Journal - Career Development

International Journal of Research and Innovation in Social Science (IJRISS) |Volume VI, Issue VI, June 2022|ISSN 2454-6186
The Influence of Career Development Practices on

Employee Retention in The Mining Industry in
Namibia
Michael Ochurub PhD1*, Andrew Jeremiah PhD2, Selma Iipumbu3
1
Senior Lecturer (HRM) - Namibia University of Science and Technology (NUST)
Department of Management, NUST, Namibia
P.O .Box 55155, Rocky Crest, Windhoek, Namibia
2
Senior Lecturer (HRM) - Namibia University of Science and Technology (NUST)
Department of Management, NUST, Namibia
3
Human Resource Practitioner – Rossing Uranium Mine (Ltd)
*Corresponding Author
Abstract: The mining industry in Namibia is currently development is unavoidable in order to improve both
experiencing a highISMAIL
employee
ABUKARturnover
OMAR MBA /as a /result
2020 of a ABUKAR
61198 ISMAIL lack ofOMAR MBA
employee and organisational capability. However, if an
/ 2020 / 61198
career development as employees are mostly attracted by career organisation lacks career development opportunities, the
advancement opportunities. Career
ISMAIL ABUKAR development
OMAR MBA / 2020 / 61198isISMAIL
one ABUKAR
of theOMAR MBA / 2020 / 61198
situation might lead to lowering the morale of employees, lack
key factors in an organisation to attract and retain key and
talented employees.ISMAIL
Therefore,
ABUKAR OMARthis
MBA /study is ISMAIL
2020 / 61198 intended
of motivation,
ABUKARtoOMAR MBA / 2020 / 61198
low productivity and it might increase
determine the effect of career development practices on employee employee turnover as a result of dissatisfaction among
ISMAIL ABUKAR
attraction and retention. OMARis
This study MBA / 2020 / 61198in
quantitative ISMAIL ABUKAR
nature employees.
andOMAR MBA / 2020 / 61198Global Talent Monitor report on workforce
questionnaires were used to collect the data from participants. activities in 2Q18 shows that the lack of career development
The researchers usedISMAILStatistical
ABUKAR OMAR MBA / 2020for
Package / 61198 ISMAILSciences
Social ABUKAR OMAR MBA / 2020 /a61198
remains key driver of employee attrition as cited by 40% of
(SPSS) software to analyse the data and to provide descriptive departing employees as a dissatisfying factor in their jobs. The
(mean and standard deviation) and graphical analyses with the growing body of research established that worker retention
use of tables and calculation of statistics for central tendency, techniques increase the likelihood of long-haul
variability, and distribution. The major findings of the study representatives. An increase in employee retention leads to a
revealed that the career management plans do not align with
employees' personal career goals and that the employee
decrease in recruitment, saving the organisation time and
commitments and performance in the mining industry are money on recruitment and training. According to Greener
constrained due to the lack of structured career planning and (2021), organisations need to invest in their workforces by
management. It is also evident from the findings that career pursuing career development practices and programmes that
development practices would increase the profitability of the would increase employee retention. Failure to make such
mining industry as a result of satisfied and high performing investments might results in the high costs of turnover.
employees. Although the employees have adequate resources to
carry out their duties, the lack of career advancement as well as The lack of career development has impact on retention which
adequate training and development is a great concern. Investors makes it difficult to retain highly skilled and competent
in the mining industry must place a high value on human capital, employees. Lartey (2021) underpin this view by stating that
and as a result, ensure that their skilled individuals are retained the absence of career development in any organisation causes
as they provide an advantage over competitors. A high level of employees turnover. Increased employee turnover adds
support to employees are more likely for employees to significantly to a company's operating costs and has an impact
emotionally commit to their organisations, resulting in a low rate
on its growth and profitability. In addition, Spain and
of turnover and a high level of job performance.
Groysberg (2016) state that high employee turnover results in
Key words: career development, career planning, employee poor performance. Therefore, organisations with low turnover
retention, training & development and high performer retention can have a significant advantage.
Employee turnover has an impact on organisational
I. INTRODUCTION
performance and profitability, and businesses must understand
I n any organisation, career support practices represent both a

means of developing and retaining skills for individuals and
groups. Regardless of size, sector or market, career
why employees stay or leave. Therefore, companies need to
concentrate on a combination of strategies and schemes to
keep employees from leaving. Hence, it is vital that
development and employee motivation are critical factors for employers put in more efforts to create a work environment
any organisation to consider (Mwanje, 2010). Investing in that engages employees for the longest period of time,
human resources through training and management while ensuring that the organisation retains employees with
www.rsisinternational.org Page 222

