Establishing the job demands and resources of support staff of a mining organization during the COVID-19 pandemic
Nelesh Dhanpat · Kayleigh Fransman ORCID ↗ · Tebogo Mabotsa · Lovers Ngobeni ORCID ↗ · Tabitha Dorcas Sithole
International Journal of Business Ecosystem & Strategy · 2024 · Vol. 6 / Issue 5 · 78-95
Publication metrics
External links open provider records or DOI searches. Provider counts are not combined. Mendeley readership measures saves, not citations.
Dimensions
Live provider badge. If unavailable, use the Dimensions link above.
Observed 21 Oct 2026, 00:14 UTC
Observed 21 Oct 2026 00:14 UTC
OpenAlex and Mendeley observations refresh on article visits, at most once per 24 hours. Unavailable data is not zero. Google Scholar opens a DOI search.
Citations received by this article, grouped by the year of the citing work. Crossref and OpenAlex lifetime totals remain separate in Publication metrics.
2017–2026 Annual history last updated:
Citations received
OpenAlex · year of the citing work
Hover over a year or focus the chart and use arrow keys to inspect values.
2017–2026 annual-history window. 2026 is year to date. Unknown years have gaps.
View data & coverage
2026 is incomplete. Within a successfully fetched ten-year window, omitted years mean zero. Years beyond a saved observation’s window remain unknown (—). Older citations are excluded, so this chart’s sum may differ from the OpenAlex lifetime total. The date above belongs to this annual history; an unsuccessful refresh keeps the previous observation.
Abstract
This research analyses the employment demands and resources encountered by support personnel at a mining company in Gauteng during the latter phases of the COVID-19 pandemic. The study included 12 support staff, chosen via convenience sampling (median age = 44), who engaged in semi-structured interviews (3 women, 9 men; 3 White, 9 African). The researchers utilised an inductive technique and applied Braun and Clarke's thematic analysis to discover four themes: job pressures encountered, organisational job resources, organisational assistance, and perceived support. The findings indicate that elevated job resources may enhance work efficiency and effectiveness in individuals managing job demands. The study also revealed that perceived organisational support affects job pressure and emotional fatigue in employees. The findings underscore the imperative for employees to proactively pursue job resources and assistance to manage job demands, emphasising the significance of deliberate resource allocation in high-stress industries to bolster resilience and equip both employees and organisations for future crises. The paper fills a gap in the literature by providing a comprehensive narrative analysis of employment demands and resources during the COVID-19 pandemic. Qualitative interviews with support personnel enhance our understanding, supplementing prior quantitative studies that have predominated the research field. Future research should examine the long-term impacts of the COVID-19 pandemic on employee well-being in relation to job demands and resources, and evaluate the function of diverse job resources in aiding employees to navigate post-pandemic issue
Keywords: {'name': 'job demands'}, {'name': 'job resources'}, {'name': 'organizational support'}, {'name': 'pandemic'}, {'name': 'covid-19'}, {'name': 'mining organization'}
Authors & affiliations
Nelesh Dhanpat
Affiliation not supplied
Kayleigh Fransman
Affiliation not supplied
Tebogo Mabotsa
Affiliation not supplied
Lovers Ngobeni
Affiliation not supplied
Tabitha Dorcas Sithole
Affiliation not supplied
Deposited references
Supplied references, not a list of publications citing this article.
DOI: 10.1371/journal.pone.0249127
DOI: 10.1108/PR-02-2021-0098
DOI: 10.1007/s00420-021-01726-7
DOI: 10.1108/MHRJ-10-2019-0039
DOI: 10.1007/978-3-031-65151-9_6
DOI: 10.1080/10615806.2020.1797695
DOI: 10.1037/ocp0000056
Bakker, A. B., Demerouti, E., & Xanthopoulou, D. (2012). How do engaged employees stay engaged. Ciencia & Trabajo, 14(1), 15-21.
DOI: 10.1037/0022-0663.99.2.274
DOI: 10.1037/0022-0663.99.2.274
DOI: 10.1257/jep.37.4.23
Bhandari, P. (2021). Ethical considerations in research: types and examples. Scribbr. https://www.scribbr.com/methodology/research-ethics/
DOI: 10.4103/jpcs.jpcs_62_19
DOI: 10.1177/0733464820964153
DOI: 10.3390/su151512049
DOI: 10.1016/j.jvb.2020.103436
DOI: 10.1191/1478088706qp063oa
Braun, V., & Clarke, V. (2021). Thematic analysis: A practical guide. SAGE Publications.
