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Why learning doesn't mean leaving Loyalty and ambition needn't be contradictory

Why learning doesn't mean leaving Loyalty and ambition needn't be contradictory Purpose – This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings – Many progressive organizations who do not need any convincing of the value of learning and who commendably strive to enhance the individual performance of their people within a framework of organizational learning, can face an undeserved difficulty: the greater the increase in a worker's employability, the greater the risk that they may sooner rather than later say: “Thanks for all you've done for me but it's time to move on.” Practical implications – Provides strategic insights and practical thinking that have influenced some of the world's leading organizations. Originality/value – The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Development and Learning in Organizations Emerald Publishing

Why learning doesn't mean leaving Loyalty and ambition needn't be contradictory

Development and Learning in Organizations , Volume 26 (1): 3 – Dec 30, 2011
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References (1)

Publisher
Emerald Publishing
Copyright
Copyright © 2012 Emerald Group Publishing Limited. All rights reserved.
ISSN
1477-7282
DOI
10.1108/14777281211189191
Publisher site
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Abstract

Purpose – This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings – Many progressive organizations who do not need any convincing of the value of learning and who commendably strive to enhance the individual performance of their people within a framework of organizational learning, can face an undeserved difficulty: the greater the increase in a worker's employability, the greater the risk that they may sooner rather than later say: “Thanks for all you've done for me but it's time to move on.” Practical implications – Provides strategic insights and practical thinking that have influenced some of the world's leading organizations. Originality/value – The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.

Journal

Development and Learning in Organizations – Emerald Publishing

Published: Dec 30, 2011

Keywords: Transformational leadership; Learning organizations; Performance management

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