A Benchmarking Model for HRM Elements of Large Mining Industry: ISM-Based Approach.

This article focuses on developing a benchmark model linking human resource management (HRM) elements specific to the large mining industry, particularly within the Indian context. Through an extensive literature review and expert consultations, 18 critical HRM elements—categorized as intrinsic, extrinsic, and semi-intrinsic—were identified and analyzed using Interpretive Structural Modelling (ISM) and Fuzzy MICMAC techniques to reveal their interrelationships and hierarchical structure. The study highlights that political influence, decision quality, and legislative changes possess the highest driving power in shaping HRM practices, while elements like crisis and disaster management are highly dependent. Integrating institutional and system theories, the model provides a comprehensive framework for HRM practitioners to understand and address complex challenges in mining operations, including safety, labour relations, ESG risks, and workforce development, thereby supporting sustainable and strategic HRM in the mining sector.