Professional Staff Training in the Academic Library - Essay Example

EVALUATION THE OUTLINE The topic the researcher has chosen is “The Evaluation of Professional Staff Training in the Academic Library.” At a glance, it seems to be related to Information Studies, however, one will notice the topic is a combination of three fields. The first field is Information Studies since the focus of the study is centered on professional staffs in an academic library. The second field is Industrial/Organizational Psychology for the reason that it will be evaluating the training given to the staffs of the library whether it is effective or not. And the last is Management because it is technically the management that designs training programs used by the employees. As such is its scope, the basic questions this study intends to address are: 1. What makes a training program effective? 2. How can training programs be further develop to suit the particular needs of the staffs in an academic libraries? THE STARTEGY For this study, the researcher will be relying heavily to books, academic journals, and electronic sources. The most possible bibliographic tools that the researcher will need in the conduct of the literature research are the title, the author, the date of publication, the place of publication and abstract or summary of the book or article if there is one. At the same time, the researcher believes that the footnotes or end notes or in-text citation used in the books or articles will be a lot of help in search for topics pertinent to the study. In terms of the date of publication, the researcher thinks that it will survey woks for the thirty or forty years for the purpose looking at theories that are considered landmark in the field of our concern which were predominantly developed within this period. Although the researcher knows that coverage spans for a few decades whereas there are many contemporary developments the area, still the researcher thinks that understanding the landmark theories is pivotal in the understanding of the current trends in our field of studies. The possible constraints that the researcher may encounter in the literature search are first how will he be able to delimit the number of his references in the midst of numerous sources and references that he may find relevant to the study. This is an important concern since it is of equal gravity with research being conducted with very few available sources. And lastly, the concern with sources that seems to be weaving from one filed to another without clearly delineating the boundaries. REFERENCES Arvey, R.D., & Campion,m J. E. (1982). The employee interview: A summary and review of recent research . Personnel Psychology, 35, 281-322. Campbell, J. P. (1988). Training design for performance improvement. In J.P. Campbell & R. J. Campbell (Eds), Productivity in organizations. SanFrancisco: Jossey- Bass. Carr, R. (2006). What Users Want: An Academic 'Hybrid' Library. Ariadne, February 2006, 46. www.ariadne.ac.uk. Accessed on November 2, 2006. Chaffee, E. E. (1985). Three models of Strategy. Academy of management Review, 10, 1, 89-98. Coil, A. (1984). Job matching brings out the best in employees. Personnel Selection, January 1984, 54-60. Dahl, R.A. (1957). The concept of power. Behavioural Science, 2, 201-215. Fleishman, E. A., & Mumford, M. D. (1991). Evaluating classifications of job behaviour : A construct of the ability requirement scales, Personnel Psychology, 44, 523- 573. Ferguson, K. E. (1994). On bringing more theory, more voices, and more politics to the study of organisation. Organisation, 1, 81-99. Graves, J. P. (1982). Let’s put appraisal back in performance appraisal: Part I. Personnel Journal, November 1982, 844-849. __________. (1983). Let’s put appraisal back in performance appraisal: Part II. Personnel Journal, December 1983, 918-923. Guion, R. M. & Gibson, W. M. (1988). Personnel selection and placement. Annual Review of Psychology,39, 349-374. Hackman, J.R., & Oldham, G. R. (1975). Development of the job diagnostic survey. Journal of Applied Psychology, April 1975, 159-170. Hatch, M. J. (1997). Organisation theory: Modern symbolic and post modern Perspectives. New York: Oxford University Press. Hodgetts, R. M. (1990) Modern human relations at work 4th Edition. Chicago: The Dryden Press. Johansson, H., & McArthur, D. (1988). Rediscovering the fundamentals of quality. Management Review, January 1988. 37- 45. Locke, E. A. (1978). The ubiquity of the technique of goal setting in theories of and Approaches to employee motivation. Academy of Management Review,3, 594- 601. Locke, E. A. & Latham, G. P. (1984). Goal setting: A motivational technique that works. Englewood Cliffs, NJ: Prentice-Hall. Palmer, A., & Hartley, B. (2002). The business environment 4th Edition. London: The McGraw-Hill. Reed, D. J. (1983). One approach to employee assistance. Personnel Journal, August 1983, 648-657. Riggio, R. E. (1990). Introduction to industrial/organizational psychology. Glenview, IL: Scott, Foresman. Schmidt, F. L., Ones, D. S., & Hunter, J. E. ( 1992). Personnel selection. Annual Review of Psychology, 43, 627-670. Schmitt, N. & Robertson, I. ( 1990). Personnel selection. Annual Review of Psychology, 41, 289-319. Smith, P.C. (1976). Behaviour, results and organizational effectiveness: The problem of criteria. In M. D. Dunnett (Ed), Handbook of industrial and organizational psychology. Skokie, IL: Rand McNally. Tannenbaum, R., & Yukl, G. (1992). Training and development in work organizations. Annual Review of Psychology, 43, 399-441. Thornton, G. C., III, & Cleveland, J. N. (1990). Developing managerial talent through simulation. American Psychologist, 45, 190-199. Zedeck, S. (1987). The science and practise of industrial and organizational psychology. College Park, MD: Society for Industrial and Organizational Psychology. Zedeck, S. & Cascio, W. F. (1984). Psychological issues in personnel decisions. Annual Review of Psychology, 35, 461-518. THE FOUR REFERENCES The Ubiquity of the Techniques of Goal Setting in Theories of and Approaches to Employee Motivation by Edwin A. Locke, Academy of Management Review, July 1978, pp 594-601. The article of Locke (1978) speaks of the fundamental error of scholars and managers alike in assigning goal setting as the fundamental mover for employees in participating in the fulfilment of the objective of the organisation. And I quote “the concept of goal is not the most fundamental motivational concept; it does not provide an ultimate explanation of human action.” (p 599) By negating the primordial importance given to goal setting as the primary motivational factor of employees, Locke (1978) proposes an alternative which is more basic than goal setting and that is “the concept of need and value.”