scholarly journals Library Staff are More Motivated to Engage in Professional Development When Encouraged by Library Leadership

2019 ◽  
Vol 14 (1) ◽  
pp. 59-61
Author(s):  
Hilary Bussell
Keyword(s):  
Professional Development ◽  
Knowledge Management ◽  
Academic Libraries ◽  
Academic Library ◽  
Self Esteem ◽  
Professional Skills ◽  
Staff Members ◽  
Library Leadership ◽  
Professional Self ◽  
Library Staff

A Review of: Johannessen, H. T. D. (2018). The need to grow, learn and develop – how does management affect motivation for professional development? LIBER Quarterly, 28(1), 1–16. https://doi.org/10.18352/lq.10238 Abstract Objective – This study explores whether there is a correlation between academic library leaders’ support for professional development and their employees’ professional self-esteem and motivation to participate in professional development. Design – Survey questionnaire. Setting – Academic libraries in Norway. Subjects – 1,637 full time equivalent (FTE) staff. Methods – The theoretical framework for this study is knowledge management. The author defines this as “The creation and subsequent management of an environment which encourages knowledge to be created, shared, learnt, enhanced, and organized for the benefit of the organization and its customers” (Sarrafzadeh, Martin, & Hazeri, 2006, p. 624, quoted on p. 3). An anonymous quantitative survey was made available to staff working in Norwegian academic libraries. The survey included questions about to what extent their leader encourages them to attend conferences, to what extent their leader understands their skills and competencies, personal belief in their own skills and competencies to perform their work tasks, and number of professional development activities they attended in 2015 (including conferences, continuing education seminars, and interdepartmental seminars). Main Results – 626 survey responses were collected, for a 38% response rate. The responses were analyzed using descriptive statistics. Over 50% of all survey respondents reported high satisfaction with their professional skills and competencies. There is a difference when broken down by gender, with 77% of men reporting confidence in their professional skills versus 63% of women. Education level, on the other hand, does not make a difference. The study found a correlation between perception by library staff that their library leader has a “good overview” of their professional skills and staff members’ confidence in their ability to perform their job well. Library staff with leaders who encouraged professional development were more likely to participate in external professional development activities. Participation in internal professional development activities was not affected by library leaders’ encouragement. Conclusion – When library staff are encouraged by library leadership to participate in professional development, they are more likely to do so. Library staff who perceive that their library’s leaders recognize and value their professional skills and competencies have a higher sense of professional self-esteem. Library leaders can use knowledge management to come to a better understanding of the knowledge and skills their staff members already possess, and to encourage communities of practice and the sharing of knowledge in the organization. This recognition can result in employees who are happier and more motivated to learn.

scholarly journals Librarian’s Perception on Marketing of Information Resources and Services in Academic Libraries with Special Reference to Amhara Region, Ethiopia

2018 ◽  
Vol 6 (05) ◽  
Author(s):  
Dr. V. Ramadevi
Keyword(s):  
Information And Communication Technology ◽  
Communication Technology ◽  
Academic Libraries ◽  
Academic Library ◽  
Target Population ◽  
Information Resources ◽  
Library Services ◽  
Staff Members ◽  
Information And Communication ◽  
Library Staff

In the present scenario, information and communication technology plays a very important role. Due to the development of technology, internet has brought out some of the opportunities and challenges which provide the effective way of use the library information resources and services. Users can access the required information online irrespective of visiting the place and collecting the information as like ancient days. To improve some of the problems of information and communication technology resulting in underutilization of academic libraries, effort directed to promoting and creating awareness of library services is very important. Library staff can promote the use of the library through other means such as marketing of library services to its users. The role of academic libraries and information centres is to provide necessary information. The objectives of the study were why libraries should market their information resources and services; ways in which libraries market their information resources and services also impacts of marketing information resources and services in the academic Library. The study target population was 120 which comprised of library staff members. The study sample consisted to twenty members of the target group.

