contributed to individual learning. This happens when the level of knowledge is either
above the comprehension level of the individuals or when the individual is least
motivated. In fist case a proper TNA can attend to the issue but in the second case
individuals’ motivation can be achieved when they are able to relate their interest to the
outcome of the development activities. In many cases such kind of motivation of
employees can be achieved through different sources. Simonson says that in addition to
compensation, which he referred to as financial, other recognition practices need to be
integrated in the over all process of development (1997).
Guttridge has presented the other aspect of career development programmes from
employees’ perspective as:
Employers are motivated to establish career development programs
because such programs are seen as an effective response to various
personnel problems, because top managers prefer to promote existing
employees and to ensure a good fit between the work and the worker, and
because employees have expressed interest in career development as a
benefit (1986, in Career Development in the Work Place, 1989)According to Cheryl establishment of Career Resource Center are an effective
way if formalizing the career development process (1989). Further adding Cheryl referred
to Salavanski and Buckner who has highlighted that such centers are though to be a
concrete symbol of organizational commitment to the career development process (1989).
Step: 6. Make Personnel Selection Decision
Again when the organization needs arises for placement of an individual on a certain
position; this causes the repetition of the cycle (Cheryl, 1989). This means that again the
recruitment process will be carried out and an evaluation of individual either from inside
the organization or outside the organization will follow. This will finally end with the
placement of the personal.