Background & Purpose: This study aims to develop a conceptual model for employee self-development grounded in a learning culture within service-oriented organizations, specifically the metropolitan municipalities of Iran.
Methodology: The research is applied in purpose and qualitative in nature, employing the grounded theory approach with a systematic methodology. Data were collected through semi-structured interviews with 16 experts, including managers in human resource planning and development from metropolitan municipalities and academic scholars. The data were analyzed using open, axial, and selective coding. To ensure the validity of the findings, peer debriefing and member checking were conducted. Inter-coder agreement was used to assess the reliability of the interviews, and data analysis was facilitated using MAXQDA software.
Findings: The analysis yielded 193 concepts, 41 subcategories, and 11 core categories. These were organized into a paradigmatic model comprising: self-development activities with an emphasis on a learning culture (as the central phenomenon); causal conditions (individual responsibility for learning and organizational accountability); contextual factors (employee development orientation, organizational culture, HRD incentives, and infrastructure); intervening conditions (organizational climate and traditional bureaucratic approaches); strategies (individual and organizational empowerment); and outcomes (individual and organizational development).
Conclusion: The proposed model highlights the critical role of a learning-oriented culture and empowerment strategies in promoting employee self-development within municipal organizations. Enhancing responsibility and reducing structural barriers lead to improved individual growth and organizational performance.