(p 599) The methodology employed by the author in his article is historical research. This article is important for the study on the supposition that Locke is technically deconstructing the common apprehension and understanding of man as he interacts with other men in a formal set-up like an organisation. The knowledge that this gives will help the research to redirect the focus of training from the assumption that human acts are purposive due to goals towards appreciation of man’s purposiveness on the basis of satisfaction of needs and values. Although it will be easy to agree with Locke’s claims but the thing is I believe he missed the point of the possibility of needs and values being made as the goal itself instead of some external gains which are technically out of reach in the context of an organisation. In choosing historical research as his methodology, Locke was able to highlight the limitations of the concept of goal setting and the error of scholars who are supporters of the idea. And he is able to present this notion together with his alternative position in a coherent and logic manner. Likewise, by using a number of works by notable scholars on the subject, he was able to present his propositions in a very scholarly manner. In the end, though it seems easy to ascend to Locke’s claim, one will still get the idea that Locke is not really offering an epistemological distinction between goal setting and need and values but what he is proposing is a semantic distinction. Three Models of Strategy by Ellen Earle Chaffee, Academy of Management Review, 1985, Vol 10, No.!, 89-96. The article of Chaffee, she claims that the concept of strategy is one those rare concepts whose application is uncontested. As such, in the paper she intends to look into the query that despite the seeming agreement among scholars regarding the use of the term strategy there are reasons why it appears that strategy seems to defy definitive definition and those are “first, strategy is multidimensional. Second, strategy must be situational…and will vary by industry…strategy suffers from a more fundamental problem…the term strategy refers to three distinguishable mental models rather than the single model that most discussions assume.” (Chaffee 1985, p 89) The methodology that she used for the research is historical- research. The relevance of the paper in the study lies on the Chaffee’s analysis and presentation of the different interpretations of strategy and how those interpretations have been basically apprehended using certain models. This notion present to the researcher the idea that as we try to come up with the design of the appropriate training program, what needs to be considered is the appropriateness of the kind of strategy to be employed. It should match the kind of organisational set-up where it will be applied. The wide range of text that was used by Chaffee for the research gives more credence and weight to her claims. The systematic presentation affords the reader an easy understanding of what Chaffee was trying to raise. However, one thing that was noticeable in the entire article was the seeming similarity of her classification of strategy to Boulding’s hierarchical framework which she her self (implicitly) recognised. Moreover, if there is a salient agreement as to how the term strategy is to be used, can it be really claimed that it is, as of the moment, undefined? This is being pointed out on the premise that perhaps we are trying to complicate matters when in fact things are as simple as they appear. And that the difference lies not on the theoretical understanding of the term but rather on its application which may vary from one institution to another. Modern Human Relations at Work 4th Edition by Richard M. Hodgetts, Chicago: The Dryden Press, 1990. The books is intends to present the dynamic human relations that has permeated the organisational structure since its recognised importance during the 1950’s. It has shown the possibility of laying down basic principles of human relations and organisations in such way that neophytes in the field will not be having a hard time in understanding the concepts. And at the same time one is kept abreast with the current trends, discussions and discussions of the field. This book is of significant importance since it brings the concept of human relation closer to those willing minds. The author used historical-research, quantitative and qualitative analysis, and case studies. This book is important for the research since it opens to the researcher the basic principles needed to understand in order to appreciate the dynamics and interaction within an organisation. At the same time it focuses on the important theme of human relations, which is of primary importance in the analysis and comprehension of contemporary organisation. The book has very comprehensive sources allowing the reader to choose from among scholarly woks if one intends to pursue further reading on the subject matter. The book is technically descriptive and expository and very little explanations are given to graphs and tables, which are found in the book. Although he has cautioned the reader that the book is intended for novices in the field of human relations