In the table # 6-B the validity of the data is 27.8% of the total. According to the above
table “a” representing quarterly/ six monthly periodicity has received 8.3% of the total
response, “b” representing yearly periodicity has received 25.0% of the total response and
“c” representing the periodicity of more than an year has received 38.9% of the total
responses. This means that trainings in these organizations are considered as one time
event held with the interval of more than a year and the capacity development program is
not planned annually. This also reflects that in certain cases if the trainings are held
annually then these are for specific people or for specific cases and cannot be generalized
to the whole sample.
Table # 9-B
The Impact of Training on Staff Work
Do you observe the impact of the training on the staff work after they have gone
through the training?
Frequenc
y PercentValid
PercentCumulative
Percent
Valid 2 5.6 5.6 5.6
no 1 2.8 2.8 8.3
yes 33 91.7 91.7 100.0
Total 36 100.0 100.0
Interpretation and analysis
Study: Q. 2: How does career development contribute towards organizational
development and vice versa?
The validity for the data in the above table is 5.6%. The table shows that in response to
the question asked for if they normally observe the impact of the training on the staff
performance after they are back on work, 2.8 % of the respondents have chosen the
option “no” and 91.7 % have chosen “yes”. This means that senior management has
experienced a change in their performance after they had gone through the training. This
also means that they understand the importance of trainings in capacity development. But
as in the conventional organization major thrust is upon completing tasks and operation
side of the business therefore, such opportunities are rare in the organization.