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Journal articles on the topic 'Library staff'

Author: Grafiati
Published: 4 June 2021
Last updated: 31 May 2022

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1

Pastine, Maureen, and Judy Searles. "Library Staff Recognition Awards." Bottom Line 7, no. 2 (February 1994): 12–14. http://dx.doi.org/10.1108/eb025410.

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2

Morris, Leslie R. "Library Staff and OCLC." Journal of Interlibrary Loan,Document Delivery & Electronic Reserve 15, no. 3 (February 24, 2005): 1–5. http://dx.doi.org/10.1300/j474v15n03_01.

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3

Holt, Glen E. "Theft by library staff." Bottom Line 20, no. 2 (June 12, 2007): 85–93. http://dx.doi.org/10.1108/08880450710773020.

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4

Bakewell, Ken. "MOTIVATION OF LIBRARY STAFF." Library Management 14, no. 5 (May 1, 1993): 18–19. http://dx.doi.org/10.1108/01435129310043879.

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Describes an investigation, by six former postgraduate students of Information and Library Studies of the motivation of 30 professional library staff. The questionnaires, designed by the students in consultation with lecturing staff and senior library staff were completed by the students during interviews lasting from ten minutes to two hours. Staff tended to be disatisfied with pay and opportunities for promotion and would have liked more training and better communications.
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5

Gustav Johannsen, Carl. "Innovative public library services – staff-less or staff-intensive?" Library Management 35, no. 6/7 (August 5, 2014): 469–80. http://dx.doi.org/10.1108/lm-01-2014-0006.

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Purpose – Several recent library innovations seem to make professional and clerical staff superfluous such as automated loan and delivery equipment, staff-less libraries open in 80 hours a week, and virtual services, enabling users to search the library catalogue and make reservations of library materials from their home address. The purpose of this paper is to examine whether such developments will necessarily lead to a situation where public libraries become self-service institutions or to what extent self-service and innovative staff-intensive library services can develop and co-exist. Furthermore, the paper will examine what challenges library leaders face and what they can do, and actually have done, to handle staff resistance and other related problems to the benefit of both the users, the local communities, and also, the staff, in particular, when introducing new and innovative services. Design/methodology/approach – The paper is based on the author's evaluations of two recent Danish library development projects. Both evaluations are based on empirical data and apply quantitative (questionnaires) as well as qualitative (interviews, observations) methods. Findings – The findings reveal that staff attitudes toward staff-less libraries, and – more surprising – also toward more staff-intensive practices have been somewhat reluctant and skeptical. The paper also presents leadership initiatives which have proved to handle such resistances constructively. Originality/value – The paper contains a first-hand report on the results of a recent (2011-2012) unique, full-scale, Danish public library development project, investigating the experiences with pro-active and guest-customer relationships within a public library setting.
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6

Maxymuk, John. "Staff resources." Bottom Line 18, no. 2 (June 1, 2005): 95–97. http://dx.doi.org/10.1108/08880450510597550.

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PurposeTo show that despite libraries' tendencies to focus all their efforts – even in the online environment – on developing tools, resources, and finding aids for their patrons, some have also used the web to develop resources for staff needs.Design/methodology/approachSurveys a number of library web sites and highlights online resources that have been developed to assist library staff in areas of training, organization, and professional development.FindingsRanging from online instruction for new staff, listings of library policies and passwords, and resources for staff development, many libraries have begun to use their web sites to provide valuable information for staff too.Originality/valueThe examples presented in this column can provide guidance for any library beginning to use their web site to provide information resources for their staff. Several types of information are presented showing both the range of information of use to staff and a variety of methods to convey that information.
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7

Page, Julie A., and George J. Soete. "Preservation orientation for library staff." College & Research Libraries News 55, no. 6 (June 1, 1994): 358–61. http://dx.doi.org/10.5860/crln.55.6.358.

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8

Todaro, Julie Beth. "Competency Lists for Library Staff." Community & Junior College Libraries 10, no. 3 (March 2002): 61–67. http://dx.doi.org/10.1300/j107v10n03_09.

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9

Wittingslow, George E., and Barrie Mitcheson. "Job Satisfaction Among Library Staff." Journal of Library Administration 5, no. 4 (January 25, 1985): 61–69. http://dx.doi.org/10.1300/j111v05n04_07.

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10

Jones, Glynis. "Health Library Staff Member Spotlight." Journal of Health Information and Libraries Australasia 3, no. 1 (May 2, 2022): 45–47. http://dx.doi.org/10.55999/johila.v3i1.108.

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11

Bateup, Sarah. "Health Library Staff Member Spotlight." Journal of Health Information and Libraries Australasia 2, no. 3 (December 21, 2021): 99–101. http://dx.doi.org/10.55999/johila.v2i3.92.

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12

Neil, Grimes. "Foundations of Library Services: An Introduction for Support Staff (Library Support Staff Handbooks, 7)." Journal of Electronic Resources Librarianship 34, no. 1 (January 2, 2022): 83–84. http://dx.doi.org/10.1080/1941126x.2022.2029123.

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13

Jones, Shannon D. "Library Technology Companion: A Basic Guide for Library Staff." Journal of the Medical Library Association 95, no. 2 (April 2007): 211. http://dx.doi.org/10.3163/1536-5050.95.2.211.

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14

Fehsenfeld, Diana. "Foundations of library services: an introduction for support staff (Library Support Staff Handbooks, No.1)." Australian Library Journal 65, no. 4 (October 2016): 337–38. http://dx.doi.org/10.1080/00049670.2016.1250325.