the desired skills in order to meet business goals. Despite the of the primary retention strategies (Khan, Rajasekar & Al-
fact that career planning is a shared responsibility, employees Asfour, 2015).
play a significant role in their own advancement.
Retention and career development into perspective
Statement Of The Problem
Career development refers to a change or series of changes
Developing a career development plan is critical for any in an individual's career as well as systematic and sequential
business, including mining sectors, in order to improve the changes in one's professional life that are indicative of
skills profiles of their companies. However, the mining advancement (Mule & Moguche, 2020). However, it should be
industry in Namibia experience a high employee turnover due noted that not all change is developmental or indicates
to the lack of career development, which makes it difficult to progression. These changes are characterized by ascension up
retain employees seeking career advancement opportunities. the proverbial corporate ladder, increased salary, greater
According to Richard (2018) retaining the best employees freedom to pursue interests and thus advance one's career, and
remains one of the most difficult challenges that organisations increased recognition and respect from one's peers. Career
face today, as the most companies have flat organisational development in organisations is a collaborative effort
structures that limit opportunities for advancement in certain involving both employees and employers. Whereas an
disciplines. For instance, low- level positions (non- organisation can assist individuals in their career
professional roles) such as operators in the mining industry development, the employer cannot do so without the
are totally overlooked, which means that opportunities for individual's own investment – and the same is true in reverse
advancement and growth are limited in some job categories. (Nkomo, Thwala & Aigbavboa, 2020). Osborne & Hammoud
The lack of career development can have disadvantages for (2017) defines employee retention as the policies and
ISMAIL ABUKAR OMAR MBA / 2020 / 61198 ISMAIL ABUKAR OMAR MBA / 2020 / 61198
both individual employees and organisations such as low strategies that organisations use to keep valuable employees
morale, lack of career progression, high absenteeism, and high from leaving. Employee retention, according to Grancea
employee turnover. Therefore, this study investigated the (2018), involves actions taken to persuade people to stay in
impact of career ISMAIL
planning
ABUKARand
OMARdevelopment
MBA / 2020 / 61198practices onOMAR MBA
ISMAIL ABUKAR an organisation
/ 2020 / 61198 for an extended period of time.
employee attraction and retention in the mining industry.
The/ 2020
ISMAIL ABUKAR OMAR MBA / 2020 / 61198 ISMAIL ABUKAR OMAR MBA relationship
/ 61198 between training and development and
The Research Questions career development
Considering the current trends in the organisations based on The process of improving employees' performance in terms of
employee retention, this research intends to assess the effect skills, knowledge, attitude, and behavior could be attributed to
of poor or no career planning on employee retention by training and development, which does not only improve
soliciting answers on the following questions: individual and organisational superiority, but also improve
employees' working skills. According to Nkomo, Thwala &
• What effects does career development have on Aigbavboa (2020), training and development is the process
employee retention in the mining industry in Namibia? and method of improving employees' aptitude, skills,
• How significant or essential are career planning and knowledge, ability, and attitude for them to perform their
development practices for employee retention? specific work-related job. Training programmes focus on
• What are the challenges in the implementation of improving specific competencies related to the employee's
career planning and development programmes in the current job; career development encompasses both training
mining industry in Namibia? and development (Owusu et.al. 2021). Combining specific job
II. TRENDS IN THE LITERATURE REVIEW training, employee development, and a more comprehensive
career development plan necessitates a high level of strategic
Organizations in today's business world are forced to operate thinking and planning and such an overarching plan cannot
in an environment of hyper-change and competition. These be expected from the employee. It takes strong leadership
factors compel organizations to pay closer attention to their and a broad perspective to recognize what training and
employees, focusing on keeping them satisfied and engaged. development experiences are required for employees to grow
Furthermore, the scarcity of qualified and talented employees in their positions and fit within the organisational hierarchy
places additional pressure on organizations to work while also supporting the organisational vision. While this
effectively on employee retention. As a result, attracting, may necessitate some investment on the part of the
satisfying, and retaining qualified and talented employees is organisation, understanding and supporting career
becoming increasingly important. In fact, an organization's development has an impact on the organisation's ability to
ability to satisfy and retain qualified employees is critical to attract and retain high-performing employees, which can lead
its future survival, performance, and profitability. Hence, to an organisation-wide competitive advantage. As a result,
career development is crucial in an organisation as it entails training and development is a more logical and organized
providing opportunities for employees to grow personally and method of improving workers' skills, knowledge, and
professionally (Joarder et al, 2015). Career development is attributes for them to better fulfill their job tasks. Although
regarded as one of the human resource practices that aid in training and development has been treated as a single entity
the retention management issue. Many studies cited it as one for the sake of simplicity in this study, certain distinguishing

features are evident when delving deeper into it (Grancea, promotion of employee insight, goal and strategy
2018). development, and the gathering of appropriate feedback as
well as assisting employees in using and developing skills
Important aspects and ways of career planning in the mining
and knowledge that will benefit the organisation and its
industry
employees' growth and self-esteem.
It is very important that employees should know where they want
The essence of implementing a well-established career
to go and achieve professionally when planning their careers,
workplace-based career development initiative in the mining
with specific focus on self-evaluation, career exploration,
industry for employee retention
narrowing down a list of career options,
deciding/choosing the best options, and finally setting a Most organisations rely on career development to retain and
career goal (Grancea, 2018). Once individuals have planned develop their human capital to achieve organisational goals.
their career goals, they need skills, competencies, and values Therefore, implementing career development programmes aid
to execute their career goals using appropriate career organisations in retaining their best employees. This also
development practices. In other words, following career applies to the mining industry in which career
planning, the next step is to put the plans into action development could be applied as an influential approach to
through appropriate career development practices. This people development. The best strategy would be a focus on
development process would be an ongoing process of a number of interventions, such as identifying organisational
preparing, developing, implementing, and monitoring career broad goals that will intervene in career development, such as
plans and strategies, which can be undertaken by the the intervention of employees' willingness to be trained, to
individual alone or in collaboration with the organisation's have skills, to be committed, motivated, and satisfied, and
career system (Hedge & Rineer, 2017). Furthermore, a to have developed their workers (Mule & Moguche, 2020).
fulfilling career can promote feelings of fulfilment, whereas
Implementation of a well-established workplace-based career
poor career choices can have a negative impact on a person's
development initiative in the mining industry is likely to help
sense of well-being. ItABUKAR
ISMAIL is crucial
OMAR MBAto/ 2020
note that
/ 61198 changing
ISMAIL ABUKAR OMAR MBA / 2020 / 61198
employees to become more knowledgeable and would
environments such as changes in business strategies and
ISMAIL ABUKAR OMAR MBA / 2020 / 61198 ISMAIL ABUKAR transform the internal labour market, motivate employees to
direction, organisational downsizing, mergers andOMAR MBA / 2020 / 61198
acquire necessary skills and allow them to deal with change
acquisitions, and technological changes, will necessitate on-
more
ISMAIL ABUKAR OMAR MBA / 2020 / 61198 ISMAIL ABUKAR OMAR MBA effectively.
/ 2020 / 61198 Furthermore, such workplace-based career
going career development, necessitating a revisit of career
development initiative can includes succession planning,
options and the modification of career paths (Richard, 2018).
talent management structure, leadership development program
In a nutshell, an effective career development can help
me, career management development structure, and self-
individuals make informed decisions that are in line with their
evaluation aspect (Lartey, 2021). As a result, self-evaluation
talents, aspirations, and values, as well as improve
development will improve employee performance in the
organisational effectiveness.
mining industry and improve skills in the workplace, which
Various research findings revealed that the career will increase employee retention. Moreover, if the mining
development initiative is a link between organisations and sector develops a successful career development planning
individuals in which organisations try to match individual structure for career opportunities, employees will always
interests and capabilities with organisational opportunities want to advance their growth within the organisation through
through a planned programme that includes activities such as job rotation.
career systems, career counselling, job rotation, and other
According to Mule & Moguche (2020). training is a critical
career management tools and resources (Mule & Moguche,
component of employee development as the employees are
2020). Moreover, Richard (2018) contends that career
more motivated to share their knowledge during training
development practices must assist individuals in developing
when their organisation supports training. Hence, training is
the knowledge, skills, and behaviours necessary for success.
also very important and must become compulsory in the
When an individual achieves the career goals set, the
mining industry in Namibia, where technological changes
integration of both individual career planning and institutional
occur at a rapid pace, for the mining sector to remain
career development processes results in career development.
competitive in the global market. The researchers believe that it
According to Lartey (2021), career development represents
is only through training and education that employees will
the organisational perspective in the career development
develop a n d explore their capabilities a n d skills, ways of
process. This feature is demonstrated when organisations
thinking, and improve their attitudes as required and create an
strive to match individual interests and capabilities with
enabling working environment.
organisational opportunities through a planned programme
that includes activities such as the design of effective Succession planning as part of career planning and
internal career systems, employee counselling, job rotation advancement in the mining industry
opportunities, and a blend of positional experiences with on
Succession planning is very important for the encouragement of
and off the job training assignments.
individual advancement and to ensure continuity of key positions
An effective career development practice will aid in the

