Abstract
Orientation – The study focuses on understanding Zimbabwe’s academic brain drain challenge. It discusses rates and statistics, impacts and gives possible pre-conditions of employee motivation, from the employee’s perspective. Research Purpose – Through studying employees currently working in Zimbabwe, the purpose of the study is to identify pre-conditions of employee motivation and help develop a framework to curb academic brain drain from Zimbabwe. Motivation for the Study – Current literature does not seem to address the questions around what actually compels employees to stay within their jobs, especially in politically and socio-economic unstable countries. Research Design, Approach and Method – The researcher used the qualitative research approach. A case study was employed as the research methodology. One public and one private university were used as study sites for random sampling of participants. Main Findings – Interviewed participants reveal that Zimbabwe’s current brain is now being propagated by unresponsive administrations. That is to say that it is the internal structures that are now driving employees to abandon their jobs and seek better opportunities outside the country. Participants reveal that they are mainly frustrated by employers who have failed to meet their needs (which were discovered as varying according to different age groups). Participants argue that if certain conditions/employee needs are met as per age group, brain drain can be contained. Practical/Managerial Implications – Participants express that all it could take to curb Zimbabwe’s academic brain drain is a sense of responsiveness (that is sensitive to meeting the needs of every employee) on the part of their employer. Contribution/Value-Add – The study suggests there is a new wave of brain drain coming from Zimbabwe. In circumstances where dialogue, diversity and inclusion would ordinarily be the answer, obtained data reveals the presence of unresponsive administration systems instead. This has left employees extremely frustrated.
Ph.D. (Leadership in Performance and Change)