahamssonL., & JohanssonJ. (2019). Mining 4.0—The impact of new technology from a work place perspective. Mining, Metallurgy & Exploration, 36(4), 701–707. https://doi.org/10.1007/s42461-019-00104-9
42.
ManciniL., & SalaS. (2018). Social impact assessment in the mining sector: Review and comparison of indicators frameworks. Resources Policy, 57, 98–111. https://doi.org/10.1016/j.resourpol.2018.02.002
43.
MaybeeB., LilfordE., & HitchM. (2023). Environmental, Social and Governance (ESG) risk, uncertainty, and the mining life cycle. The Extractive Industries and Society, 14, 101244. https://doi.org/10.1016/j.exis.2023.101244
44.
MishraP. C., KishoreS., & ShivaniS. (2018). The role of information technology for knowledge management: An empirical study of the Indian coal mining industry. Journal of Global Information Technology Management, 21(3), 208–225. https://doi.org/10.1080/1097198x.2018.1498275
45.
MishraP. C., & MohantyM. K. (2020). A review of factors affecting mining operation. World Journal of Engineering, 17(3), 457–472. https://doi.org/10.1108/wje-03-2019-0082
46.
MohantyM. K., MishraP. C., & SamantarayA. (2023). The relationship of critical success factors of the mineral industry: A study on India. Vision, 27(1), 119–134. https://doi.org/10.1177/09722629211013916
47.
MooreB., & GardnerS. (2004). HR managers, SHRM and the Australian metals mining sector: Embracing the unitarist vision. Asia Pacific Journal of Human Resources, 42(3), 274–300. https://doi.org/10.1177/1038411104048169
48.
Odgers Berndtson. (2021). Top talent trends that will shape the global mining industry in 2021. https://www.odgersberndtson.com/media/10079/mining-talent-trends-2021.pdf
49.
O’FaircheallaighC. (2015). Social equity and large mining projects: Voluntary industry initiatives, public regulation and community development agreements. Journal of Business Ethics, 132, 91–103. https://doi.org/10.1007/s10551-014-2308-3
50.
OppongN. Y., & GoldJ. (2016). Developing local managers in the Ghanaian mining industry: An indigenous talent model. Journal of Management Development, 35(3), 341–359. https://doi.org/10.1108/jmd-02-2015-0011
51.
PastranS. H., & MallettA. (2020). Unearthing power: A decolonial analysis of the Samarco mine disaster and the Brazilian mining industry. The Extractive Industries and Society, 7(2), 704–715. https://doi.org/10.1016/j.exis.2020.03.007
52.
PimentelB. S., GonzalezE. S., & BarbosaG. N. (2016). Decision-support models for sustainable mining networks: Fundamentals and challenges. Journal of Cleaner Production, 112, 2145–2157. https://doi.org/10.1016/j.jclepro.2015.09.023
53.
PrnoJ., & SlocombeD. S. (2014). A systems-based conceptual framework for assessing the determinants of a social license to operate in the mining industry. Environmental Management, 53, 672–689. https://doi.org/10.1007/s00267-013-0221-7
54.
PwC. (2021). Mine 2021: Great expectations, seizing tomorrow. https://www.pwc.com/id/en/pwc-publications/industries-publications/energy–utilities—mining-publications/mine-2021.html
55.
QiC.-C. (2020). Big data management in the mining industry. International Journal of Minerals, Metallurgy and Materials, 27(2), 131–139. https://doi.org/10.1007/s12613-019-1937-z
56.
RauffletE., CruzL. B., & BresL. (2014). An assessment of corporate social responsibility practices in the mining and oil and gas industries. Journal of Cleaner Production, 84, 256–270. https://doi.org/10.1016/j.jclepro.2014.01.077
57.
Research and Market. (2021). Global Mining Market Report 2021: Covid-19 impact and recovery to 2030. https://www.researchandmarkets.com/reports/5240323/mining-support-activities-global-market-report#rela0-5240246
58.
RobinsonL., FardinJ., & BoschettiF. (2020). Clarifying the current role of a social licence in its legal and political context: An examination of mining in Western Australia. Resources Policy, 67, 101649. https://doi.org/10.1016/j.resourpol.2020.101649
59.
