CAREER DEVELOPMENT IN A LEARNING ORGANIZATION

The above correlation tables 1 and 2 shows that the correlation of the organizational
commitment to support the process of career development is quite weak with the
variables of career development i.e., career counseling is .00 and promotions is .07.

The tables shows that the context of learning organization is highly conducive to
the process of career development as compare to the conventional organization context.
This also means that of the organizations wants to develop them selves then there is
greater possibility that the staff of that organization will develop along side with the
organization.

4.4.2. Junior and Middle level staff

4.4.2.1 Learning organizations

Table # 1-C
Descriptive Statistics

** Correlation is significant at the 0.01 level (1-tailed).

• Correlation is significant at the 0.05 level (1-tailed).

Table # 2-C
Correlations

Mean Std. Deviation N
Turn-Over .93 .254 59
Career-Planning .98 .130 59
Turnover-Other-Org.-Same-field 8.17 2.283 59

Contribution-Efficient/Affective-Work 3.78 3.074 59

Contribution-Understanding-of-Work 7.44 1.968 59

Career-Progrssion-Opportunity .97 1.129 59

Turn-

Over

Career-

Planning

Turnover-

Other-

Org.-

Same-field

Contributi

on-

Efficient/A

ffective-

Work

Contributi

on-

Understan

ding-of-

Work

Career-
Progressio
nOpportun
ity
Spearman's
rho
Turn-
Over
Correlation
Coefficient 1.000 -.035 .527() -.307() -.077 .574(**)^