Emerging Human Resource Trends In Academic Libraries

Emerging Human Resource Trends in Academic Libraries presents the collective wisdom of human resource librarians and administrators who have been in the forefront of practicing and applying the human resource principles in academic libraries. The book is divided into five Parts: Part I focuses on the present academic library environment and the unique human resource challenges that can be found there. Part II looks at the role of LIS education in preparing Masters level librarians to work within academic libraries and beyond. Part III examines how human resource departments in organizations can continue education beyond the degree for professionals and other staff. Part IV is concerned with how academic libraries show their value to the parent institution. Part V focuses on the library staff roles, how they have changed, and how they are valued in relation to faculty and professional positions. These chapters within each Part represent the emerging trends within academic libraries that impact how librarians are educated, mentored and given the ability to obtain professional development training as incumbent librarians as changes occur in the field. Each chapter is written by a practitioner in HR who has experienced related problems and sought solutions.

In this book, first published in 1989, educators, library administrators, and human resources managers will find helpful insights into the vital role they can play in attracting pro-active people to the profession, changing current library structures and staffing patterns to meet emerging information needs, and developing existing staff to cope with conflicting demands. Contributors to this valuable new book also explore the human resources implications of the changing mission of libraries; the challenges faced by public services; the need to reallocate, reclassify, and retain existing staff; and the increasingly important role that human resources specialists play in libraries in transition.

Workplace culture refers to conditions that collectively influence the work atmosphere. These can include policies, norms, and unwritten standards for behavior. This book focuses on various aspects of workplace culture in academic libraries from the practitioners’ viewpoint, as opposed to that of the theoretician. The book asks the following questions: What conditions contribute to an excellent academic library work environment? What helps to make a particular academic library a great place to work? Articles focus on actual programs while placing the discussion in a scholarly context. The book is structured into 14 chapters, covering various aspects of workplace culture in academic libraries, including: overview of workplace culture, assessment, recruitment, acclimation for new librarians, workforce diversity, physical environment, staff morale, interaction between departments, tenure track/academic culture, mentoring/coaching, generational differences, motivation/incentives, complaints/conflict management, and organizational transparency. Includes the most current best practices and models in academic libraries Represents the viewpoints of both the employee and manager Focuses on the academic library as workplace rather than as a service provider

This book provides a comprehensive look at issues that shape the nature of Human Resources in academic libraries. Libraries in varying academic environments have undergone tremendous change during the last two decades of the 20th century as they have sought redefinition as learning organizations. As organizations they have experienced significant changes in the role and definition of professionalism, along with challenges from such shifting workplace demographics as age and ethnicity and technological issues, which have also had direct impact on the recruitment and retention of staff. Much of the attention of human resources administrators in academic libraries has focused on an array of issues that mirrors concerns across campuses: affirmative action and diversity, the rights of employees with disabilities under the Americans with Disabilities Act, the impact of the Family Medical Leave Act and other directives on employee benefits, salary equity, and a desire among employees for flexible work schedules.

Strategic Human Resources Planning for Academic Libraries: Information, Technology and Organization provides an in-depth discussion of human resources as a strategic element of a library organization, especially as staffing needs and competencies change. The book focuses on the impact of human resource practices in a library setting, discussing several aspects, including the role of human resources when the library is part of a larger organization, along with information on how to identify strategic objectives that are expected and related to workforce issues. In addition, the book reviews hiring practices, reorganizations of staff, use of temps or time-limited positions, and how students, volunteers, and internships can make a strategic difference overall. Chapters address competencies across different levels of employment within different library types and consider how those competencies are changing Presents how leadership and library leaders must utilize human resources as a valuable tool for developing a strong and healthy organization Addresses human resource tools, such as job tasks analysis and the creation of equitable payroll structures Demonstrate the use and benefit of multiple employee statuses that provide flexibility and resourcefulness to end users.

"This book offers disparate yet important perspectives of various information professionals pertaining to recruitment, retention and career development of individuals within organizations"--Provided by publisher.

Strategic Human Resources Planning for Academic Libraries: Information, Technology and Organization provides an in-depth discussion of human resources as a strategic element of a library organization, especially as staffing needs and competencies change. The book focuses on the impact of human resource practices in a library setting, discussing several aspects, including the role of human resources when the library is part of a larger organization, along with information on how to identify strategic objectives that are expected and related to workforce issues. In addition, the book reviews hiring practices, reorganizations of staff, use of temps or time-limited positions, and how students, volunteers, and internships can make a strategic difference overall. Chapters address competencies across different levels of employment within different library types and consider how those competencies are changing Presents how leadership and library leaders must utilize human resources as a valuable tool for developing a strong and healthy organization Addresses human resource tools, such as job tasks analysis and the creation of equitable payroll structures Demonstrate the use and benefit of multiple employee statuses that provide flexibility and resourcefulness to end users

Human resources are the people who work for the organization; human resource management is really employee management with an emphasis on those employees as assets of the business. In this context, employees are sometimes referred to as human capital. As with other business assets, the goal is to make effective use of employees, reducing risk and maximizing return on investment. Library "staff" refers to all the people employed by a particular library. Libraries have increasing become complex and dynamic organizations that need strategic thinking and more complex processes in order to compete in an environment challenged by technology and independent users. Academic libraries, because of their relationship with a centralized larger institution, can very well overlook the importance of developing their own strategic plans and initiatives for developing personnel and the human role of total operations and relevance to its mission and value added to institutional goals and objectives. Understanding how the human resource components of the organization adds to the dynamics of the library as a whole can offer a higher level of intelligent decision making for the road ahead. In every academic library employee, from the dean or director down to a student assistant, is subject to a number of complicated, confusing, and intertwined employment policies and procedures. Because of the complex interplay of these forces, human resources (HR) management and personnel transactions can seem mysterious or confusing.