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  5. A Multilevel Analysis of the Effect of Prompting Self-Regulation in Technology-Delivered Instruction

A Multilevel Analysis of the Effect of Prompting Self-Regulation in Technology-Delivered Instruction

File(s)
Bell39_A_multilevel_Analysis.pdf (2.88 MB)
Permanent Link(s)
https://hdl.handle.net/1813/74889
Collections
Faculty Publications - Human Resource Studies
ILR Articles and Chapters
Author
Sitzmann, Traci
Bell, Bradford S.
Kraiger, Kurt
Kanar, Adam
Abstract

Two studies were conducted to examine the effect of prompting self-regulation, an intervention designed to improve learning from technology-delivered instruction. In Study 1, trainees who were prompted to self-regulate gradually improved their declarative and procedural knowledge over time, relative to the other conditions, whereas test scores declined over time for trainees who were not prompted to self-regulate. In Study 2, basic performance remained stable over time and strategic performance improved over time for trainees who were prompted to self-regulate, relative to the other conditions, whereas performance declined over time for trainees who were not prompted to self-regulate. Trainees’ cognitive ability moderated the effect of the prompts on basic performance and task specific self-efficacy moderated the effect of the prompts on strategic performance. Prompting self-regulation resulted in stronger performance gains over time for trainees with higher ability or higher self-efficacy. These results demonstrate prompting self-regulation improved performance over time, relative to the other conditions, in both online, work-related training and laboratory settings. The results are consistent with theory suggesting self-regulation is a dynamic process that has a gradual effect on performance and highlight the importance of using a within-subjects design in self-regulation research.

Date Issued
2009-01-01
Keywords
self-regulation
•
cognitive ability
•
self-efficacy
•
technology-delivered instruction
Rights
Required Publisher Statement: Copyright by Academy of Management. Reprinted with permission.
Type
article

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