Collaborating Off Campus

2016 ◽  
pp. 245-274
Author(s):  
Adam T. Brisk ◽  
Kim Pittman ◽  
Matt Rosendahl
Keyword(s):  
Professional Development ◽  
Literature Review ◽  
Academic Libraries ◽  
Lake Superior ◽  
Academic Library ◽  
Academic Librarians ◽  
Staff Members ◽  
Professional Development Needs ◽  
Effective Community ◽  
Compare And Contrast

This chapter describes how academic libraries can partner with public, school, and special libraries – despite differences in mission or size – to meet the professional development needs of librarians, support staff, administrators, trustees, and volunteers. Using Lake Superior Libraries Symposium as a model, the chapter will explore methods for initiating and sustaining an effective community of practice. By joining forces with colleagues off campus, academic library staff members can better meet the needs of increasingly technologically sophisticated students and faculty and provide the highest quality service. The chapter will provide a literature review about communities of practice and look at how librarians can establish and nurturing a productive group of library professionals. Additional examples of academic librarians' involvement in regional, homegrown library networks and organizations is included to compare and contrast with LSLS.

scholarly journals Adherence to RUSA’s Guidelines for Virtual Reference Services is Below Expected in Academic Libraries

2010 ◽  
Vol 5 (4) ◽  
pp. 105
Author(s):  
Annie M. Hughes
Keyword(s):  
Academic Libraries ◽  
Staff Member ◽  
Academic Library ◽  
The United States ◽  
Virtual Reference ◽  
Staff Members ◽  
Reference Services ◽  
Chat Reference ◽  
Library Staff ◽  
Chat Reference Services

Objective – To evaluate the quality of academic libraries’ virtual reference services and measure compliance to the Reference & User Services Association’s (RUSA’s) Guidelines for Virtual Reference & User Services. Design – Qualitative research study evaluating virtual reference chat sessions using RUSA’s Guidelines for Virtual Reference & User Services. Setting – Virtual reference environments in public academic libraries in the United States. Subjects – Twenty virtual reference providers from public academic libraries. Methods – Initially researchers selected 1 academic library out of each of the 50 states to evaluate for quality virtual chat reference services, however because of factors including time and availability of virtual chat services to unaffiliated institutions; the sample included only 20 academic libraries. After selecting the 20 academic libraries for evaluation, researchers posed as virtual chat reference patrons using emails and aliases that had no affiliation to any particular institution. Researchers then asked the librarian or library staff a two-part question making sure to leave out any library jargon or anything that would lead the virtual chat reference operator to recognize that they are also affiliated with a library or library school. Using the RUSA Guidelines for Virtual Reference & User Services, researchers then evaluated their virtual chat reference experience for the following: Approachability; Interest; Listening/Inquiring; Searching; Follow-Up; Suggests patron call or visit the library. Main Results – When evaluated for jargon-free websites and overall usability in finding all types of reference services, 80% of the library’s websites were easy to use and jargon free, reflecting overall high usability. Evaluation of library staff’s ability to maintain “word contact” by writing prompts to convey interest in the patron’s question left some room for improvement. Sixty percent of researchers coding their virtual reference experience thought the level of contact was below expected. Information regarding question and answering procedures, question scope, types of answers provided and expected turnaround time for questions was only available in 30% of examined websites. Thirty-five percent of researchers felt that library staff members gathered enough information to answer the question without compromising privacy, however, 25% thought that staff members gathered a very small amount of information on the patron’s need, although privacy never felt compromised. When researchers evaluated the library staff member on their ability to explain how to utilize resources properly, 50% thought the instruction provided was below average. Although 15% believed they received “superior instruction.” Seventy-five percent of the researchers were not asked by a library staff member if the question received an adequate answer, 50% of reference transactions library staff did not consult a librarian or expert, and in 55% of transactions the staff member did not suggest that the patron visit or call the library. Conclusion – While the researchers received some valuable information about the need to improve virtual reference services in academic libraries, there were some flaws in their research. The question they developed was almost too clear and made it difficult for the individual answering the chat reference to adequately perform a reference interview or ask probing questions. It is possible that because researchers carefully planned out their question they set themselves up to create an interaction that would not normally occur in a virtual chat reference environment. Also, because researchers were unable to evaluate what was occurring in the environment surrounding the virtual chat reference providers it was impossible to make a judgment on the speed or length of the interaction. The researchers did come away from the study with results that point to a need to utilize the RUSA guidelines in order to conduct effective reference interviews, maintain appropriate contact with the user when engaging in chat reference, provide instruction and point patrons to quality resources as well as consult an expert on the topic if needed. They surmised that if libraries utilized these guidelines, virtual chat reference services would be improved.

