CAREER DEVELOPMENT IN A LEARNING ORGANIZATION

The intervention for this purpose can be enhancing the perception of the
individuals about the organizational vision and mission and how the processes within the
organization contribute towards the organizational goals. This will help the individual
understand how their role contributes towards the whole processes achievement.

2. Frequent Feedback System: According to Michael Armstrong 360 feedback
   is strong intervention through which the leaders align their behavior, work unit results,
   customer expectations and employee participation in the development processes (2006, p.
   523). Use of feedback as a self corrective tool has been emphasized by Greenhaus,
   Challnan and Godshlik for effective career management which requires continuous
   feedback from work and non work sources which enable individuals for adaptation to the
   changing circumstances(2000, p. 36). Simonsen(1997) has highlighted feedback as a
   source of creating a development culture as:

Of course, the ideal in a development culture is regular discussions and

feedback about development, not semiannual, prescribed sessions. But in

the transition from a closed, autocratic environment to an open

environment of trust and shared responsibility, many managers and

employees need the structure to support new behaviors (p. 88).

This also shows that the feedback should be more frequent than annual or semiannual
appraisals, which creates a wider gap in changes that occur frequently and adjusting the
behaviors accordingly.

3. Flexible and Supportive Management: While learning the individuals
   commit mistakes and at times deviate from rules. If the management is not flexible and
   will not allow risk taking, the individual will not feel encouraged to learn new things and
   practice innovation. According to Vinayshil and Surinder (1995), learning and innovation
   within the organization require conducive organizational culture, where innovation
   should be rewarded and the management should be open to risk taking (p. 114). In order
   to create an enabling environment for the employees the manager has to be patient and