in leadership and to retain and develop intellectual and both employees and the organisation. Most employers are
knowledge capital for the future (Mule & Moguche, 2020). focused on hiring the right people to help them achieve
Lartey (2018) affirmed that providing opportunities for their business goals; however, they may lack an effective
advancement can greatly aid in succession planning. Hence, career development or retention strategies to sustain the
managing competent individuals in the organisation is an employees. The majority of people are unaware of the true
important aspect of succession planning. On a different costs of high attrition rates or the factors that contribute to
continuum, succession planning enables an organisation to them. While the financial cost of a new hire and the loss
plan for future needs to replace employees due to of productivity can be calculated, the long-term impact on
retirement and employee departure. Succession planning team morale, employee engagement, and knowledge loss
cannot be ignored in the mining sector as it involves the from the organisation is difficult to quantify.
development of talent, and thus its processes have an impact
Some organisations in the mining industry have unclear
on the organisation, both financially and operationally (Khan,
policies, which can affect career advancement, especially if
Rajasekar & Al-Asfour, 2015).
there are instances of nepotism, ethnicity, corruption, and so
Succession planning in the mining sectors would enable the on. Managers also create situations that prevent some
establishment of standards for the qualifications and employees from advancing in their careers. Some
competencies required of future leaders, and would also organisations, on the other hand, may need to be
provides senior management with a structured method for conceptualized in the context of national politics. Without a
reviewing and guiding potential leadership talent within the doubt, organizational politics can lead to a variety of issues
company (Arham, 2021). The employees benefit greatly by such as victimization, disregard for ethics, talent, and
increasing their understanding of MBA
ISMAIL ABUKAR OMAR the/ 2020
various
/ 61198career pathsOMAR MBA
ISMAIL ABUKAR manipulation
/ 2020 / 61198 by supervisors. According to Lartey (2018),
available and the training required to advance along those structures that managers can manipulate in order to reward
paths. As a result,ISMAIL
theABUKAR
workforce's
OMAR MBA retention,
/ 2020 / 61198 morale, andOMAR MBA
ISMAIL ABUKAR and/ 2020
recognize
/ 61198 "favourite" employees to demoralise the rest of
commitment improve (Atwood, 2020). It is evident that the staff.
developing talent toISMAIL
meetABUKAR OMAR MBA / 2020 / 61198 ISMAIL ABUKAR OMAR MBA / 2020 / 61198
current and future workforce needs
Workers, particularly the millennials, have different
necessitates intentional development of leadership knowledge,
ISMAIL ABUKAR OMAR MBA / 2020 / 61198 ISMAIL ABUKAR OMAR MBA / 2020 / 61198than those from previous generations and it is
perspectives
skills, and abilities in order to add stability.
unlikely for them to remain with the same company or
The most contemporary challenges of career planning in the industry for their whole careers (Solnet, Kralj &
mining industry Kandampully, 2012). With globalization issues, competition
is becoming stronger and stronger in most organisations.
In the mining industry, organisations face difficulties in
Dynamic markets and competition have emerged as a result
retaining high-performing employees in today's global and
of globalization and with that it is not difficult to picture that
competitive business environment. In order to remain
organisations are expected to concentrate and should be
competitive, organisations have to incorporate career planning
concentrating on long-term plans and a bigger focus on
into their strategic plans in order to improve employee growth
attracting, developing and retaining its employees.
and workforce stability (Richard, 2018). Hedge and Rineer
Companies around the world are really apprehensive about
(2017) made a significant contribution to this point by stating
the staff attrition which costs significantly to almost all of the
that careers are patterns of work experiences that evolve over
organisations today (Richard, 2018). Attrition signifies the
time; people typically advance through each successive
shifting of the workplace in and out of an enterprise, which is
career stop along this evolutionary path. It means that
the basis of and outcome of instability of employment,
employees must see long-term plans for future
separately from being a measure of effectiveness of workers
opportunities because careers do not remain static.
(Hedge & Rineer, 2017). According to Joarder et al. (2015),
The nature of careers is changing, with job and career some of the factors influencing employee retention include
hopping becoming the new normal and the half-life of skills career opportunities, organisational culture, work context,
estimated to be around 5 years (Osborne & Hammoud, 2017). work-life balance, compensation, and leadership styles.
This will have an effect on lower-skilled workers who need
There is a very little that a company can do to improve
to be retrained. A key challenge in the mining sector will
employee retention unless it understands why its employees
be assisting operators and Artisan employees to become
leave. Career opportunities are one of the value propositions
"protean" workers, where they shift to self-directed careers
that can be offered to improve employee retention.
and embrace up skilling, and where companies may be
challenged to find a balance between managing their Ethical Considerations
resources internally and closing skills shortages through
Participants were ensured complete voluntary participation in
outsourcing. As a result, a major issue confronting many
the study. No one was coerced to participate in the study
organisations, is the lack of career development (Mwanje,
unless informed consent had been obtained in advance. Over
2010).
and above voluntary participation, participants were informed
Career development has negative impact to the wellbeing of of their right to discontinue/exit the study at any point