DOI: 10.1111/apps.12304
DOI: 10.1111/joes.12423
DOI: 10.1037/e573842014-001
DOI: 10.1080/0960085X.2020.1829512
DOI: 10.1016/j.jbusres.2020.05.037
DOI: 10.1007/978-0-387-30424-3_177
DOI: 10.1080/00221309.2020.1795613
DOI: 10.1016/j.annals.2020.103080
DOI: 10.3389/fpsyg.2017.01890
Coetzer, C. F., & Rothmann, S. (2007). Job demands, job resources and work engagement of employees in a manufacturing organization. Southern African Business Review, 11(3), 17-32.
DOI: 10.1007/978-1-137-03748-0
Corbin, J., & Strauss, A. (2008). Basics of qualitative research. SAGE Publications Ltd.
DOI: 10.1207/S15327965PLI1104_01
DOI: 10.1177/20413866221135022
DOI: 10.1037//0021-9010.86.3.499
DOI: 10.4135/9781412986267
DOI: 10.3389/fpsyg.2023.1172853
DOI: 10.1177/21582440221102435
Dockery, M., & Bawa, S. (n.d.). Working from home in the COVID-19 lockdown. Edu.Au. Retrieved March 18, 2022, from https://bcec.edu.au/assets/2020/05/BCEC-COVID19-Brief-4_Working-from-home.pdf
DOI: 10.1177/2158244014522633
DOI: 10.15406/bbij.2016.03.00055
DOI: 10.1097/JOM.0000000000002236
Ghana Risk Review. (2020). Ghana Risk Review: April 2020. 1, 1–78. https://www.gnbcc.net/Pix/News/Files/2020_April_Risk_Review_Ghana_-_Final.pdf
Gourinchas, P. O. (2020). Flattening the pandemic and recession curves. Mitigating the COVID Economic Crisis: Act Fast and Do Whatever, 31, 1–227
DOI: 10.1080/14330237.2023.2175975
DOI: 10.1177/23409444211012419
DOI: 10.1017/jmo.2021.15
Harbert, T. (2021, September 01). The pandemic has expanded the role of H.R. SHRM. https://www.shrm.org/hr-today/news/hr-magazine/fall2021/pages/pandemic-expands-role-of-hr.aspx
DOI: 10.1177/21582440211058193
Herbert, M. (2011). An exploration of the relationships between psychological capital (hope, optimism, self-efficacy, resilience), occupational stress, burnout and employee engagement (Doctoral dissertation, Stellenbosch: Stellenbosch University)
DOI: 10.1016/S0301-0511(96)05223-4
DOI: 10.1111/ntwe.12173
DOI: 10.1016/j.orgdyn.2020.100804
DOI: 10.3389/fpsyg.2022.856997
DOI: 10.1108/APJBA-05-2020-0149
DOI: 10.1504/IJMME.2010.037626
DOI: 10.1186/s40359-019-0349-1
DOI: 10.1016/j.hrmr.2023.100998
Knardahl, S., & Ursin, H. (1985). Sustained activation and the pathophysiology of hypertension and coronary heart disease. In J. F. Orlebeke, G. Mulder, & L. J. P. van Doornen (Eds.), Psychophysiology of cardiovascular control: Models, methods, and data (pp. 151–167). New York: Plenum.
DOI: 10.1037/amp0000716
DOI: 10.1080/02678373.2022.2117879
DOI: 10.2139/ssrn.3584092
DOI: 10.1080/13814788.2017.1375092
DOI: 10.4102/sajhrm.v17i0.1183
DOI: 10.1016/j.exis.2020.01.009
DOI: 10.3390/admsci13060150
DOI: 10.1108/EJM-07-2016-0385
DOI: 10.1037//0021-9010.81.2.123
DOI: 10.3390/challe13010010
DOI: 10.1016/0147-1767(85)90062-8
DOI: 10.1016/j.orgdyn.2024.101060
DOI: 10.1108/978-1-80262-049-820231003
Mathers, N., Fox, N., & Hunn, A. (1998). Trent focus for research and development in primary health care: Using interviews in a research project.
Maurer, R. (2020). Job interviews go virtual in response to COVID-19. Retrieved from https://www.shrm.org/resourcesandtools/hr-topics/talent-acquisition/pages/job-interviews-go-virtual-response-covid-19-coronavirus.aspx
DOI: 10.1093/occmed/kqh071
DOI: 10.47836/pjssh.31.1.08
Meijman, T. F., & Mulder, G. (1998). Psychological aspects of workload. In P.J. Drenth, H. Thierry, & C.J de Wolff (Eds.), Handbook of Work and Organisational Psychology (2nd ed.; pp. 5–33). Hove, UK: Erlbaum.
