CAREER DEVELOPMENT IN A LEARNING ORGANIZATION

Considering the above explanation it could be argued that H:1 stands accepted to
a greater extent. Further adding, it is pointed that as given in the above discussion
motivation is a source that ensures the continuity of the processes, so motivation on part
of the individual can only be achieved when they are able to evaluate their part of the
benefit they can draw from the process. And this benefit could be translated to them in
term of their career development. Linking the benefit for the staff with the process of OD
could help achieve a higher motivational level of the staff for a longer period, as each and
every step forward would carry twofold meaning, i.e, towards organizational
development goals and progress towards the career development of the staff.

4.1.2. Part II: Expectation and Understanding of the Staff

In this part of the analysis we have discussed the responses received from the junior and
middle level staff about their expectations and understanding of their career development.
Analysis for part II is forwarded as-

Table # 1-B
Comparison of the knowledge sharing strategy in two different contexts

Frequency of
Knowledge
Sharing

Learning

Org.(A)

Conventional

Org. (B) Org. A Org. B

total

respondents= 59

total
respondents= 63 % %
Occasionally 2 5 3.389831 7.936508
once during the
year 4 19 6.779661 30.15873
Biannually 14 6 23.72881 9.52381
Quarterly 10 13 16.94915 20.63492
monthly 12 0 20.33898 0
Weekly 1 0 1.694915 0
twice a week 1 0 1.694915 0

Q: 1: What is the linkage between a learning organization and individuals’ career
development?
H:2: The higher is the dependence on knowledge based strategy in business, the higher
are the efforts to promote individual development