Industrial Relations as a Mediator Between Organisational Conflict and Job Satisfaction: Evidence from Chinese Mining Firms in Zimbabwe
Keywords:
industrial relations; organisational conflict; job satisfaction; Chinese mining firms; ZimbabweAbstract
The Zimbabwean mining sector has experienced a substantial influx of Chinese foreign direct investment which, while stimulating economic growth, has also introduced complex and persistent labour relations challenges. This study investigates the mediating role of industrial relations in the relationship between organisational conflict and job satisfaction within Chinese-owned mining companies operating in Zimbabwe. The study adopts a quantitative approach and is grounded in a positivist research philosophy. Data were collected using a structured questionnaire administered through a stratified random sampling technique. The sample comprises of 250 employees working in Chinese-owned mining entities who were familiar with labour relations issues within their organisations. Structural equation modelling is employed to analyse the associations between industrial relations, organisational conflict and job satisfaction. The study results indicate that organisational conflict has a negative effect on both industrial relations and job satisfaction. In contrast, industrial relations has a positive effect on job satisfaction. Furthermore, industrial relations significantly mediate the relationship between organisational conflict and job satisfaction. The indirect path from organisational conflict to job satisfaction through industrial relations is positive and statistically significant. Managers in Chinese-owned mining firms should strengthen industrial relations systems to effectively manage organisational conflict and improve employee job satisfaction. Basically, policymakers and organisational leaders should adopt strategies that strengthen industrial relations systems, promote job satisfaction, and reduce organisational conflict, thereby enhancing employee well-being and improving organisational performance. The study contributes to the existing literature on industrial relations, organisational conflict, and job satisfaction.
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Copyright (c) 2026 Molly Sukoluhle Mhlanga, Munyaradzi Chikove, Frank Ranganai Matenda
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