A Comparison of Prerequisite and Post-requisite Microlearning Approaches with Traditional Training for Developing Professional Competence in Human Resources

Document Type : Research Paper

Authors

1 M.A., Department of Educational Sciences, Faculty of Humanities, Tarbiat Modares University, Tehran, Iran.

2 Assistant Professor, Faculty of Industrial Engineering and Systems, Department of Marketing and E-Commerce, Tarbiat Modares University, Tehran, Iran.

Abstract

The microlearning approach is increasingly adopted in organizational training because it delivers educational content in concise and easily digestible segments. This approach is widely viewed as both engaging and effective. However, empirical evidence regarding its effectiveness remains limited, particularly when microlearning is a prerequisite or a post-requisite to conventional training courses. To address this gap, the present study evaluated the effectiveness of prerequisite and post-requisite microlearning formats compared to traditional training methods in enhancing employees’ professional competencies. This study employed a quasi-experimental post-test design with a control group. The target population comprised employees of a state-owned bank in Tehran Province. From this population, 90 individuals were selected through convenience sampling and randomly assigned to three groups: a prerequisite microlearning group (experimental), a post-requisite microlearning group (experimental), and a traditional training group (control). All groups received a training course titled Problem-Solving in the Banking Industry. For the experimental groups, the course was delivered using a blended approach that combined microlearning with face-to-face instruction. In contrast, the control group received the training exclusively through face-to-face sessions. Data collection and analysis were conducted over three weeks using the Kirkpatrick Evaluation Model. The findings revealed that the experimental groups reported significantly higher levels of reaction (p = 0.017) and learning (p = 0.001) compared to the control group. However, no significant difference in behavioral change was observed among the groups (p = 0.115). These results suggest that while microlearning can enhance learner reactions and learning outcomes, it may not be sufficient to drive behavioral change in the workplace.

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References

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Journal of Information Technology Management
Volume 17, Issue 3
2025
Pages 1-17

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