Abstract
Emphasizes that managers should understand the connection between learning and self‐development in relation to their career progression. States learning, self‐improvement and career development are inter‐related and attitudes to learning are situation specific rather than permanently fixed. Describes the turbulent process of reconstruction that the UK retail banking industry has undergone over the past 15 years — significant is the shift in emphasis from day‐to‐day operations towards improved sales and customer service. Concludes that personal and organizational factors act together to influence whether the individual's attitude to learning will be positive or negative.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
