The Application of Talent Management Theories to the Prevention of "Brain Drain" in China
Nguyen, Dinh Loc (2017)
Nguyen, Dinh Loc
Metropolia Ammattikorkeakoulu
2017
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2017112317935
https://urn.fi/URN:NBN:fi:amk-2017112317935
Tiivistelmä
The thesis is a specialised study about talent management in China to the prevention of brain drain that China has faced for decades. Since China started the economic reform in 1978, there have been more and more Chinese students and academics going abroad to seek for better places and the number of them is in the millions. As the majority of them do never return to China, while the country is suffering from a severe skilled labour shortage, the Chinese government and businesses, both local one and multinationals, have implemented a series of encouraging acts towards overseas Chinese. In 2007, when the Chinese government first launched “the One Thousand Talent Plan”, the difference between how many people leave and how many return has showed a big change towards what Chinese leaders have expected.
By applying comprehensive strategies taken from talent management theories, China has welcomed a fresh force of skilled labour in many fields, particularly in science and technology. Beijing launched a plan to reform the Chinese education system, through ways such as popularising education to rural areas, building numerous universities and luring the most prominent experts in the world, methods that are understood as talent development. Meanwhile, Chinese managers and leaders use both extrinsic and intrinsic incentives to retain talents in their organisations. Three phases of talent management are briefly illustrated via the exemplary case of Alibaba.
The thesis aims to provide a clear picture of brain drain in China and the choice of China to solve this issue – talent management. Although an effective talent management alone cannot end the issue, what China has achieved in reversing brain drain is remarkable, especially in comparison to some other developing countries where the issue is now also becoming more visible and considered a harmful contagious phenomenon.
By applying comprehensive strategies taken from talent management theories, China has welcomed a fresh force of skilled labour in many fields, particularly in science and technology. Beijing launched a plan to reform the Chinese education system, through ways such as popularising education to rural areas, building numerous universities and luring the most prominent experts in the world, methods that are understood as talent development. Meanwhile, Chinese managers and leaders use both extrinsic and intrinsic incentives to retain talents in their organisations. Three phases of talent management are briefly illustrated via the exemplary case of Alibaba.
The thesis aims to provide a clear picture of brain drain in China and the choice of China to solve this issue – talent management. Although an effective talent management alone cannot end the issue, what China has achieved in reversing brain drain is remarkable, especially in comparison to some other developing countries where the issue is now also becoming more visible and considered a harmful contagious phenomenon.