CAREER DEVELOPMENT IN A LEARNING ORGANIZATION

management interviewed agreed that they see the impact of the training in the work of
employees after they are back from the training. According to table #15 majority (24.4%
of total 26.8%) further accepts the fact that the trainings help improve employees
perception about their work.
Similar kind of results is reflected in the table # 11-B, 13-B and 17-B of the
sample collected from the conventional organization. According to these results majority
(91%) of the senior management agrees that the training impacts the staff work and
(86.1% in table 17-B) further accepting that improves staff perception about their work.
According to table# 11 all (26.8%) responses revealed that the staff participated in
trainings with interest. In case of conventional organization the responses shows that
though majority (69.4%) participate with interest but still a considerable number(25%)
either are reluctant to participate or do not show interest.
Hence we conclude that the trainings are viewed as a source of improvement of
performance of the employees. Further adding, in the learning organizations as these
trainings are on line with the professional field of the employees so they feel motivated to
participate and hence the impact on their work is prominent. In case of the conventional
organization due to the non compatibility of the training program with the employees’
development needs so they do not take interest in certain cases and hence these trainings
are unable to create much impact.
In terms of organizational support to career counseling and career promotions the
responses of table# 12, 13 and 14 of the learning organizations it could be observed that
all the senior management (26.8%) are of he view that career counseling should be
provided for in the policies to make it more formal. A considerable majority (24.4%)
reflected upon the fact that promotion opportunities are provided to the staff but majority
(17.1%) said that these are not with fixed intervals. In case of conventional organizations
(table # 14-B, 15-B and 16-B) the response to integration of career counseling in policies
was favored with majority (94.4%) of the responses. In case of support related to
providing promotions opportunities by the organization, half of the responses (36.1%)
were positive, where as half (36.1%) were negative. Again the majority (47.2%)
highlighted that there was no fixed period for promotions. This again supports the fact