Quilang, E. J. P. (2014). Reversing the exodus of scientific personnel and addressing the brain drain of the Philippine Rice Research Institute (PhilRice) (Unpublished master's thesis). Public Management Development Program, Development Academy of the Philippines.

Public Management Development Program Senior Executives Class Batch 3 Thesis (SEC)--Development Academy of the Philippines.

The Philippine Rice Research Institute (PhilRice) is the National leader in Rice Research and Development. Because of its outstanding performances in Rice Science, PhilRice is also now globally known and other countries come from time to time to consult and get information. To address new challenges, gaps and problems in rice production, there are five major programs and 3 national campaigns being implemented by PhilRice plus many other projects through its national office and 8 branch stations and different partners located strategically around the country. At present, besides a thousand service contracts, comprising its regular manpower resources are: 15PhDs, 107 MS, and 32 BS Degree holders. From 2008 up to the present, the Institute has lost 20 PhDs from its core personnel, compared to other R&D agencies, like Philippine Carabao Center that is able to keep their Scientist. This is a serious problem and if not given enough attention, gradually the manpower resources of PhilRice will deteriorate. This management case study will recommend more alternative strategies or innovations to keep and improve manpower resources of PhilRice, at the same time encourage highest performance, by examining various past practices done in the past, new innovations introduced by the current management, and determine the most probable causes of staff exodus despite these different interventions. Among the past practices were: program on incentives and awards for service and excellence (PhilPraise), car plan, scholarship provision, equity allowance, and for the new innovations being implemented are: research fellowship programs, enhanced PhilPraise, rice boot camp, and PhilRice Foundation Incorporated. Some of the staff concerns that might trigger attrition are the failure to consistently handle: provision of RATA, limitation of incentives or honorarium, and promotion to a higher position when your receive a national award. From interviews, information shows that staff demands more benefits, there is also little partnership in terms of manpower complement with private companies, a housing project for ownership as this was already approved by the Board of Trustees, a concrete plan or staffing pattern of the institute as suggested by the head of agency, and improvement of work environment. There could be more other creative alternatives to sustain and retain the high performing staff of the institute. In relation to staffing pattern, say in 10-15 years, given an attrition of 2 PhDs a year and there should be three new blood recruit of PhDs at the same year, if this can be stabilized then it would help in sustaining a dynamic staff at PhilRice.