CAREER DEVELOPMENT IN A LEARNING ORGANIZATION

Turnover-
Other-
Org.-Same-
field

Correlation

Coefficient -.192 1.000 -.137 .063 .495(**)

Sig. (1-
tailed) .066. .141 .313^ .000^
N 63 63 63 63 63

Contributio
n-
Efficient/A
ffective-
Work

Correlation

Coefficient

-.163 -.137 1.000 .163 -.156

Sig. (1-
tailed) .101 .141. .100^ .111^
N 63 63 63 63 63
Contributio
n-
Understand
ing-of-
Work

Correlation

Coefficient

-.066 .063 .163 1.000 -.136

Sig. (1-
tailed) .305 .313 .100.^ .143^
N 63 63 63 63 63
Career-
Progression

• Opportunit
  y

Correlation

Coefficient

.056 .495(**) -.156 -.136 1.000

Sig. (1-
tailed) .332 .000 .111 .143^.^
N 63 63 63 63 63

** Correlation is significant at the 0.01 level (1-tailed).

• Correlation is significant at the 0.05 level (1-tailed).

Interpretation and analysis

The above table highlights that that career planning has a negative correlation with
turnover in the same field and a positive but very weak correlation with the simple
turnover response in a conventional organizations. Again turn over has a weak negative
correlation with contribution to organization in terms of understanding work and
effective and efficient work. The table shows that turn over in a conventional
organization has a strong correlation with career progression. Career planning has a
negative correlation to effective and efficient work and understanding of work in a
conventional Organization context.