RylnikovaМ., RadchenkoD. N., & KlebanovD. (2017). Intelligent mining engineering systems in the structure of industry 4.0. E3S Web of Conferences, 21, 01032. https://doi.org/10.1051/e3sconf/20172101032
60.
SageA. P. (1977). Methodology for large-scale systems. McGraw-Hill College. http://ci.nii.ac.jp/ncid/BA00453417
61.
ScottW. R. (2005). Institutional theory: Contributing to a theoretical research program. In SmithK. G. & HittM. A. (Eds), Great minds in management: The process of theory development (pp. 460–484). Oxford University Press.
62.
ScottW. R. (2017). Institutional theory: Onward and upward. In The Sage handbook of organizational institutionalism (pp. 853–869). SAGE Publications Ltd.
63.
SegerstedtE., & AbrahamssonL. (2019). Diversity of livelihoods and social sustainability in established mining communities. The Extractive Industries and Society, 6(2), 610–619. https://doi.org/10.1016/j.exis.2019.03.008
64.
SharpeA., & BradleyC. (2009). A detailed analysis of the productivity performance of mining in Canada. CSLS Research Reports. https://ideas.repec.org/p/sls/resrep/0907.html
65.
SinghA., KumarD., & HötzelJ. (2018). IoT Based information and communication system for enhancing underground mines safety and productivity: Genesis, taxonomy and open issues. Ad Hoc Networks, 78, 115–129. https://doi.org/10.1016/j.adhoc.2018.06.008
66.
StewartP., BezuidenhoutA., & BischoffC. (2020). Safety and health before and after Marikana: Subcontracting, illegal mining and trade union rivalry in the South African mining industry. Review of African Political Economy, 47(163), 27–44. https://doi.org/10.1080/03056244.2019.1679103
67.
StreetT. D., LaceyS. J., & SomorayK. (2019). Employee stress, reduced productivity, and interest in a workplace health program: A case study from the Australian mining industry. International Journal of Environmental Research and Public Health, 16(1), 94. https://doi.org/10.3390/ijerph16010094
68.
van der WesthuizenC. W. (2020). The impact of labour unions on the South African mining industry. Journal of Organizational Psychology, 20(4). https://doi.org/10.33423/jop.v20i4.3211
69.
VeerasamyU., JosephM. S., & ParayitamS. (2023). Green human resource management and employee green behaviour: Participation and involvement, and training and development as moderators. South Asian Journal of Human Resources Management, 11(2), 277–309. https://doi.org/10.1177/23220937221144361
70.
WirthH., KulczyckaJ., HausnerJ., & KońskiM. (2016). Corporate Social Responsibility: Communication about social and environmental disclosure by large and small copper mining companies. Resources Policy, 49, 53–60. https://doi.org/10.1016/j.resourpol.2016.04.007
71.
World Economic Forum. (2020). The Future of Jobs Report 2020. http://www3.weforum.org/docs/WEF_Future_of_Jobs_2020.pdf
72.
YasudaN., & MitsuhashiH. (2017). Learning from political change and the development of MNCs’ political capabilities: Evidence from the global mining industry. Management International Review, 57(5), 749–774. https://doi.org/10.1007/s11575-017-0318-y
73.
YawsonR. M. (2013). Systems theory and thinking as a foundational theory in human resource development—A myth or reality?Human Resource Development Review, 12(1), 53–85.
74.
YurtsevenM. K., & BuchananW. W. (2016). Complexity decision making and general systems theory: An educational perspective. Sociology Study, 6(2), 77–95. https://doi.org/10.17265/2159-5526/2016.02.001
75.
ZhangH., XiaoZ., WangJ., LiF., & SzczerbickiE. (2020). A novel IoT-Perceptive Human Activity Recognition (HAR) approach using multihead convolutional attention. IEEE Internet of Things Journal, 7(2), 1072–1080. https://doi.org/10.1109/jiot.2019.2949715
76.
ZhangH., XiaoZ., WangJ., LiF., &SzczerbickiE. (2020). A novel IoT-Perceptive Human Activity Recognition (HAR) approach using multihead convolutional attention. IEEE Internet of Things Journal, 7(2), 1072–1080. https://doi.org/10.1109/jiot.2019.2949715
