Browsing OU - Faculty and Staff Publications by Author "Eric Anthony Day"

Now showing items 1-4 of 4

    • Collaborative Training With a More Experienced Partner: Remediating Low Pretraining Self-Efficacy in Complex Skill Acquisition 

      Eric Anthony Day; Paul R. Boatman; Vanessa Kowollik; Jazmine Espejo; Lauren E. McEntire; Rachel E. Sherwin (Human Factors: The Journal of the Human Factors and Ergonomics Society, 2007-12-01)
      Objective: This study examined the effectiveness of collaborative training for individuals with low pretraining self-efficacy versus individuals with high pretraining selfefficacy regarding the acquisition of a complex ...

    • Convergence of Self-Report and Archival Crash Involvement Data: A Two-Year Longitudinal Follow-Up 

      Winfred Arthur; Jr.; Suzanne T. Bell; Bryan D. Edwards; Eric Anthony Day; Travis C. Tubre; Amber H. Tubre (Human Factors: The Journal of the Human Factors and Ergonomics Society, 2005-06-01)
      This study constructively extends Arthur et al. (2001) by assessing the convergence of self-report and archival motor vehicle crash involvement and moving violations data in a 2-year longitudinal follow-up. The relationships ...

    • A Multilevel Approach to Relating Subjective Workload to Performance After Shifts in Task Demand 

      Derek L. Mracek; Matthew L. Arsenault; Eric Anthony Day; Jay H. Hardy III; Robert A. Terry (Human Factors: The Journal of the Human Factors and Ergonomics Society, 2014-12-01)
      Objective: The aim of this laboratory experiment was to demonstrate how taking a longitudinal, multilevel approach can be used to examine the dynamic relationship between subjective workload and performance over a given ...

    • Relating Ability and Personality to the Efficacy and Performance of Dyadic Teams 

      Eric Anthony Day; Bryan D. Edwards; Winfred Arthur; Jr.; Suzanne T. Bell (Proceedings of the Human Factors and Ergonomics Society Annual Meeting, 2003-10-01)
      We examined the extent to which member ability and personality relate to differences in team performance and team efficacy in a task setting that simulated the high degree of role interdependence and human-technology ...