External Brain Drain Case Study

Brain drain, in the local context, refers to the departure of Zimbabweans to go to other countries for a variety of reasons. Brain drain can occur in several forms:

i) Primary external brain drain occurs when human resources leave their country (Zimbabwe) to go and work overseas in developed countries such as Europe, North America and Australia. ii) Secondary external brain drain occurs when human resources leave their country (Zimbabwe) to go and work elsewhere in their region e.g. South Africa, Botswana, Namibia etc. iii) Internal brain drain occurs when human resources are not employed in the fields of their expertise in their own country or when human resources move from the public sector to the private sector or within a sector e.g.

In order to have a successful project delivery there should be a competent well experienced contractor’s project manager to manage all the works on site from monitoring progress of construction works and also managing all the administrative work in the project but however due to brain drain contractors are now dominated by a less experienced workers resulting to reduction in efficiency of the workers including site management (Poole et al, 2008 and Ali et al, 2010). This is further supported by Kadir et al, (2005) who postulated that poor site management occurs when contractors have less experienced workers and suffer from a lack of knowledge in managing the project

This subcontracting type is can be used to mitigate brain drain since it provides the required expertise but however some main contractors prefer full subcontracting to shift risks and liability associated with the supply poor quality of materials Yoke-Lian et al (2012). The main contractors commonly engage the labour only subcontractor as a domestic