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.