scholarly journals Knowledge management in practice in academic libraries

IFLA Journal ◽  
2019 ◽  
Vol 46 (1) ◽  
pp. 25-33 ◽  
Author(s):  
Sandra Shropshire ◽  
Jenny Lynne Semenza ◽  
Regina Koury
Keyword(s):  
Higher Education ◽  
Knowledge Management ◽  
Academic Libraries ◽  
Management Practices ◽  
Academic Library ◽  
Basic Knowledge ◽  
Technological Innovations ◽  
Knowledge Management Practices ◽  
Ways Of Thinking ◽  
Institutional Initiatives

Developments in higher education present disruptions in the normal operations of an academic library. Shrinking budgets, technological innovations, and changes in staffing each cause organizations to question traditional mores and can motivate managers to utilize new ways of thinking to manage workflow and to address evolving institutional initiatives. Knowledge management has emerged as one such way of thinking about management challenges. The authors present basic knowledge management principles, and identify and analyse knowledge management practices at two academic libraries.

Continuing education and professional development of library staff involved with makerspaces

2019 ◽  
Vol 37 (4) ◽  
pp. 866-882 ◽  
Author(s):  
Jennifer Horton
Keyword(s):  
Professional Development ◽  
Continuing Education ◽  
Design Methodology ◽  
Training Methods ◽  
Content Type ◽  
Staff Members ◽  
Survey Results ◽  
Job Title ◽  
Library Staff ◽  
Question Survey

Purpose This paper reports the results of a survey of library staff members working with a library makerspace or with makerspace-related technologies. The purpose of this paper is to identify who is working with library makerspaces, what methods of training they have used, what training methods they prefer, and what topics they would like to see included in professional development and continuing education. Design/methodology/approach A 17-question survey was posted to two library makerspace-related listservs for two weeks. Findings The survey results found a varied array of job title of individuals working with library makerspaces. It also identified the preferred training methods, as well as the varied topics requested for professional development, showing a large need for a makerspace training in library staff. Originality/value This is the first study conducted about the preferred methods and topics of professional development and continuing education of library staff members working with makerspaces or makerspace-related technologies.

Estimation of the knowledge management model for performance measurement in university libraries

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Muhammad Rafi ◽  
Zheng Jian Ming ◽  
Khurshid Ahmad
Keyword(s):  
Knowledge Management ◽  
Performance Evaluation ◽  
Academic Libraries ◽  
Structural Equation ◽  
Academic Library ◽  
Academic Community ◽  
Assessment Model ◽  
Management Model ◽  
Library Services ◽  
Content Type

PurposeThe study aims to expand the literature on evaluating the performance of professionals and academic libraries, rationalizing management and providing reliable services to the academic community. The performance assessment model covers the four components (management competence, professional experience, financial add/projects and library services) in the context of the knowledge management model.Design/methodology/approachBased on quantitative data, the study defines a set of assumptions for testing the four components of performance evaluation within a knowledge management framework to develop appropriate and robust models for improving employee performance and library services. The structural equation model has been applied to sample data from 339 administrative librarians at 190 universities in Pakistan.FindingsStatistical evidence confirms that the applicability of the proposed performance-based model enhances management competence, makes accurate decisions, develops professional skills and strengthens human resource organization and knowledge management techniques in developing the efficiency of academic libraries.Practical implicationsIn the long term, academic leaders and policymakers value investment in the professional development of top library management as they participate in the decision-making process. Organizing training for service employees, supporting innovative research projects and providing library technology infrastructures ultimately improve academic performance and research when integrated into the knowledge management model.Originality/valueSo far, comprehensive literature on performance and knowledge management has been published separately. However, based on the key data collected by senior library administrators using the structured research questionnaire, the comprehensive performance evaluation research based on a knowledge management model is innovative to improve academic library services and close the literature gap.

scholarly journals Maintaining digital collections with declining resources, fewer staff

2018 ◽  
Vol 34 (2) ◽  
pp. 91-100
Author(s):  
Wendy Walker ◽  
Teressa Keenan
Keyword(s):  
Academic Libraries ◽  
Design Methodology ◽  
Academic Library ◽  
Digital Collections ◽  
Content Type ◽  
Staff Members ◽  
The Face ◽  
Continue Work ◽  
Practical Implications ◽  
New Time

Purpose The purpose of this paper is to describe methods for restructuring workflows and efficiently using staff members and volunteers to continue work on multiple, simultaneous digital collections as budgets and resources decline. Design/methodology/approach This paper describes one library’s varied approaches to several digital collections supported by literature or volunteers in libraries. Findings In the face of continually declining resources and new, time-sensitive priorities and compliance responsibilities, librarians can continue to maintain digital collections by modifying workflows, using the services of volunteers and communicating strategically. Practical implications This paper is relevant to librarians, archivists and others who are looking for ways to justify and capitalize on the use of unconventional personnel in digital collections programs. Originality/value This paper presents a case of the successful use of volunteers to accomplish digital collections-related tasks in an academic library and provides a communication-based strategy for addressing some of the challenges related to volunteers in academic libraries.