DOI: 10.1002/ijop.12743
mining/1594226/
DOI: 10.4102/sajhrm.v16i0.900
DOI: 10.5772/intechopen.1002609
Negi, K.R. 2014. Study of work stress in employees of business organizations of Matsasya Industrial Area, Alwar District, Rajasthan. International Journal of Management and International Business Studies, 4(2), 169-174.
DOI: 10.1016/j.exis.2017.10.002
DOI: 10.4102/sajhrm.v19i0.1564
DOI: 10.1080/14330237.2021.2002037
DOI: 10.4102/sajip.v33i2.379
DOI: 10.1016/j.ssci.2006.07.006
DOI: 10.1016/j.techsoc.2021.101672
DOI: 10.3389/fpsyg.2021.685275
DOI: 10.1177/23294884221081838
DOI: 10.1016/j.ijhm.2020.102518
Ramdoo, I. (2020). The impact of COVID-19 on employment in mining. https://policycommons.net/artifacts/614117/the-impact-of-covid-19-on-employment-in-
DOI: 10.1037/apl0000859
DOI: 10.4102/sajbm.v38i3.588
DOI: 10.3389/fpsyg.2021.655839
Sapta, I., Muafi, M., & Setini, N. M. (2021). The role of technology, organizational culture, and job satisfaction in improving employee performance during the Covid-19 pandemic. The Journal of Asian Finance, Economics, and Business, 8(1), 495-505.
DOI: 10.3390/ijerph19052657
Saunders, M. N. K., Lewis, P., & Thornhill, A. (2015). Research methods for business students (7th ed.). Pearson Education.
DOI: 10.1016/j.orgdyn.2017.04.008
DOI: 10.1002/job.248
DOI: 10.1080/10615800701217878
DOI: 10.1007/978-94-007-5640-3_4
DOI: 10.1002/job.595
Schutte, P. C., Edwards, A., & Milanzi, L. A. (2012). How hard do mine workers work? An assessment of workplace stress associated with routine mining activities.
DOI: 10.3233/EFI-2004-22201
DOI: 10.1108/IJOA-03-2021-2685
DOI: 10.1007/s11218-018-9464-8
DOI: 10.4102/sajhrm.v14i1.719
DOI: 10.1017/jmo.2023.9
Snape, D., & Spencer, L. (2003). The foundations of qualitative research. In J. Richie & &. J. Lewis (Eds.), Qualitative Research Practice (pp. 1–23).
DOI: 10.1016/j.cgh.2022.09.020
DOI: 10.35188/UNU-WIDER/2020/800-9
DOI: 10.5296/ijhrs.v9i3.15102
DOI: 10.1007/978-3-531-91826-6_24
DOI: 10.4300/JGME-D-15-00414.1
DOI: 10.17159/2411-9717/666/2020
DOI: 10.1037/a0032141
DOI: 10.3389/fpsyg.2021.722080
DOI: 10.1016/S1479-3709(07)11008-6
DOI: 10.1080/02678370802393672
DOI: 10.15173/glj.v5i2.1153
Vance, R. J. (2020). Employee engagement and commitment. Society for Human Resource Management, 2(2). https://www.shrm.org/hr-today/trends-and-forecasting/special-reports-and-expert-views/Documents/Employee-Engagement-Commitment.pdf
DOI: 10.1007/s10111-018-0501-3
DOI: 10.3389/fpsyg.2021.607172
DOI: 10.1093/occmed/kqg088
DOI: 10.1136/bmj.m2830
DOI: 10.3390/socsci13060303
DOI: 10.1111/apps.12290
Wong, I.; O’Connor, M. COVID-19 and Workplace Fatigue: Lessons Learned and Mitigation Strategies. 2021. Available online: https://blogs.cdc.gov/niosh-science-blog/2021/01/13/covid-19-fatigue (accessed on 22 November 2021).
World Health Organisation. (2020). WHO Director-General’s opening remarks at the media description briefing on COVID-19 – 11 March 2020. Retrieved from https://www.who.int/dg/speeches/detail/who-director-general-s-opening-remarks-at-the-media-briefing-on-covid-19---11-march-2020
Young, J. C., Rose, D. C., Mumby, H. S., Benitez-Capistros, F., Derrick, C. J., Finch, T., Garcia, C., Home, C., Marwaha, E., Morgans, C., Parkinson, S., Shah, J., Wilson, K. A., & Mukherjee, N. (2018). A methodological guide to using and reporting on
DOI: 10.1177/0149206307305562