Training to keep people: Understanding and mitigating the effects of want-away employees in South Korea

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 his/her own impartial comments and places the articles in context.

Findings

“Do they even want me to work here?” We have all heard this and similar refrains from disaffected employees who have a particular gripe about how they have been treated by their organization. Maybe they have moved there desk to face a wall; or appointed someone to a senior role who they think is much less qualified than they are; or maybe they are frustrated at not having a voice in a big corporate machine. It is common for people to feel isolated, bitter and even paranoid when they perceive things are not going their way, and it is often a serious question they have when they challenge their employee about whether they sincerely value their contribution.

Practical implications

This paper 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.

Citation

(2020), "Training to keep people: Understanding and mitigating the effects of want-away employees in South Korea", Development and Learning in Organizations, Vol. 34 No. 1, pp. 34-36. https://doi.org/10.1108/DLO-07-2019-0150