Academic libraries, people and change: a case study of the 1990s

Abstract

The effective management of change is a crucial issue for academic libraries in the 1990s and beyond, as change is impinging on every aspect of their work. Through a consideration of aspects of organisational theory, changes in academic libraries, and human resource management, this paper demonstrates the pressing need for attention to change and its effect on people, in an organisational setting. A case study is used to illuminate a literature review, and to ground the conclusions of the study in the experiences of staff in an academic library in a time of change. The structure of an organisation and the people within it are identified as the two primary concerns which should be central to any strategy to manage change. The structure should be flexible and organic to allow for innovation and creativity. Additionally, human resource management should aim to minimise the negative impact of change by responding to the needs of staff through communication and information sharing, staff involvement, training and development, and job design.Peer reviewe

Job Satisfaction in a South African Academic Library in Transition

“…The relatively high number (64%) who feel that their job gives a sense of personal accomplishment suggests that the low morale might emanate from a sense of not being recognised or valued rather than the work itself. Thus, 54% (15) feel that the value of their work is not recognised by management; only 35% (11) feel that management cares about staff; and only 22% (7) claim to get feedback on how they do their work. Of concern is the low number of respondents (32%) who believe that library management is in touch with internal issueswhatever they might be.…”

“…A case study of the impact of change on staff in a university library in the UK in the late 1990s concludes that the negative impact of change can be minimised through "communication and information sharing, staff involvement, training and development, and job design." 16 These words underlie the investigation described in this article.…”

“…The success of such initiatives depends on the receptivity of library staff to change. 2,3 Over the years there has been anecdotal evidence of low morale within the library and there has been a spate of resignations in the past two years. The high staff turnover is identified in the Director's strategic plan as "a risk factor for the library's sustainability and service delivery."…”

“…13 There is comment in the international literature that not enough attention has been paid to the impact of these various changes on library staff. 14,15 Negotiating these challenges requires flexibility, confidence and positive attitudes. A case study of the impact of change on staff in a university library in the UK in the late 1990s concludes that the negative impact of change can be minimised through "communication and information sharing, staff involvement, training and development, and job design."…”

The contemporary library and information services manager

“…Negotiation and collaboration are also key managerial skills in this environment. Although the thesis of Farley et al (1998), focuses on academic libraries, some of their findings are common to all facets of librarianship. One such disclosure is that the increased cost of journals and books 'has fuelled the "access" versus "holding" debate' (Farley et al, 1998: 240).…”