Following instruction in basic skills for electronic search, participants who practiced in a guided exploration mode developed stronger self-efficacy and greater satisfaction than those who practiced in a self-guided exploratory mode. Intrinsic motivation was not affected by exploration mode. On 2 post-training tasks, guided exploration participants produced more effective search strategies. expended less effort, made fewer errors, rejected fewer lines of search, and achieved higher performance. Relative lack of support for self-regulatory factors as mediators of exploration mode impacts was attributed to the uninformative feedback from electronic search, which causes most people to remain at a novice level and to require external guidance for development of self-efficacy and skills. Self-guided learning will be more effective on structured tasks with more informative feedback and for individuals with greater expertise on dynamic tasks.

On a re alise une investigation expe rimentale des effets de l'exploration e nactive sur la motivation intrinseÁ que, la strate gie et la performance dans une taà che de recherche e lectronique. L'exploration e nactive recouvre une part d'exploration autonome et de gestion des erreurs que les sujets de la condition expe rimentale ont e te incite s a Á exploiter lors de la phase pratique d'un programme de formation. Les sujets controà le be ne ficiaient de la meà me formation de base et e taient confronte s aÁ la meà me phase pratique sans l'incitation aÁ l'exploration e nactive. Celle-ci suscitait une motivation intrinseÁ que plus forte mais n'influencË ait pas les facteurs d'autore gulation. Les sujets expe rimentaux avaient aussi de meilleurs re sultats dans les taà ches de transfert re alise es avec une expectation pre cise de la performance. L'efficacite percË ue aÁ l'issue de la formation et la satisfaction avaient un impact positif sur la qualite des strate gies retenues dans les taà ches de transfert, mais la motivation intrinseÁ que nuisait aÁ la qualite de la strate gie. La discussion porte sur la facË on dont les consignes introduisant aÁ l'exploration e nactive influencent la motivation intrinseÁ que et sur l'impact de la motivation intrinseÁ que sur la strate gie et la performance dans les taà ches complexes.An experiment was conducted to investigate the effects of enactive exploration on intrinsic motivation, strategy, and performance on an electronic search task. Enactive exploration includes elements of self-guided exploration and error management, which participants in the experimental condition were encouraged to utilise during the practice segment of a training programme. Participants in the comparison condition received the same basic training and completed the same practice segment without the enactive exploration intervention. Enactive exploration produced higher intrinsic motivation than the comparison condition but did not influence other self-regulatory factors. Participants trained in the enactive exploration mode also had higher performance levels on transfer tasks performed under stringent performance expectations. Post-training self-efficacy and satisfaction had a positive influence on the quality of strategies used on the transfer tasks but intrinsic motivation was negatively related to strategy quality. The ways in which enactive exploration instructions influence intrinsic motivation and the effects of intrinsic motivation on strategy and performance on complex tasks are discussed.

The push toward the development of user-managed online search processes is clearly evident in libraries. Implicit in this trend is the assumption that searchers are competent in searching these services and retrieving their desired information. However, a close examination of the search strategies of novices while they performed an information search task reveals some significant barriers to successful searching. The results illustrate that novice searchers work very hard on their searches, but find it difficult to develop an effective strategy. These difficulties often prevent successful completion of the search process. The study raises some serious issues which need to be further explored, particularly in terms of tracing user search behaviours, and in developing appropriate support services for such clients.

Purpose-The purpose of this paper is to point out paradigm shifts in recordkeeping responsibilities from records and information management professionals (RIM professionals) to knowledge workers, caused by advancements in information and communication technologies and by user and organizational expectations. The impact of these changes on the implementation of professional records management (RM) principles and guidelines particularly in ISO 15489 is discussed. Design/methodology/approach-The paper looks at the issues from an academic viewpoint by reviewing ISO 15489's RM principles presented in Part 1 and guidelines in Part 2 of the standard. The currency of the standard in capturing the changing practices that are flowing into RM approaches are then evaluated against four of the principles. These four principles are reviewed against three key paradigm shifts. Findings-The authors present evidence of significant paradigm shifts relating to changing technology, work practices, devolution of recordkeeping responsibilities to users, their growing expectations, and increasing organizational concerns for RM accountability. These are generating pressure on RM systems to change and become more responsive. This review highlights the critical need to better appreciate the changing RM context and its implications for broader policy and professional practice. Practical implications-The key practical implication identified in the paper relates to reconceptualisation of the roles of RIM professionals, knowledge workers and senior management for recordkeeping. Social implications-The changing nature of RM in organizations will necessitate stronger engagement of knowledge workers and senior management with their RM services. Originality/value-This paper focuses on the user responsibilities for RM versus traditional RIM professionals having this role. The paper offers an innovative view of professional RM practice and suggests some new directions for RIM professionals to better accommodate user needs and expectations.

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