An identification of a company’s operating environment as well as an internal analysis of its strengths and weaknesses.
Knowledge that can be formalized, codified, and communicated
The mastery of concepts and rules
Personal knowledge that is based on individual experience and that is difficult to explain to others
The picture of the future that a company wants to achieve
Trainees’ applying to their jobs the learned capabilities gained in training
Transfer of training
Implicit knowledge
Intellectual skills
SWOT analysis
Explicit knowledge
Vision
The theory of adult learning
A trainee’s ability to apply learned capabilities exactly to the work situation
A process for designing and developing training programs.
The identification, analysis, forecasting, and planning of changes needed in a company’s human resources area
The extent to which employees are fully involved in their work and the strength of their commitment to their job and the company
A business strategy focusing on new market and product development, innovation, and joint ventures
Human resource planning
Internal growth strategy
Andragogy
Near transfer
Employee engagement
Instructional System Design (ISD)
Formal education, job experiences, relationships, and assessments of personality and abilities that help employees prepare for the future
A group of employees who work together, learn from each other, and develop a common understanding of how to get work accomplished
A company’s long-term reason for existing
A plan that integrates a company’s goals, policies, and actions
The acquisition of training and development activities from outside a company
The degree a task requires distinct behaviors, choices involved in performing the task, and the uncertainty in performing the task
Overall task complexity
Community of Practice (CoP)
Development
Business Strategy
Outsourcing
Mission
A company that has an enhanced capacity to learn, adapt, and change
An upper hand over other firms in an industry
The purpose and expected outcome of training activities
A leader of a company’s knowledge management efforts
Transfer of training through increasing trainees’ storage and retrieval of information through meaningful material and cognitive strategies
Organizing the training department so that training and development programs and decisions are primarily housed in one location
Objective
Learning organization
Competitive advantage
Centralized training
Cognitive theory of transfer
Chief learning officer
Learners who focus on task performance and how they compare to others
Employees’ potential to improve company effectiveness and efficiency
The acquisition of knowledge by individual employees or groups of employees who are willing to apply that knowledge in their jobs
Companies who rely primarily on nontraditional employment to meet service needs and product demands
The sum of the attributes, life experiences, knowledge, inventiveness, energy, and enthusiasm that a company’s employees invest in their work
Learning-related actions that a company takes to achieve its business strategy
Performance orientation
Gig economy
Strategic training & development initiatives
Human capital
Strategic value
Learning