本文旨在以中冶集团资源开发公司（以下简称 MRDL 公司）在巴基斯坦经营近
十一年来的发展历程以及当前发展的内外部环境为依据，以人力资源管理的相关
理论和大量的实际调查访谈为指导，结合 MRDL 公司多年来与巴基斯坦相关政府部
门、当地部落族群沟通合作的实际经验，对资源企业在迫切需要解决的人才流失
问题进行分析探讨，以理论和实践相结合的态度，为资源企业在有效留住人才方
面提供相关借鉴，希望对促进资源企业的发展提供帮助。
全文共分六章：第一章为引言，首先介绍了本文的研究背景、意义和主要研
究思路；第二章主要对人才流失的相关文献和理论进行探讨，为本文奠定理论基
础；第三章主要介绍了 MRDL 公司及 MRDL 公司的人力资源管理外部环境，随后就
MRDL公司的人才现状进行阐述；第四章对MRDL公司人才流失问题进行了深入分析；
第五章主要结合对 MRDL 公司人才流失问题进行分析的基础上，提出应对之策；第
六章为结论部分，对 MRDL 公司人才流失问题探析进行小结，并总结出资源企业有
效防止人才流失的五大原则：①加强跨文化管理力度、②营造和谐的企业氛围、
③维护员工队伍的稳定、④建立“抱团”发展模式、⑤有效培训与发展空间。
关键词：人才流失，跨国公司，人力资源管理
ABSTRACT
The current era of economic globalization and integration has urged companies to
acknowledge the importance and value of talents, who are the source power of corporate
development amid ever more fierce competition. Therefore, modern enterprises pay
especial attention on questions such as how to retain talents, bring out their potentials
and keep talents’ personal improvement in line with companies’ prospect. Meanwhile,
only through pool of talents and effective human resources management can enterprises
take a foothold in the competitive market. Highly developed information network and
effective integration of resources, however, have greatly facilitated talent flow and
made brain drain increasingly troublesome for employers, especially for enterprises in
mineral development sector.
This dissertation intends to delve into the brain drain issue urgently confronted by
mineral enterprises through theoretical discussion based on Human Resources
Principles and case study that taking into account the operation experience of MCC
Resources Development Company (Pvt.) Limited (MRDL) in Pakistan during the past
decade and the company’s current internal and external environment. MRDL’s
communication and cooperation with Pakistani governments and local tribes were also
elaborated on, in order to offer reference and suggest solutions on talents-keeping for
other mineral development enterprises.
The dissertation is made up of six chapters. Chapter One introduces research
background, signification and major train of thought. Chapter Two mainly discusses the
relevant documents and theories of brain drain, laying a theoretical foundation. Chapter
Three presents information and background of MRDL’s human resources management
and explains the talents make-up in MRDL. Based on the above information, Chapter
Four then digs deep into the brain drain problem of MRDL. In Chapter Five, solutions
are tentatively offered after deep analysis. Chapter Six encloses this dissertation by a
brief summary and suggestion of five principles against brain drain for mineral
development enterprises: 1. Strengthen cross-culture management 2. Create harmonious
atmosphere 3. Keep a constant and steady working team 4. Establish a collaborative
development pattern 5.Set up effective training and development mechanism.
Key word: Brain Drain, International Enterprise, Human Resource Management
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