Abstract:
Organizational learning culture, career issues and perceived job performance have
widely entangled the attention of researchers because of its academic and practical implications.
The subject area has extensively been investigated, yet it still has vast potential for further
research. Previous researches have studied these variables in bits and pieces. The current study
consolidates these variables into one model and puts the model for validation with the empirical
evidence from colleges’ teaching staff in Malakand Division. The study used a sample of 395
faculty members collected from colleges in the Malakand Division through stratified random
sampling technique. The hypothesized model of the current research is an interdependence
model that is why this model is evaluated through Confirmatory Factor Analysis using Structural
Equation Modeling (SEM). Path diagrams have been drawn through AMOS. Findings of the
current research, in major, validated the hypothesised model which have theoretical basis in the
findings of the previous research regarding organizational learning culture, employees’ career
issues and their positive impact on employees’ perceived job performance. These results have
significant implications; including enabling researchers to enhance their understanding of these
relationships as well as help policy makers to critically look into such relationships when
formulating policies that affect employees’ performance. Academically, these findings enrich the
existing body of knowledge on organizational learning culture and its impact via other HR
interventions in the developing countries like Pakistan. Future research studies should explore
other antecedents like organizational citizenship behaviour, organizational justice and
organizational politics to have a more in-depth approach in the field. Some may replicate this
study in other settings as well as in some other developing countries.