still it would have been better if some in depth discussions are included and given to some data that are important. But despite of that factor, the book is still highly useful and valuable to those who are stating in human relations because the author has incorporated in the text self-examination exercises, experiential exercises and cases that clearly presents the topic being discussed. In the end, the book is commendable in its efforts in bridging the gap between the theoretical apprehension of human relations and its practical application. Organisation Theory: Modern Symbolic and Post Modern Perspectives by Mary Jo Hatch, New York: Oxford University Press, 1997. The book of Mary Jo Hatch is one the best books in organisation theory for it basically pulls down to earth the abstract and very difficult to understand concepts that underlie organisations. The aim of the book is really to enable and develop among its readers’ appreciation of the theories behind organisation. The main objective of the book is to present various organisational structures and then interpret it using certain paradigms, which are basically the classifications of the theoretical movements in the field of management. The methodology that she employed in the entire text is historical method but what make it a little different is the in depth analysis that she has given on each discussion, on each chapters of the book. I find it hard the book hard to criticise on the basis that book is well written, well-organised, comprehensive, coherent, very logical, consistent in its application of concepts and engaging. Although author claims that she has taken the initiative t5o make the text an easy reading for those who will be using it, I still believe that the text is not an easy reading. Perhaps its not the style or manner of writing but the subject matter itself that makes the book a little bit difficult to comprehends. This book is germane in the conduct of the study for it will basically help the research apprehend the organisational framework of the academic libraries that will be used in the research thereby giving the researcher the appropriate background as s/he adopts the proper strategy for the creation and design of the suitable training program. The book goes beyond description and exposition of principles. What offers is an analysis of the structures, frameworks of organisation using certain adhered to principles. The book opens to the reader the dynamism of oraganisational structures even we often perceived it to difficult and burdensome. RESEARCH PROPOSAL THE EVALUATION OF PROFESSIONAL STAFF TRAINING IN ACADEMIC LIBRARY INTRODUCTION The fast phase changes that the human world is undergoing have created a world that is no longer marked and bounded by physical boundaries. Rather, it has created a world that is seen and appreciated as a single village in the midst of pluralistic societies. In the face of this truism, not only human beings are reshaped and challenged to continuously find and create their niche. Organisations itself, whether public or private, have been dared to respond to the demands of the time. And it does. By shifting its style of management from autocratic to democratic, from fordism to lean management, from hierarchy to groups and from one-man-decision to group effort, teamwork, organisations have embarked on a paradigm shift that has completely changed its face for the past fifty years. In light of this, workers, for their part, have sagaciously and tenaciously look for means on how they can keep themselves abreast with developments. And one of their keys is evaluation. Our topic, “The Evaluation of Professional Staff Training in the Academic Library” presents to us the notion that academic libraries just like any other contemporary and modern organisations have come up with means and ways on how it can help its employees further harnessed their skills, abilities, craft and knowledge. So, that they will be able to perform their jobs in the most efficient manner at the least possible costs and time. And this is achieved via participation on training programs that are being conducted by the institution itself. The trainings that are being offered to professional staffs by the institutions is the means by which the organisation will be able to address certain problems while at the same time helping its employees keep in touch with the current developments in their respective field of expertise. Being such, what this study intends to do is too look into the effectiveness or non-effectiveness of the actual training programs given to the professional staffs of the academic library itself. This particular topic is very interesting since it moves away from hard bodies. In fact, it will attempt to use the testimonies, opinions, feedback of the employees themselves as one of the possible gauge to be used in order to analyse the very tools that they (the managers) utilise in order to further enhance the skills and abilities of their employees – the training program. Being such, in this particular study the situation is reversed. For normally what they evaluate are individual persons in the organisation. But in this research, we will evaluate that which is used to evaluate the employees and managers themselves – the training. GOAL In this study, we intend to know and understand the extent of effectiveness or non- effectiveness of the training programs that professional staffs in academic libraries undergo. This is undertaken on the supposition that Knowledge gain out of this study will help the researcher to point out the factors in the training that are deemed to be the essential contributing points in the development, and growth of the professional staffs of the academic libraries. At the same time, the research may afford us the chance of raising possible shortcomings, lapses of the current program that needs to be addressed in order to come up with a more holistic training program. Thus, further enhancing the current training design. More