The spectacle of brain drain is naturally studied in the sphere of population emigration is mobility in the subculture. Much has not been written on the subject in regards to linking it at an organizational level that is in regards to the turnover of the talented and skilled employees from the organization. In the context of the study, the word “brain’ is used to refer to the skills and expertise, and the considerable exit of such skill from the organizational workforce. Brain drain can be described then as the exit of the staff who is highly skilled and competent or who has any personal attributes that may be regarded as valuable by the organization.
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Certainly, according to Grapevinesurvey (2004), in the era age of economies which are driven by the rapid development of knowledge, the allegiance of the staff has become a core factor in the sustainability as well as the development of the enterprise .nevertheless, it is irrefutable that as the economy progresses, the array of jobs that people can choose has been extending dramatically together with the pool of talents among enterprises which has been in progress as well. It is evident that an easy flow of talent is capable of bringing new ideas, and innovation, enhance the structure of an organization as well as bringing fresh blood whereas the high rate of brain drain will considerably increase the direct cost of the organization and at the same time weaken the organization’s competitiveness as well as stability. Thus, to be able to evade the loss of talents and avert the negative impact caused by excessive flow of talents, it is essential to study and assess the existing situation of brain drain, discover the measures for the management of talent in the current social circumstances and prevent the needless loss of talents, and this has become a tactical task in the present organization human resource management in regards to things like how to keep the staff satisfied in addition to being motivated for the organization to control their plans of turnover.
According to Tian (2018) based on incomplete statistics, the current turnover rate of talent in the domestic companies present in China has been progressing toward the 50% mark, while others are at 70%. The issue of brain drain has undeniably become a tailback in daunting the maintainable development of any organization. This proposal will focus on tackling the main causes of brain drain as well as finding the solution to the problems.
1.1 Statement of the problem
The current job market is faced with high employee turnover. Considering the current technological era, there is a general assumption that the level of employee satisfaction rate is high, but looking deep into the organization culture that demands more from employees and doing less to make them feel motivated leaves them experiencing a brain drain. The study aims at providing answers to the current trend and culture at Brown University that has enhanced the employee brain drain and in return increased the turnover rate at the university
1.2 Research objectives
The objective of this study is to evaluate Brown’s University management as well as the cultural background to be able to measure and solve the brain drain issue in the university
1.3 Research questions
Knowing these facts is relevant to conducting research on the organizational culture as well as its impact on Chinese universities. Thus, the major leading research questions for this study are the following
- What are the organizational factors that cause brain drain at Brown University faculty members together with the students
- How can Brown University stop the brain drain
- What should Brown do to curb the high employee turnover due to brain drain
1.4 Significance of the study
The research is of significant relevance to human resource management as it will provide insights about the brain drain and linking it to the organization culture which guides the formulation of strategies to tackle brain drain in the current era which has been linked to a massive employee turnover around the world.
2.0 Literature Review
In this brief critical review of the literature, the authors present the most important theoretical perspectives regarding the conceptualization of the organizational culture, and it’s prominent six elements.
2.1 Characters of brain drain
Among the most confusing issues that haunt most of the organization is the incapacity to maintain the talents for a long-term process, this fact accounts for the occurrences that a large cost in regards to human resource managing the talent usually occupies top slots in the organization’s balance sheet. Brain drain may be looked at as the exodus of professionals together with the educated people from one economic sector, one country, or even one field to another and it’s usually linked to a better standard of living as well as pay. The phenomena of brain drain are getting more deepened as the bloom of the globalization economy enhances skilled workers to profit from a wide range of the available vacancies that may offer a better total compensation package.
From the organizational point of view, the turnover of talents can be categorized into two categories: the first category being the normal ordinary outflow of talent, denoting the mismatch in the professional without any resignation, or in other words when an individual cannot adapt to the organization. The second category is regarding the outflow of talents that causes the organization to experience losses and fail to meet customer needs and demands. The ordinary outflow in human resources is unavoidable and is usually seen as conducive in regards to enhancing the distribution of social human resources to produce social development. On the other hand, the abnormal outflow of organizational talents usually brings some undesirable impact on the organization as well as the society at large, risking the growth of the economy considerably as well as enhancement of productivity.