without fear if they wished to do so. Ethical consideration a rating scale that assists the researcher to measure the
such as trustworthiness, openness, fairness, and the disclosure attitudes or opinions of the participants thus affording the
of methods were maintained. Confidentiality was upheld by researcher to enhance the understanding of the participants.
protecting data collected from any unauthorised access. The Instead of a simple yes/no answer; the researchers gave
researchers briefly explained the study to participants prior to participants a wider range of answers. In addition, a
getting the consent from the participants to participate in the questionnaire was used because this tool is user friendly,
study. quicker, and flexible.
III. RESEARCH METHODOLOGY Data collection procedure
Research design and approaches Data collection was done in accordance with the research
ethics and information storage policies, which means the
This study is quantitative in nature, which is an approach of
original information was collected, safeguarded, obtained,
measurements and numbers. Quantitative research
utilized or disposed of during the research term and was used
emphasizes on the gathering of numerical data and
for final reports and to make research findings valid and
generalizing it across the whole population in order to
reliable. The raw data was analysed according to the
explicate a certain phenomenon (Mark, Lewisa & Thornhill,
framework analysis which sifts, charts and sorts data
2019). Quantitative research is used to quantify the problem
according to key issues. For this study, sixty-one (61) semi-
by way of generating numerical data or data that can be
structured questionnaires were conducted with the employees
transformed into usable statistics. It is used to quantify
from various departments at Rossing Uranium Mine Limited
attitudes, opinions, behaviours, and other defined variables as
in Namibia. The participants included operators, artisans,
well as generalizing results
ISMAIL from
ABUKAR OMARaMBA
larger
/ 2020sample population.
/ 61198 ISMAIL ABUKAR OMAR MBA / 2020 / 61198
first line managers, superintendents and middle managers
Quantitative research utilizes measurable data to formulate
across the departments to get a representative sample. The use
facts and discoverISMAIL ABUKAR in
patterns OMAR MBA / 2020 /Quantitative
research. 61198 ISMAIL ABUKAR
dataOMAR MBA / 2020 / 61198
of open-ended questionnaire was likely to get a more
collection methods are much more structured than qualitative
considered
ISMAIL ABUKAR OMAR MBA / 2020 / 61198 ISMAIL ABUKAR OMAR MBA response than closed questions and, therefore,
/ 2020 / 61198
data collection methods. Likert scale questionnaire and
provided better access to perceptions, interpretation of events,
document analysis ISMAIL
wereABUKAR
applied, which
OMAR rely/ 61198
MBA / 2020 on aISMAIL
subjective
ABUKAR OMAR MBA / 2020 / 61198 experiences, and opinions.
understanding,
relationship between the researcher and subjects (Mackenzie
& Knipe, 2006). ThisISMAILstudy
ABUKARdealt with/ 2020
OMAR MBA the/ 61198
impact of ABUKAR
ISMAIL careerOMAR MBA
Validity
/ 2020 /and Reliability
61198
planning and development programmes on employee
According to Struwig and Stead (2013), validity refers to
retention in the mining indistry in Namibia with specific
the extent to which a research design is scientifically sound
reference to the mining operations, processing operations,
or appropriately conducted. Validity can be enhanced by
organisation services, and processing asset management,
means of triangulation; which implies that there must be
mining asset management, engineering and projects,
various data sources or various research methods. Hence the
management finance and administration departments. Online
researchers used different approaches of data collection, that
questionnaires were administered and sent to nighty-five
is, from primary sources through questionnaire (different
(95) employees of Rossing Uranium Mine Limited in
functional categories of employees), and analysis of
Namibia, but only sixty one (61) participants completed
documents for secondary data. The use of these methods
and returned the questionnaires. Mugenda and Mugenda
assisted the researchers to triangulate data which improved
(2013) justify 10% of the target population to represent an
the validity of the collected data. To this end, the researchers
adequate sample for the study.
ensured that data collected was corroborated by two different
Out of 95 targeted sample populations, 61 employees sources, questionnaire and secondary data (documentary
responded to the questionnaire representing 64% response evidence) which provided validity to the research in terms of
rate. The internal consistency of the measurement scales triangulation. In order to ensure reliability, credibility was
was a determined using Cronbach's alpha (α) for all career assessed by noting whether the written records and
development practices and the employee retention variables questionnaire led to similar conclusions drawn. The data
(Table 4.1). All variables were found to be within the collected was tested for reliability using Chronbach alpha
acceptable range of > 0.700 (Albdour & Altaraweh, 2014), coefficient and all variables were found to be within the
with the training and mentoring variable scoring the highest acceptable limits as proposed by Struwig and Stead (2013).
Cronbach's alpha (= 0.92, N =10). Employee retention However, the results depicted variation in responses to
variable had the lowest reliability scores (α = 0.747, N = 5). variable statements when descriptive statistics were used to
analyse the data. The findings from this study were also
An open-ended structured questionnaire that allowed
compared to findings from previous authors where variations
respondents to express themselves and a Likert Scale where
were also observed in findings of previous authors.
respondents indicate their level of agreement with a statement,
typically in five points ranging from strongly Agree to Data analysis
Strongly Disagree was used to get a holistic view of
Data analysis usually involves two key steps, namely, (a)
people‘s opinions and gather reliable data. The Likert Scale is