over, whatever knowledge that may be derived out from this study may also be utilised for the creation of a new training program by taking into consideration the notion that the training model should be able to generate not only staff development but also should enable the managers to come up with a common language in the setting of parameters of what is excellence . the idea that the training model is more dynamic and responsive to the current needs and values of the participants the ideation that training develops among and between the staffs and managers a common vision for the growth of the organisation And lastly, this study intends to show that the tools which are being employed for harnessing the potentials, skills, abilities and knowledge of the employees are itself not sacrosanct and are continuously in need of revisions and changes as it is being adopted to current trends. METHODOLOGY The methodology that will be used and employed in conducting this study is a combination of historical research and quantitative research. The combination of these two methods are chosen on the basis of the belief that the information that may be obtained out of historical research will be able to give the researcher a clearer perspective of the extent of scholarly discussions that experts in the field have already achieved. And at the same time, through historical research, the study seeks to uncover and hopefully expose the current limitations of existing programs. Likewise, the researcher believes that it is solely through historical research that we will be able to determine and understand the historical developments on the subject of evaluation and training vis-a –vis the fields of management, industrial/organisational psychology and information studies. This is deemed important based on the assumption that such knowledge will give the researcher a clearer perspective of what the study is. At the same time the quantitative analysis is opted as part of the methodology of the research in order to empirically support and verify the merits and (perhaps) the possible flaws and defects of the training. Likewise, data that will be gathered will be utilised as an important factor in the creation of a new training program. The research methodology will be undertaken via library research, surfing web resources and preparation of the possible questions that will be included in the questionnaire. In the library research books, monographs, theses, dissertations, journals and articles that are related to the topic will be studied as possible primary and secondary sources for the study. At the same time, the researcher recognises the wealth of information that can be attained using the Internet. As such, the inclusion of electronic resources is considered as an integral part of the research. For the questionnaires, questions that may be included are part of the consolidations of information derived from library research, Internet and lectures. Caution is being undertaken in the formulation of the questionnaire since the researcher wants to ensure the coherence, connection, consistency, order, logic and suitability of the questions to the problem that is to be addressed by this study. GATHERING OF DATA The moment that the researcher has judged that sufficient information have already been acquired (although this does not mean nor imply that the actual library research and Internet surfing is already finished) out of the research work performed in the library. And also when enough data have been collected using electronic sources, the researcher will already start formulating and finalising the questions that are to be included in the questionnaire. Ones the questionnaire is drafted and then finalised, it will be distributed among the workers of two to three libraries who are virtually using the same training program or are adopting training programs which are similar but not necessarily the same. The researcher thinks that it is important in the gathering of empirical data that one should not be limited to one library only. For the reason that the researcher believes that there is a greater chance of knowing the similarity or dissimilarity of the effectiveness or non-effectiveness of the program if the sample is not only within one institution but also between two or three institutions. This method will allow us to see whether the training really achieves it goal of “staff development “ despite some differences in environment and management styles among the three different academic library institutions. RANGE AND SIZE For the historical research, the researcher believes that range of materials covered for the topic should be as broad as possible-covering books, articles, academic journals, electronic journals, monographs, serials, theses and dissertations. While for the data gathering the following considerations will be observed: The questionnaire will be distributed between two to three academic libraries, which are using or have used a common or similar training program. For each department, three to five personnel will be chosen to answer the questionnaire. But in case the department is made up of a large number of employees then there is a probability of increasing the number of persons that will answer the questionnaire. But on the other hand, if the number of personnel in a particular department is too small all employees in that particular department shall be given the questionnaire. In choosing the persons that will answer the questionnaire the following factors will be of vital consideration: age, sex, social status, religion, belief, position in the institution, gender, tenure or length of service in the library, educational attainment, family background, credentials, and other similar personal information that the subject may wish to divulge. The researcher is expecting around one hundred to one hundred fifty samples for this study. Although there is a possibility of going over the actual number depending upon the number of employees