The relationship between push and pull theory and brain drain among employees: a case study at National Registration Department (Headquarters), Kuching, Sarawak/ Caroline Rosna

• Main Author: Rosna, Caroline
• Format: Student Project
• Language: English
• Published: 2017
• Subjects: Indexes (General); Data processing. Including SPSS; Theory. Method. Relation to other subjects.
• Online Access: https://ir.uitm.edu.my/id/eprint/58235/1/58235.pdf; https://ir.uitm.edu.my/id/eprint/58235/
• Institution: Universiti Teknologi Mara

This research was regarding the investigation of the relationship between Push and Pull Theory and brain drain among employees. This study was conducted at National Registration Department (Headquarters), Kuching, Sarawak. The objective of this research was to identify how much relationship between Push and Pull Theory and Brain Drain. Brain Drain can be explained by the migration of talent across borders. Highly qualified migration is basically driven by positive incentives in the receiving countries (pull factors) and negative factors in the source countries (push factors). This study was using Lee’s Push and Pull Model where the individual left his or her origin to another destination. The push and pull factors in this study were career development, job security, working environment and quality of life. The methodology for this research was questionnaire. The respondents were 125 employees from National Registration Department (Headquarters), Kuching, Sarawak. The results for this study had been analysed by using Statistical Package Social Science (SPSS) version 23.0. For the validity of instrument, face validity was done by Mr. Abang Sulaiman Bin Abang Naim, lecturer of Business Management, whereas for content validity was done by Puan Elmi Muliani Binti Ajaib Jamahari, Assistant Administrative Officer at National Registration Department (Headquarters). Kuching, Sarawak. The results of this study proved that career development and quality of life had significant relationship with brain drain. However, job security and working environment had no relationship with brain drain. The results provided guidelines to the management to minimise their employees’ brain drain. The management can provide more job promotions for the employees so that the employees will feel more appreciated.