Staff Development and Continuing Professional Education: Policy and Practice in Australian Academic and Research Libraries

Pursuing CPD in the Caribbean: Individual quest versus organizational goal

“…Supported by Smith's (2002) findings, one may infer that respondents, who report that their organizations have a CPD policy, may be aware of some active commitment to their development by the organization. However, respondents who say 'no' may be suggesting that their organizations have not demonstrated a commitment to staff development.…”

“…In Table 2, the same number of respondents (42 percent) indicated that their organizations either had or did not have a policy for CPD. Smith's (2002) interpretation of the multiple functions of a formal staff development policy is as follows: (1) it formalizes and actively states organizational commitment to staff development; (2) it gives clear guidelines to staff on the terms and conditions of that support; and (3) it sets out the obligations of staff who are recipients of such support.…”

“…Hypothesis 1 Luzeckyj (2002) recommended that competent, efficient, effective and fulfilled people should staff libraries and that both employers and employees must be held accountable for ensuring this. For libraries, having a staff development policy was a statement of the organization's commitment to a mutual arrangement for individual and organizational development (Smith, 2002). The employer should accept responsibility for the evolution of such a policy, making sure that it would be implemented (Adomi and Nwalo, 2003).…”

“…Several researchers advocated formality in the management of CPD; among them were Jones and Robinson (1997) as well as Smith (2002). The latter concluded that the transition to better planned and coordinated staff development programmes in academic and research libraries in Australia had strengthened the staff, organizations and sectors concerned.…”

Staff Development and Training on Turnover Pattern and Retention in Academic Libraries of Ethiopian Universities

“…Neal (1984; related staff development to management of change, which could be categorized as making people feel valued in the job they do, enabling them to do this job well so that they receive the positive feedback essential for job satisfaction and for motivation, helping them to anticipate and prepare for changes in their work, encouraging them to derive excitement and satisfaction from their evolvement in change and making them feel willing and competent to contribute constructively to the development of the organization. While Gray (1986) supported the concept of staff development in his survey, which led him to describe it as "… an idea whose time has come" but Smith (2001) showed that staff development in Australian academic and research libraries was in a strong and healthy state. Gojeh,Ayde & Fantahun 9 The libraries in these sectors demonstrated a commitment to staff development that was strategically focused and had a strong emphasis on linking individual and organizational goals.…”