Main Article Content
Organizational change and development are a challenge for stagnant culture of public sector Organizations in Developing Countries. Training plays a vital role in organizational change and development. However, it is not clear how training modules, methods and approaches should be designed and implemented that direct the organizational change and development towards desired outcomes. The present study considers the case of Pakistan Public Sector Organizations and studies the training dilemmas in three dimensions. Using the grounded theory approach, qualitative data collection tools were adopted to collect data from trainees, trainers, and the training organizations. The data from trainees helps to identify the learning behaviors, training methodologies and the organizational needs versus training contents. The data from trainers informed the trainers’ perceptions on learning behaviors, training methodologies and modules adopted and related constraints. Finally, the data from training organizations helps the researcher to observe the real picture through observations, and to understand the process of designing training calendars and their coordination with public sector organizations. The sample of the study completed with the saturation of emergent themes. The collected data was analyzed using Grounded theory analysis in MAXQDA. The results show that there is lack of match between organizational needs, learning behaviors and the training approaches. This mismatch leads to further controversies such as inappropriate learning behaviors, and lack of competency development. These controversies impede the organizational change and development processes. If training improves as per organizational needs and learning behaviors, this can lead to improved organizational change and development. In this regard, the study has suggested a model for organizational change through Context Sensitive training.