Estratégias de Retenção de Funcionários de Alto Desempenho da Sociedade Mineira de Catoca.

Abstract

Amid intensifying global competition for specialized talent, alongside technological advances and emerging management paradigms, there is a heightened demand for improved working conditions, professional development, and quality of life—thereby exacerbating the challenge of retaining high‑performance employees at SMC. Consequently, this study aimed to analyze effective retention strategies for high‑performance staff within SMC, taking into account its organizational and local socio‑economic context. A descriptive approach with a mixed‑methods design (quantitative/qualitative) was adopted. The quantitative phase involved analysis of organizational data structured in Excel, applied to a representative sample (n = 330, out of N = 2,350). In the qualitative phase, a bibliographic review, semi‑structured interviews, and direct observation were performed. Analytical methods included synthesis analysis, historical‑logical method, bibliographic review, induction‑deduction, and comparative descriptive statistics. Significant gaps were revealed in internal systems of rewards, recognition, recruitment, selection, and organizational communication. Indicators pointed to the need for structured improvements in human resource management. Based on the theoretical framework and empirical findings, adapted strategies are proposed: recognition programs, a review of remuneration structures, efficient corporate communication, continuous training, and refinement of selection processes. This research extends the applicability of international retention models to the African context and provides practical recommendations for SMC to reduce turnover, preserve critical human capital, and strengthen its institutional competitiveness in Angola.Keywords: Talent retention, High performance, Human resources, Angolan mining sector, Catoca Mining Company (SMC)