Structures, Efficiency and Motivation Among Librarians

Thapisa, A.P.N.

doi:10.1108/01435129310043888

Cited by 7 publications

(6 citation statements)

References 8 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…However, human resources management in libraries should not end after the recruitment, selection and retention of employees. Management work should extend to the development of human potential which includes, among other things, technical and professional training and retraining, participation in professional meetings and conferences, participation in decision making processes, utilising talents, performance enhancement, team work, counselling and discipline (Thapisa, 1993). Thus, Sullivan (1991) advocated a new paradigm of leadership that calls for leaders to question whether the current structures facilitate or hinder effective performance, promote timely decisions or procrastination, facilitate a healthy working environment in which staff are highly motivated and committed, or one that demotivates them.…”

Section: Literature Reviewmentioning

confidence: 99%

Bio‐factor analysis of library productivity

Thapisa

Jain

2000

Library Management

Self Cite

View full text Add to dashboard Cite

The question of low productivity in Botswana is a cause of concern and a study has been carried out into perceptions about productivity in a sample of academic and public librarians. The main barriers to productivity were a lack of: job satisfaction, technological facilities and employee empowerment, together with poor management, working environment, relationship among staff, and inefficient use of human and material resources. The authors suggest that a serious culture change is required which would involve modifying both management and employees attitudes towards work, behaviour and commitment.

show abstract

Section: Literature Reviewmentioning

confidence: 99%

Bio‐factor analysis of library productivity

Thapisa

Jain

2000

Library Management

Self Cite

View full text Add to dashboard Cite

show abstract

“…The results showed that the library paraprofessional staff was satisfied with the internal working environment of the library, supervision and working with coworkers. Thapisa (1993) conducted a survey on support staff working in British libraries. However, no any scale of measuring job satisfaction like JSS and JDI was used for this research.…”

Section: Literature Reviewmentioning

confidence: 99%

Exploring the factors affecting job satisfaction of paraprofessional staff working in University Libraries of Pakistan

Hussain

Soroya

2017

View full text Add to dashboard Cite

Purpose This paper aims to explore the factors affecting the job satisfaction level of paraprofessional staff working in Higher Education Commission (HEC)-recognized public and private sector university libraries. Design/methodology/approach The study was quantitative in nature, and survey research method was used. The population of the study was paraprofessionals working in HEC-recognized public and private university central libraries of Lahore. Convenient sampling was used, and five respondents were selected from each university. Data were collected through a structured questionnaire using a pre-developed scale job satisfaction survey by Spector (1985). Findings The study reported that respondents were not dissatisfied with their jobs, and still they were standing between “Neutral” and “agree” with all statements of job satisfaction. The nature of job was identified as the most satisfied facet of job satisfaction. It was also observed that a significant difference of job satisfaction was found among respondents having different salary packages. The group with the highest salary was more satisfied than others. Job security proved the factor affecting job satisfaction, as there was significant difference of job satisfaction between permanent and contract-based employees. Permanent nature of job was a reason of satisfaction for the respondents. However, it is interesting that job satisfaction level of public and private sector paraprofessionals did not differ. Research limitations/implications Findings of the study clarify that the universities are required to redesign their job recruitment policies and to revise pay scales of paraprofessionals. Most importantly, a gap in communication was also found within organizations which could affect the level of job satisfaction among paraprofessionals. Universities should pay attention to maintain the two-way communication flow from top level management to lower level. Originality/value This is probably first study reported from Pakistan on the subject. The findings of the study will help universities to redesign their job recruitment policies and to revise pay scales of paraprofessionals. Most importantly, the findings suggest that universities should pay attention to maintain the two-way communication flow from top level management to lower level.

show abstract

“…The first step towards effective management of change in libraries is the acknowledgement and understanding of the human element in organisations. This is emphasised by Thapisa (1993) who suggests that "structures, by themselves, are neither efficient nor able to create effective organizations. It is people who achieve this, and it is they who should be more efficient and effective."…”

Section: Management and Changementioning

confidence: 99%

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

Farley

Broady-Preston

Hayward³

1998

Library Management

View full text Add to dashboard Cite

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

show abstract

Structures, Efficiency and Motivation Among Librarians

Cited by 7 publications

References 8 publications

Bio‐factor analysis of library productivity

Bio‐factor analysis of library productivity

Exploring the factors affecting job satisfaction of paraprofessional staff working in University Libraries of Pakistan

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

Contact Info

Product

Resources

About