2.2 Talent role in an organization
The evolution of knowledge-based economies increases the call for high-skilled labor. To satisfy this need, countries capitalize on education as well as the enterprises, thus intensifying their own in looking for human capital. This methodology has an insightful and long-lasting advantage for economic growth(Mahroum 1999, p. 12-18), but it is also expensive and does not eradicate the shortage of skilled labor promptly. as far as the organization is concerned, talent often refers to those staff or individuals with particular expertise, the capability to meet the requirements of work and make the contribution to further develop the organization (Teferra 123). The majority of the effective companies have noticed that the competitive edge falls under the combination of the special resources that the organization possesses as well as their position in regards to the competitors (Horalikova & Zuzak 2005,). To attain the aim of sustainable development, the competitive edge has turned out to be a severe concern as the rapid growth of the activities of the organization produces the imitation of the ideas of the organization. Targeting to possess or reach high ground of the market. The practitioner of change in any organization is the people, they also are the main resource and it’s upon them that the organization will be able to reach a long-term sustainable competitive edge.
3.0 Research Design
This study will entail primary data collection via both qualitative and quantitative approaches, allowing the study to evade every approach’s drawbacks by exploring the strengths of both simultaneously. The approach evades both the disregard of the ‘social actor’ that exists in the quantitative research in addition to downplaying the impartiality of the social authenticity that negatively affects the qualitative methodology (Erzberger et al 142). The first part of this study will be characterized by an inductive method that will be applied to qualitative research, creating an overall standard from special cases (Mason 180).
According to Stephens (2009), researchers’ selection of research approaches depends on what the researchers are trying to find out. This study followed the qualitative approach that helps, to describe, understand, and explain social phenomena in their natural setting than in specialized research settings such as laboratories. Further, the context and cases should be seriously taken for understanding an issue under study by using qualitative research as an approach. In other words case studies serve to comprehend certain contexts with systematic analyses. addressing the main causes and finding out the resolutions for this problem. Afterward, I will put forward the countermeasures and suggestions on preventing the brain drain from the 3 aspects of the market, companies, and talent themselves, which aids to solve the problem of brain drain and achieve sustainable development.
By project the case study technique typically answers queries of “how” and “why” and the technique adds or spreads involvements to what is previously identified in the former. Case studies discover actual life circumstances using numerous bases of indication. For each real-life case donates to the entire study. For this aim, the technique is likely to be able to deliver responses to the chief investigation inquiry of this study. Rendering to Yin (2003) the case study method is separated into three phases: intention, multiple-case data collection, and case investigation and understanding.
For the data gathering, several techniques are going to be applied to choose participants and to record their perspectives. These will include very important informant interviews, member interpretations, casual interviews, focus group conferences, composed with a selection procedure of cumulative and certification and examination of archival archives.
Important informant consultations are treasured in getting data, information, and involvement of contributors in a specific setting and stressing real communal, cultural, party-political, and financial issues. They provided me with a profound understanding of how women’s native bests are affected by interior and exterior factors.
Two sets of the questionnaire will be designed for quantitative research. One set was distributed to the management of Brown University while the rest to the remaining employees as well as the students of the university.
A considerable large amount of data will be obtained with 207 participants (128 staff and the remaining 79 managers) whom we believe to target in the research. The fact that this method will not provide direct interaction between the respondent and the researcher, the opportunity that answers influenced the way that the questions will be asked will be extremely minimized (Wimmer et. al. 98).
Before the beginning of the fieldwork, permission will be sought from all the relevant authority of Brown University. Upon their confirmation, the participants will be clearly informed that the data obtained will be used purely for the study. This will be done via discussion with participants as well as through the letter which will be attached to the questionnaire.
The approach of choice will be semi-structured interviews and will intend to guarantee a random selection of the participants. A preliminary phone call will be made, which will be followed by an email which will outline the introductory part, this will be sent from the target market to outline the scope of the research, the ethical consideration of the study as well as the objective of the study
|Documentation of the delinquent|
|Topic choice||Objective choice||Conceptualization|
|Literature review||Pointer choice|
|Primary information||Study area selection||Secondary information|
|Questionnaire||Information Gathering||BBs, BDHS, Accounts, Paper,|
|Review interview||Information dispensation|
Adams, Walter. The Brain Drain. New York: Macmillan, 1968. Print.
The Brain Drain. London: H.M.S.O, 1967. Print.
The Brain Drain and Taxation: Ii. Amsterdam: North-Holland Pub. Co, 1976. Print.
Hailsham, of S. M. Q. H. The Brain Drain. London: Conservative Political Centre, 1967. Internet resource.
Harris, Christine, and Gus Gordon. Brain Drain: 1. Sydney: Hodder Children’s Books Australia, 2001. Print.
O’Brien, Dennis A. Collaboration and Inter-Organizational Cultures: Understanding and Resolving Conflict. , 1997. Print.
Hailsham, Quintin M. G. H. V. The Brain Drain. London: Conservative Political Centre, 1967. Print.
Wayne, Matt. Brain Drain. London: Mammoth, 1993. Print.
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