reducing the collected data to manageable proportions and (b) I‘m pleased with the career
identifying patterns and themes in the data. The first step in advancement opportunity 61 1 5 2.95 1.21
6
available
the analysis of data is a critical examination of the collected I believe that the most capable
data. Hence, data analysis followed general procedures for employees are promoted within 61 1 5 3.16 1.28
7
quantitative research including preparing and organising data, the organisation
reducing data into themes through a process of coding, and The company maintains its
61 1 5 3.34 1.23
8 policy of internal promotion
representing data into Figures, Tables and discussions. In this
I‘m satisfied that I have an
study, analysis was based on data collected through web opportunity to apply my talents 61 1 5 3.90 0.99
9
questionnaires. The researchers used Statistical Package for and expertise
Social Sciences (SPSS) software to analyse the data and to I‘m satisfied with my
provide descriptive (mean and standard deviation) and opportunity for professional 61 1 5 3.29 1.08
10
growth RUL offers
graphical analyses with the use of tables and calculation of
statistics for central tendency, variability, and distribution. The descriptive statistics results for the effect of training
Results were presented graphically, including tables, and pie and mentoring on the employee retention at RUL mine is
charts. Since there were qualitative aspects in the open-ended presented in Table 2. The results indicated that employees
questionnaire, the researcher also used thematic analysis to scored highest the statement that said; I have the authority to
analyse the data collected, which is a form of pattern perform well in my job (mean = 4.36, standard deviation =
recognition in data, with emerging themes becoming the 0.79). Furthermore, the statement; I have all of the
categories for analysis. Coding of open-ended questions and necessary equipment, tools, and resources to do my job well
categories creation was performed, depending on the data‘s was scored the second highest (mean = 3.91, standard
characteristics, toISMAIL ABUKAR OMAR MBA / 2020 / 61198 ISMAIL ABUKAR OMAR MBA / 2020 / 61198
discover themes appropriate to a deviation = 1.02). In addition, the lowest scored statement on
phenomenon. Correlation analysis was used for the effect of effect of training and mentoring on employee‘s retention was;
employee retention on career planning and opportunities, RUL mine offers relevant training to all employees to prepa
training and mentoring, career
ISMAIL ABUKAR path
OMAR MBA / 2020development, andOMAR MBA
/ 61198 ISMAIL ABUKAR re / them for upward mobility (mean = 2.18, standard
2020 / 61198
supervisory support. deviation = 1.21). The second lowest scored statement was;
ISMAIL ABUKAR OMAR MBA / 2020 / 61198 ISMAIL ABUKAR OMAR MBA
my / most
2020 / 61198
recent coaching/mentoring programme assisted me
IV. RESEARCH RESULTS AND FINDINGS
in improving my performance (mean = 2.76, standard
The descriptive statistics results for the effect of career deviation = 1.33).
planning and opportunities on the employee retention is Table 2: Descriptive statistics results for employee scores on training and
presented in Table 1. The results indicates that employees mentoring
at Rossing Uranium Limited (RUL) mine scored highest on
Max Std.
the statement that said; I have control of my career and I S/N
Statement N Min Mean
Deviation
have set my goals (mean = 4.03, standard deviation = 0.98). RUL mine has a well-designed
61 1 5 2.85 1.32
The second highest scored statement was; I‘m satisfied that I 1 training policy
have an opportunity to apply my talents and expertise (mean
RUL mine has allocated enough 61 1 5 2.86 1.27
= 3.90, standard deviation = 0.99). Furthermore, employees 2
money and time for training
at RUL mine scored lowest on the statement; management RUL offers training programmes
assists to match my personal goals and opportunities that are relevant to my career 60 1 5 2.85 1.24
3
(mean = 2.78, standard deviation = 1.18) followed by the growth
statement; I‘m pleased with the career advancement I understand that the training
programmes can speed up my
opportunity available (mean = 2.95, standard deviation = 4 career progress in the direction I
61 1 5 3.50 1.25
1.21). desire
I have the authority to
Table 1: The scores on career planning and opportunities 61 2 5 4.36 0.79
5 perform well in my job.
Std. I have all of the necessary
Statement N Min Max Mean equipment, tools, and resources 61 1 5 3.91 1.02
S/N Deviation 6
I have control of my career to do my job well
61 2 5 4.03 0.98 I am satisfied with the
1 and I have set my goals
investment RUL makes in 59 1 5 3.06 1.20
3.4 7
I have an individual 61 1 5 1,1 Training and Development
2 0 I am satisfied with the job-
development plan in place 61 1 5 2.85 1.27
RUL enables me to manage my 8 related training RUL mine offers
61 1 5 2.96 1.16 I have the opportunity to
3 career effectively
Management assists to receive training to improve my 61 1 5 3.31 1.21
9
match my personal goals and 61 1 5 2.78 1.18 skills
4 The training and development
opportunities
I am aware of the provided are applicable to my 60 1 5 3.28 1.22
10
opportunities for advancement 61 1 5 3.39 1.20 profession
5 RUL mine offers relevant
in my career 60 1 5 2.18 1.21
11 training to all employees to