Online Learning, Innovation and Knowledge Management

2000 ◽  
Vol 14 (5) ◽  
pp. 327-339
Author(s):  
Ian Roffe
Keyword(s):  
Professional Development ◽  
Knowledge Management ◽  
Online Learning ◽  
Personal Development ◽  
Development Planning ◽  
Educational Institutions ◽  
Staff Appraisal ◽  
Curriculum Vitae ◽  
Optimum Response ◽  
Professional Self

Online learning, innovation and knowledge management are examined as emerging tools for both enterprises and educational organizations. The value of developing intellectual capital is highlighted, as are the conceptual and practical issues for developing expertise. The author argues that educational institutions have certain inherent advantages and some disadvantages for the professional development of their employees, and that the optimum response lies in the integration of well tested techniques: self-profiling, personal development planning, the development of an individual curriculum vitae and systematic staff appraisal. To secure support for development, it is suggested that the focus for professional self-development should be on building competencies that are aligned with the institutional or industrial need, since this will bring the organization key benefits such as more students, improved quality, greater financial contributions, etc. In those circumstances in which support is not achievable, the opportunities offered by access to the Internet mean that professional development can continue through online learning and electronic networking.

Staffing the Transition to the Virtual Academic Library

2011 ◽  
pp. 180-193
Author(s):  
Todd Chavez
Keyword(s):  
Academic Libraries ◽  
Academic Library ◽  
Academic Research ◽  
Research Library ◽  
Virtual Library ◽  
Online Services ◽  
Computing Technologies ◽  
Library Staff ◽  
The Way

Change brought about by innovations in computing technologies has fundamentally altered the nature of work in academic libraries. In his description of the term informatica electronica, Gilbert (1998) suggests that despite the way technology is changing how library staff do their work, it should not change the emphases on traditional services to patrons, such as accessing and retrieving information. This chapter also focuses on human changes that accompany the migration from print to electronic collections, from traditional to online services, and from the academic research library of a decade ago to the virtual library of today and tomorrow.

Library makerspaces in China: A comparison of public, academic, and school libraries

2020 ◽  
Vol 52 (4) ◽  
pp. 1209-1223 ◽  
Author(s):  
Fenfang Cao ◽  
Shuheng Wu ◽  
Besiki Stvilia
Keyword(s):  
Academic Libraries ◽  
School Library ◽  
Public Library ◽  
Physical Space ◽  
School Libraries ◽  
Teaching Staff ◽  
Staff Members ◽  
Library Staff ◽  
Type Data ◽  
Physical Spaces

This exploratory study identified and compared the organization, services, challenges of and motivations for makerspaces in public, academic, and school libraries in China. Although there is a significant body of literature on makerspaces in libraries, this study is one of the first ones that provides a comparison of library makerspace organization and operation by library type. Data was collected using paper and online surveys from 158 librarians. Supporting learning was the most frequently identified motivation for establishing a makerspace by all three categories of librarians. While makerspaces in academic libraries were mostly operated by library staff, school libraries more evenly relied on teaching staff, volunteers, library staff members, and paid instructors to operate their makerspaces. Makerspaces in public and academic libraries were funded mostly from the libraries’ budget, while school libraries were funded more by other units on the campus and institutional or individual investments. The most frequently selected technologies were 3D printing and modeling technologies, and makerspaces in academic libraries were better equipped than makerspaces in the other two types of libraries. Group study rooms and learning commons centers were the most frequently occurring physical spaces in academic and public library makerspaces. School library makerspaces differentiated themselves by offering wooden crafts centers more often than other library makerspaces. While participants selecting budget limitation and inadequate equipment as barriers to implementing makerspaces was not surprising, public and academic librarians also often cited the lack of professional instructors. Based on the findings, several suggestions were offered to the practice of planning and operating a makerspace in libraries such as bringing together internal and external funding to support makerspaces, consolidating the required physical space of makerspaces and the existing space arrangement of libraries, and developing additional training programs to address the problem of a lack of professional instructors.

Sign in / Sign up

Export Citation Format

Share Document