CAREER DEVELOPMENT IN A LEARNING ORGANIZATION

conventional organization indicates that the employee fear that they may be denied a fair
competition for getting promotion. This could be translated into sense of insecurity at the
work place.
Table # 38-C, 39-C, 40-C, 41-C and 42-C of the learning organization reflect
upon the findings if a positive correlation exists between career development and
organization development. According to the interpretation we find that almost all the
employees (93.7%) feels that their professional development will positively contribute to
the organizational development. Majority (71.4%) has their contribution to the
organizational development through their efficient and effective work. A considerable
number (42.9% and 38.1%) has also identified that they could contribute through
facilitation in implementations of new interventions due to their enhanced understanding
of work. Support to colleagues work was also highlighted as form in which they could
contribute organizational development.
In case of Conventional organizations the interpretation of table # 46-D, 47-D, 48-
D, 49-D and 50-D produce findings that majority (92.4%) of the staff feels that their
professional development will positively contribute towards the organizational
development. We find that almost similar kind of distribution of responses as to that of
the learning organization, have been received for the different kind of contribution their
professional development could make to the organizational development. i.e 66.7% for
effective and efficient work, 40.9% for facilitation in introducing new interventions,
45.5% support to colleagues and 45.5% increased understanding of work.
From this analysis we find that the employees of both types of organizations have
clear understanding of how they can contribute to organizational development in a much
better way if their skills are improved.
The information interpreted in table# 43-C, 44-C, 45-C and 46-C of the learning
organization produce results showing that majority (84.1%) of the employees feel the
need of improvement in their skills in connection to their present job. Among these 73%
confirmed that they receive feedback about their performance but 35.5% has provided the
information on the frequency of getting feedback on their performance. Furthermore,
34.9% has confirmed the use of feedback information for improving their performance.
Hence we find that in this case the feedback is either after appraisal which they have not