Reasons and Barriers to Further Training in High-Technology Companies. Evaluation of Corporate Universities

Inhaltsverzeichnis (Table of Contents)

• Introduction
• Principles of Further Training
  • Definition and Differentiation of Related Terms
  • The Necessity of Further Training in High-Technology Companies
• Reasons for and Barriers to Further Training
  • Further Training in the Working Environment
  • Barriers to Further Training
  • Corporate Universities as Further Training Method
    • Definition and Classification
    • Implementation of the Concept of Corporate Universities
• Interview Analysis
  • Methodology
  • Empirical Restrictions
  • Qualitative Content Analysis
    • Interview Situation
    • Institutional Perspective
    • Employee Perspective
• Implementation Recommendation

Zielsetzung und Themenschwerpunkte (Objectives and Key Themes)

The goal of this thesis is to explore the potential of Corporate Universities (CUs) in increasing further training participation. Specifically, the thesis seeks to identify reasons for and barriers to further training within a high-technology company. Through qualitative interview analysis, the study aims to compare the practical experiences of respondents with theoretical frameworks and assess the effectiveness of CUs as a training method. Ultimately, this research seeks to provide recommendations for improving further training offerings and increasing employee engagement in these programs.

• The role of Corporate Universities in enhancing further training participation
• Factors influencing employees' decisions to participate in further training
• Challenges and barriers to further training within a high-technology company
• The impact of demographic and technological developments on the need for continuous training
• Evaluation of Corporate Universities as a sustainable training method

Zusammenfassung der Kapitel (Chapter Summaries)

• Introduction: This chapter introduces the concept of lifelong learning and highlights the importance of continuous training in today's workplace. It explores the growing trend of further training participation in Germany and discusses the potential benefits for individuals and society. The chapter then introduces the concept of Corporate Universities as a promising approach to address the challenges of training within high-technology companies.
• Principles of Further Training: This chapter defines and differentiates key terms related to further training, including lifelong learning, adult education, and formal, non-formal, and informal learning. It also emphasizes the crucial need for further training in high-technology companies due to rapidly changing technologies and skill demands.
• Reasons for and Barriers to Further Training: This chapter examines factors that influence employees' decisions to participate in further training, including internal and external motivators. It also explores the common barriers to participation, such as lack of time, financial constraints, and lack of awareness of training opportunities.
• Corporate Universities as Further Training Method: This chapter provides a detailed overview of Corporate Universities, including their definition, classification, and implementation concepts. The chapter discusses the potential of CUs to address the challenges of training in high-technology companies and to integrate learning into the broader corporate strategy.
• Interview Analysis: This chapter outlines the methodology used in the study, including the selection of participants, interview procedures, and data analysis methods. The analysis focuses on identifying discrepancies and similarities between respondents' practical experiences and theoretical frameworks, with a particular focus on the institutional and employee perspectives.

Schlüsselwörter (Keywords)

The main keywords and focus topics of this thesis include: further training, lifelong learning, Corporate Universities, high-technology companies, qualitative interview analysis, employee participation, training barriers, training motivations, training implementation, and knowledge management.