prepare them for upward deviation = 1.04). The second highest scored statement was;
mobility my boss genuinely cares about my well-being (mean = 3.60,
Employee coaching and
mentoring is an important part of standard deviation = 1.17). In addition, the lowest scored
61 1 5 3.27 1.37 statement on the effect of supervisory support on employee
12 the company's human resource
policy retention was; my manager gives me constructive feedback
My most recent coaching and on a regular basis (mean = 3.11, standard deviation = 1.26)
mentoring programme assisted
13 me in improving my
60 1 5 2.76 1.33 followed by; my manager works with me to remove
performance roadblocks so that I can do my job well (mean = 3.30,
Coaching and mentoring are standard deviation = 1.23).
used in the company to help 61 1 5 3.16 1.36
14 Table 4: Descriptive statistics results of employee scores on supervisory
employees grow and develop
support
I have been well mentored
and am ready to take on more 60 1 5 2.98 1.40
15
responsibilities. Statement Min Max Std.
Coaching and mentoring in the S/N N Mean
Deviation
company help employees take My manager gives me
61 1 5 3.55 1.32
16 ownership and responsibility constructive feedback on a
for their careers 1 60 1 5 3.11 1.26
regular basis
My manager works with me to
Table 3 shows the descriptive statistics results for the effect remove roadblocks so that I can
of career path development on employee retention at RUL. 2 60 1 5 3.3 1.23
do my job well
Employees scored highest on the statement; Job rotation My boss genuinely cares about
allows me to learnISMAIL ABUKARnew
through OMARexperiences
MBA / 2020 / 61198 ISMAIL=
(mean 3.55,OMAR MBA3/ 2020 / 61198my well-being
ABUKAR 61 1 5 3.60 1.17
standard deviation = 1.45). Furthermore, the statement; I will My boss establisheshigh but
ISMAIL ABUKAR OMAR MBA / 2020 / 61198 ISMAIL ABUKAR OMAR MBA4/ 2020 / 61198
attainable goals 61 1 5 3.80 1.04
be considered for advancement if I meet the promotion
criteria, received the highest
ISMAIL scores
ABUKAR OMAR MBA(mean = 3.27,
/ 2020 / 61198 standard
ISMAIL Descriptive
ABUKAR OMAR MBA statistics results for responses on the dependent
/ 2020 / 61198
deviation = 1.34). In addition, the lowest scored statement on variable; the employee retention is presented in Table 5. The
the effect of careerISMAILpathABUKAR
development
OMAR MBA /on employee
2020 retention
/ 61198 ISMAIL results
ABUKAR OMAR MBA / 2020indicated
/ 61198 that employees at RUL scored highest the
was; the company has a clear job rotation policy (mean = statement that said; people are leaving the organisation due to
1.98, standard deviationISMAIL ABUKAR OMAR followed
= 1.13) MBA / 2020 / 61198
by; weISMAIL
allABUKAR
haveOMAR MBA
lack/ 2020
of /overall
61198 career development (mean = 3.14, standard
equal opportunity for job rotation (mean = 2.14, standard deviation = 1.40). The second highest scored statement was;
deviation = 1.20). my reason for leaving would be a lack of career
Table 3: Descriptive statistics results for employees’ scores on career path
development. (mean = 2.98, standard deviation = 1.47).
development Furthermore, employees at RUL mine scored lowest the
statement that said; my supervisor would be the reason for
Min Max Std.
S/N
Statement N
. .
Mean
Deviation my departure (mean = 2.78, standard deviation = 1.18)
The company has a clear job followed by the statement that said; my reason for leaving
59 1 5 1.98 1.13
1 rotation policy would be a lack of training and mentoring (mean = 2.50,
We all have equal opportunity standard deviation = 1.29).
2 for job rotation 61 1 5 2.14 1.20
Job rotation provides me with a Table 5: Descriptive statistics results on career development practices and
3 chance for advancement 61 1 5 3.25 1.40 employee retention
Job rotation allows me to learn
4 through new experiences 58 1 5 3.55 1.45
S/ N Statement Min Max Std.
The company has a policy that N Mean
Deviation
governs all employees' career
5 60 1 5 2.73 1.10
advancement I'm looking for a new job right now 60
1 1 5 2.58 1.47
I have access to the skills
6 My reason for leaving would be
required for advancement 61 1 5 2.95 1.11
2 a lack of career development 60 1 5 2.98 1.47
I am aware of the company's
7 My supervisor would be the
promotion criteria 61 1 5 2.91 1.39
3 reason for my departure 60 1 5 1.85 1.14
I will be considered for
My reason for leaving would be
8 advancement if I meet the
61 1 5 3.27 1.34 4 a lack of training and mentoring 61 1 5 2.50 1.29
promotion criteria.
People are leaving the
9 Career path is clearly defined organisation due to lack of overall
61 1 5 2.65 1.18 5 61 1 5 3.14 1.40
career development
1 RUL is dedicated to my
0 professional development 61 1 5 2.75 1.241 Table 6 shows the results of descriptive statistics and
Table 4 shows the descriptive statistics results for the effect correlation analysis for the effect of employee retention on
of supervisory support on employee retention at RUL. career planning and opportunities, training and mentoring,
Employees scored highest on the statement; my boss career path development, and supervisory support.
establishes high but attainable goals (mean = 3.80, standard