in the chosen academic library. ANALYSIS For the analysis of the data, a statistical package will be used – SPSS and SWOT. And together with the theories that are gained out form the library research and Internet, whatever results that have been derived from the data gathered will be strongly supported and affirmed or denied and negated by the theories laid down by the scholars in the field. PATTERN OF SYNTHESIS For the synthesis of the results of this study, the researcher intends to use both a written report and graphs and tables for the empirical data gathered. This style will be adopted based on the researcher’s strong belief that a report solely presented in graphs and tables although empirical and almost free from human contingencies and prejudice is very technical and is accessible only a limited number of people. Thereby, limiting the total number of individuals who may be able to appreciate and understand the findings of the study. And for these reasons, the researcher opts to provide a written analysis, an in depth written report with graphs and tables so that it will be understood not only by the scholars but by lay persons who wish to improve themselves and their craft and skills as they perform their tasks, duties and job in the academic library. PROJECT MANAGEMENT As the study is assessed and ascertained as significant and of paramount importance not only to the researcher but is also of equal gravity and interest to academic libraries and other institutions and organisations that deems human relations as integral part in their operations, for the actualisation of the study it will require an amount of £ 1000. This amount will be used by the researcher to fund the expenses that are entailed in the research. The following are the expected expenses for the research: salary of the staff, reproduction of the questionnaires, fare, library fees, paper, photocopying services, books that need to be purchased and computer ink. But definitely, the bulk of the amount will go to the payment of the staff and the production and reproduction of materials. The staff will be employed for research, for the distribution of questionnaires, for the collection and collation of the questionnaires and other related administrative works. At first it seems that the amount quoted is way above the normal expenditures in conducting a study. And at times it even may make one think of the question “whether the actual study commensurates with the amount or costs of conducting it?” The researcher honestly thinks that, perhaps, we cannot blame others in asking that particular query on the supposition that maybe there are other matters that they deemed to be more important and pressing of which the money may be used for. Indeed, such concerns may be justified and may be seen as a legitimate concern. In fact, the researcher himself lauds people who show emphatic concern for the plight of the less fortunate. How ever, though the researcher may agree of the importance of their other concerns, the research also sees at the same time the important and, probably, even necessary contribution that the study may give in our pursuit of the good life. This claim is based on the idea that workers in the twenty-first century are constantly being bombarded by developments and changes not only within their sphere of specialisation but also in all the fields of knowledge or intellectual pursuit. Being such, the study will give the employees of academic libraries the chance, the opportunity of furthering and harnessing their skills, knowledge, abilities and craft through the creation of training programs that are not only concern with the particular problems or situations in the organisations or institutions like “productivity criteria, quantity and quality of work, cost reduction, turnover, accident reduction, and absenteeism” ( Gerow 1995, p 730) but also addresses the basic purpose of training – human , personnel growth and development. This study, therefore, will provide academic libraries and other institutions the occasion of having a re-look at the training program or programs that they are giving their staffs. This chance in effect and in the long run will be a lot of help to the administrators and managers or supervisors of the academic libraries since the data that will gathered in this study may be utilised as they try to search or design their own training program. The study and the researcher are not claiming that it can present the panacea for all the conflicts and problems that academic libraries and other similar institutions may encounter in their day to day operations or even in the achievement of their goals. However, what it wants to present, what it is offering is the possibility of coming up with a training program that does not only address both short –term goals and long-term goals but is life-enhancing to the employees and managers and objective driven to both organisation and the employees. MODES OF DISSIMINATION OF FINDINGS Knowledge that is gained but is not shared is a dead and worthless knowledge. For knowledge is like a lamp that you place on a spot so that others may be able to see in the dark. You do not hide it under the bed. Being such, the findings of this study will be offered to journals both academic and non-academic so that it may be able to reach people who will be interested in learning and knowing new developments in the field of management of academic libraries. In the same manner, a website may be develop for the results of this study so that people in other localities, in other countries may be able to have access to the information that we have gained out form this study. This is embark with the hope that as more and more persons have access to the findings of this study, more and more of us human beings may move towards the creation of a more humane environment in all facets of our human life. REFERENCE: Gerow, J. R. (1995). Psychology: An introduction 4th Edition. New York: HarperCollins College Publishers. Read More