Table 6: Results for correlation relationship between career development 0.025) indicated a significant negative correlation. The effect
practices and employee retention
of training and mentoring was also found to have a
Career development practice Correlation test Employee’ retention significant negative relationship with employee retention (r =
* -0.287, p = 0.001). However, the effect of career path
Pearson Correlation -.287 development was found to have an insignificant negative
Sig. (2-tailed) .025 correlation with employees retention (r = 0.233, p = 0.070). In
Career planning and addition, the effect of supervisory support was also found to
N 61
opportunities
have an insignificant negative correlation with employees
Mean 3.32
retention (r = 0.224, p = 0.088).
Std. Dev. 0.78
** The employees at the RUL mine were asked to list challenges
Pearson Correlation -.416 faced by the organisation in implementing career
Sig. (2-tailed) .001 development practices. The responses were analyzed using a
Training and mentoring N 61 thematic data analysis approach where responses were coded
based on their similarity. Therefore, similar responses were
Mean 3.17
given same coded response and their frequency was
Std. Dev. 0.85 determined (Table 7). The results indicated that lack of
Pearson Correlation -.233 implementation of full-time study leave in certain roles was
Sig. (2-tailed) .070
the leading challenges with a frequency of seven occurrences.
The second most leading challenge was identified to deal with
Career path development N 61 employee underpaid in certain roles, for example, (Condition
Mean 2.81 Monitoring Technicians) and lack of artisan support in terms
Std. Dev. 0.88 of training
ISMAIL ABUKAR OMAR MBA / 2020 / 61198 ISMAIL ABUKAR OMAR MBA and career development. Individual development
/ 2020 / 61198
plan was found to be the least challenge in terms of frequency
ISMAIL ABUKAR OMAR
Pearson MBA / 2020 / 61198 ISMAIL
Correlation -.224ABUKAR OMAR MBA / 2020 / 61198
Supervisory support responses.
Sig. (2-tailed) .083
ISMAIL ABUKAR OMAR MBA / 2020 / 61198 ISMAIL ABUKAR OMAR MBA / 2020
Table 7: /Illustrates
61198 challenges faced at RUL mine in the implementation of
N 61 career development practices at RUL mine
Mean 3.46 Coded responses frequency
Std. Dev. 1.01 Lack of artisan support in terms of training and development
6
Pearson Correlation 1 Stagnation or lack of growth opportunity in certain roles
5
Sig. (2-tailed)
Lack of implementation of full-time study leave in certain roles
Employees Retention N 61 7
Underpaid in certain roles, for example, (Condition
Mean 2.62 Monitoring
6
Technicians)
Std. Dev. 0.99
Lack of career path for internal candidates to fill promotional
**. Correlation is significant at the 0.01 level (2-tailed) roles 4
*. Correlation is significant at the 0.05 level (2-tailed) Ineffective individual development plan
2
The level of response was determined using a 5-point Likert Lack of exposure in the field of studies
5
scale (1=strongly disagree to 5=strongly agree) based on the Lack of recognition of prior learning
Albdour and Altaraweh cut off points (2014). As a result, the 4
mean scores of all variables were further classified into three Lack of clearly defined guidance on career progression
5
equal mean range categories: low (mean = 1 – 1.67), moderate
(mean = 1.68 – 3.34) and high (mean = 3.35 - 5.00). The V. DISCUSSION OF FINDINGS
results showed that career planning and opportunities had a
The data collected revealed that the vast majority of
moderate effect on employee retention at the Rössing
respondents have control over their careers and have set clear
Uranium Limited mine (mean = 3.32, standard deviation =
goals for their career development. However, the company's
0.78). Training and mentoring had a moderate effect (mean =
career management plans do not align with employees'
3.17, standard deviation = 0.85). The impact of career path
personal career goals. In this context, Silva et al., (2019) that
development was also moderate (mean = 2.81, standard
organisations find challenges in aligning their goals to the
deviation = 0.88). Furthermore, the impact of supervisory
growing demand of a balanced organisational climate due to
support was found to be high (mean = 3.46, standard deviation
employees‘ personal career fulfilment. The findings also
= 1.01). In terms of the correlation results between the effect
revealed that career planning and opportunities had a
of employees retention with career planning and
moderate effect on employee retention. This effect was found
opportunities, the correlation coefficient (r = -0.287, p =
to have a significant negative correlation. This finding

indicated a high likelihood of career planning and These findings indicated that while employees acknowledge
opportunities to influence employee retention. As a result, this that there are opportunities for job rotation and advancement
finding implies that RUL's career planning and opportunities at RUL mine, the employees felt that there are no clear job
practice could have a significant impact on employee policies and equal opportunities in place for all employees.
retention. It is evident from the findings that the relationship The implication of this finding is that employees'
between career planning and employees retention is important motivation to perform and meet their personal career goals
because most of the employees leave their jobs when they will be minimal because the employees need to be motivated
realize that there are no organisational career planning in order to perform optimally. Furthermore, according to
strategies in place to improve their career opportunities. Tej et social theory based on the principle of reciprocity, people
al., (2021) underpin this view and cited that organisations respond to situations in the same way that they were treated.
must make a significant effort to retain talent and secure their As a result, employee dissatisfaction with organisational
commitment due to the scarcity of talents and the policies on job rotation and their implementation might result
comparatively high number of options for these bright in poor employee retention at the company. The career path
individuals to find work. development has a moderate effect on staff retention at RUL
mine, according to the mean scores for the effect of training
The findings indicate that although the RUL mine employees
and mentoring on employee retention. This effect was found
had adequate resources to perform well in their respective
to have an insignificant negative correlation with employee
roles, they did not receive adequate and relevant training to
retention. The present findings revealed that RUL mine’s
perform above their expected level of performance. It implies
career path development practices were unlikely to have a
that RUL mine workers do not acquire additional skills that
significant impact on employee retention.
would qualify themISMAIL
for higher-level positions
ABUKAR OMAR MBA or advancement
/ 2020 / 61198 ISMAIL ABUKAR OMAR MBA / 2020 / 61198
in their desired career paths. The implication of this finding is The findings indicated that, employees at the RUL mine were
that employees' career advancement
ISMAIL will/ 2020
ABUKAR OMAR MBA stagnate, resulting
/ 61198 ISMAIL inOMAR MBA
ABUKAR not /satisfied with the level of supervisory support even though
2020 / 61198
dissatisfied employees and negative impact on their they were happy with their relationship with their supervisors.
performance and retention. Despite the fact that employees The implication of this finding is that employees'
make the decision ISMAIL
to stay with their current employer based performance and commitment to their work will be minimal
ABUKAR OMAR MBA / 2020 / 61198 ISMAIL ABUKAR OMAR MBA / 2020 / 61198
on the benefits they receive from the employer (Nkomo, due to lack of motivation. This evidence can have a negative
2020), it should beISMAIL
noted thatOMAR
ABUKAR dissatisfied
MBA / 2020 employees do notOMAR MBA
/ 61198 ISMAIL ABUKAR impact
/ 2020on the employee retention as employees will seek
/ 61198
always result in low employee retention because some to leave for better working environment. The correlation
employees choose to stay due to a lack of opportunities between employee retention and supervisory support was
outside of their workplace (Jaradat, 2020). found to be insignificant in the present study implying that
present supervisory support practice at RUL mine was
Based on the mean scores on the effect of training and
unlikely to have a significant impact on employee retention.
mentoring on employee retention at RUL mine, it is evident
One of the primary reasons that talented, high-performing
that training and mentorship of employees had a moderate
employees leave their employers is that their career growth
effect on employee retention. Similar to career planning
and development needs are not met. A career planning policy
and opportunities, this effect was also found to have a
demonstrates that the employer is committed to long-term
significant negative correlation with employee retention. This
employee investment.
finding also indicated that there was a high likelihood of
training and mentoring to influence employee retention at Furthermore, the findings of this study revealed that a
RUL mine. As a result, this finding implies that training career development policy will assist the mining sector to
and mentoring practice at RUL mine can have a significant have a structured approach to career progression within the
impact on employee retention. The present findings are organization especially for professional employees. Career
consistent with t h e notion of Kiguru, (2018) who observed paths and career ladders are two traditional ways for
significance effect of mentorship on employee retention in employees to grow and advance within an organization.
elevator installation firms in Kenya due to the enhanced Career ladders are the progression of jobs in an
knowledge and skills acquired by the employees. organization's specific occupational fields that are ranked
from highest to lowest in terms of responsibility and pay.
Furthermore, Mule (2020) has also observed significant
Career paths include traditional vertical career ladders, dual
relationship between employees training and employee
career ladders, horizontal career lattices, career progression
retention. It is evident from the findings that a well-
outside the organization, and encore careers, among other
designed training programme in the mining sector would
forms of career progression (Kiguru 2018). Job rotation is a
result in improved employee retention due to the significant
lateral move to create cross-functional experience in the
correlation relation between the two variables. This view is
company from one job to another in order to achieve various
also supported by Tanoli (2016), who noted that in-service
human resource objectives such as orienting new employees,
training and mentoring encourage employees to commit to
training employees, enhancing career development, and
their work and they continue to apply the same practices to
preventing job boredom or burnout.
their subordinates.

From the findings of the study and through content VII. CONCLUSION AND RECOMMENDATIONS
analysis, it was observed that RUL mine does not have a
On determining the effect of career development practices
committee that oversees the career development programme
and their significance for the employee retention in the
at the organization. Therefore, a proposed career
mining sector in Namibia, the effect of career planning was
development committee is needed to run the career
found to be moderate and significantly negatively correlated
development strategies at the organization. According to
to employee retention. The effect of training and mentoring
Shaito, (2019), employees and organizations share
was also found to be moderate and significantly negatively
responsibility for career development. Hence, organizational
correlated to employee retention. The effect of career path
career development can be addressed through two distinctive
development was also found to be moderate but
approaches, namely: individual and organizational
insignificantly negatively correlated to employee retention
approaches. The career development committee should
and, finally, the effect of supervisory support was found to
therefore consist of both human resource employees and
be high but insignificantly and negatively correlated to
representation of employees from all other departments. This
employee retention. It was also observed that there are
is a crucial approach since individuals have their personal
major challenges of lack of implementation of full-time study
career goals that need to be aligned to the organisational
leave in certain roles; employees underpaid in certain roles
goals. The committee should report directly to the
such as Condition Monitoring Technicians; and the lack of
management for all activities to be approved.
artisan support in terms of training and career development
Career planning and development are the key components in practices to improve employee retention. In a nutshell, career
human resource management practices, particularly in planning and opportunities, as well as training and
employee retention.ISMAIL
Hence, employees
ABUKAR want
OMAR MBA / 2020 opportunities
/ 61198 toOMAR MBA
ISMAIL ABUKAR mentorship,
/ 2020 / 61198 have a considerable significant impact on
advance in their careers in order to stay engaged in their jobs; employee retention in the mining industry.
thus, career development programmes
ISMAIL ABUKAR OMAR willISMAIL
MBA / 2020 / 61198 motivate
ABUKAR OMAR MBA / 2020 / 61198
Based on the findings and literature review, t h e
employees who want to grow their skills within the company
recommendations
ISMAIL ABUKAR OMAR MBA / 2020 / 61198 ISMAIL ABUKAR OMAR MBA / 2020 / 61198 were made to improve the present career
and consequently allowing the organisation to improve
development practices in the mining industry in Namibia with
performance. It isISMAIL
important to note that the process of
ABUKAR OMAR MBA / 2020 / 61198 ISMAIL ABUKAR OMAR MBA
the / 2020 / 61198of improving employee retention. Hence, the
purpose
investing in human resources is not the same as the process
following recommendations are made.
of investing in equipment. Following
ISMAIL ABUKAR OMAR that,
MBA / 2020 theISMAIL
/ 61198 employer
ABUKAR OMAR MBA / 2020 / 61198
should conduct a needs assessment to identify employees' • The organizational career development can be
most recent training and development needs in order to addressed through two distinctive approaches, namely:
maximize training and development effectiveness. Using individual and organizational approaches as suggested
this proce ss, the organisation will categorically identify by Lartey (2018). This is important to make sure that
various employees with varying needs. Not that some needs career development goals for employees and the
must be changed slowly while others must be changed organization are aligned; making it easier for
quickly. employees and the management to work together for
VI. SUMMARY better and effective career development programme
within the mining industry. It is firmly believed that
Career exploration involves conducting research on career employees will try to repay the organisation through
development identify opportunities and providing informed performance and dedication based on how satisfied
recommendation on latest strategies and models. When they are with the organisation's commitment to
conducted internally, they create awareness amongst them. As a result, when employe es are satisfied
employees who then set their own career goals. It is also with the organisation's commitment to them, they are
important to formulate clear policies that will guide career more likely to stay with the organisation.
planning. It has been established in this study that RUL does • Career planning practices must be enhanced in order
not have clear policies on career development; therefore it is to improve employee retention in the mining industry.
proposed that the organization formulate polices. When This will ensure that career planning is implemented
policies are in place, career planning can then take place. It and practiced as a conscious process of discovery in
was also established that RUL mine did not have i n place which an individual gradually develops his/her own
any succession plans and clear training programmes. occupational concept as a result of his/her own
Therefore, the key activities for career planning include skills or abilities, needs, motivation, and aspirations.
setting clear and attainable goals, budgeting, and mentorship • Employee coaching, mentorship and training
of employees, development of succession plan and training programmes must be improved in order to increase
programmes as well as setting indicators for achieving career work satisfaction amongst employees, which will
plan goals. The developed career plans and budget need to be create a sense of belonging to employees and in return
approved by the committee and managers before they are they will perform better and retain their jobs longer.
executed. Coaching will facilitates learning and development
and, as a result, improves performance. This strategy

must also include clarifying expectations, identifying well as setting indicators for achieving career plan goals.
problems, and providing feedback. Coaching and
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International Journal of Research and Innovation in Social Science (IJRISS) |Volume VI, Issue VI, June 2022|ISSN 2454-6186

The Influence of Career Development Practices on

I n any organisation, career support practices represent both a

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[21] Solnet, D., Kralj, A., & Kandampully, J. (2012). Generation Y

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