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15

Burn, Kerrie. "Mannix Library moves to a new Library Services Platform." ANZTLA EJournal, no. 22 (June 4, 2019): 19–22. http://dx.doi.org/10.31046/anztla.v0i22.1464.

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Over the 2018-2019 summer break, Mannix Library migrated to a new Library Services Platform. This papers outlines some of the reasons for the library's decision to move to OCLC's WorldShare Management Services, as well as some of the benefits of the new system for both library staff and library users.
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16

Hari Siswoyo, Dwi Priyantoro, M. Taufiq, Andre P. Hendrawan, and Eri Widayanti. "Accompaniment of Village Library Development in Grajagan Village, Purwoharjo District, Banyuwangi Regency." GANDRUNG: Jurnal Pengabdian Kepada Masyarakat 2, no. 1 (March 8, 2021): 167–75. http://dx.doi.org/10.36526/gandrung.v2i1.1171.

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The Grajagan village had a library located at the village office. So far, the library has not been managed and utilized optimally. The problems that occur in this library include the lack of book collections, the absence of chairs and tables for readers, the condition of the library is not well organized, and the library staff were not trained in managing the library. These problems have resulted in the low interest of the people of Grajagan village to visit the village library. To solve the problems, it was necessary to provide assistance in library development. Library development is carried out through the addition of book collections, providing chairs and tables for readers, arranging library space, and training for library staff. Based on the results of community service activities that have been carried out, it can be stated that the library's book collection has increased by 88 books, the library space becomes more comfortable with the increase in furniture, and the library staff has increased their knowledge in terms of library management. To further increase the role and function of the library, promotion or introduction to the library's book collections and facilities to local villagers is required.
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17

Stiwinter, Katherine, and Patricia R. Jordan. "TMI: using a library staff wiki to manage information and improve communication." Library Hi Tech News 32, no. 8 (October 5, 2015): 16–18. http://dx.doi.org/10.1108/lhtn-04-2015-0031.

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Purpose – The aim of this case study is to provide valuable insight into the selection, implementation and upkeep of a library staff wiki for libraries considering how to better manage information and improve communication, especially at libraries with multiple desks, shifts and locations. Design/methodology/approach – Spartanburg Community College (SCC) evaluated the library’s needs and selected Wikispaces in this case study. A wiki manager was designated, who completed the initial set up, trained staff, wrote policies and procedures and delegated maintenance activities. Library staffs were surveyed about how they used the wiki and what its impact has been on their experience. Findings – The library staffs report that they refer to the wiki quiet often in their time at the desk and that it has had an extremely positive impact on their service. The designation of a wiki manager was a key in keeping the wiki up-to-date and viable. The careful consideration of policies and procedures, including structure, format and naming conventions, has also contributed to the continued viability of the wiki as it has grown. The wiki has improved communication among staff and allowed for more consistent service to patrons. Originality/value – This case study outlines best practices that were important in creating SCC’s library staff wiki, which has proved an invaluable tool to the library staff at both service desks and at all library branches.
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18

De Smaele, Madeleine, Ellen Verbakel, Nicole Potters, and Marina Noordegraaf. "Data Intelligence Training for Library Staff." International Journal of Digital Curation 8, no. 1 (June 14, 2013): 218–28. http://dx.doi.org/10.2218/ijdc.v8i1.255.

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The Data Intelligence 4 Librarians course was developed by 3TU.Datacentrum at the end of 2011 to provide online resources and training for digital preservation practitioners, specifically for library staff. The course objectives are to transfer and exchange knowledge about data management, and to provide participants with the skills required to advise researchers or research groups on efficient and effective ways of adding value to their data. The paper describes the process of creating the course, the methodology and the results of the first pilot, which took place from February to June 2012. It also demonstrates the choices made during the design process and discusses the implications of the evaluation of the pilot course for further development: in particular, how the course might be expanded to more disciplines and other data repositories.
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19

Shaghaei, Najmeh. "International Library Staff Week at SDUB." Revy 42, no. 4 (December 4, 2019): 20–22. http://dx.doi.org/10.22439/revy.v42i4.5870.

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The first International Staff Week for Librarians (Erasmus+Program), was held at the University Library of Southern Denmark (SDUB), Odense, from 11 - 14 June 2019. The event was hosted by the library under Internationalization Project and the aim was to exchange of ideas, knowledge and best practices.
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20

Wanden, Joy A. "Alternative Education Options for Library Staff." Journal of Education for Library and Information Science 36, no. 1 (1995): 29. http://dx.doi.org/10.2307/40322973.

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21

Nixon, Judith M. "A Library Staff Becomes a Team." Journal of Business & Finance Librarianship 4, no. 2 (December 1998): 31–47. http://dx.doi.org/10.1300/j109v04n02_03.

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22

Mason, Marilyn Gell. "WebJunction: A Community for Library Staff." Journal of Library Administration 49, no. 7 (October 22, 2009): 701–5. http://dx.doi.org/10.1080/01930820903260507.

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23

Leong, Julia. "Purpose-driven learning for library staff." Australian Library Journal 63, no. 2 (April 3, 2014): 108–17. http://dx.doi.org/10.1080/00049670.2014.898236.

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24

Hasegawa, Akiko, and Hideki Minai. "Credentials program for special library staff." Library and Information Science 64 (December 20, 2010): 109–33. http://dx.doi.org/10.46895/lis.64.109.

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25

Anghelescu, Hermina G. B. "The National Library of Romania: From Central State Library of the People's Republic to National Library." Alexandria: The Journal of National and International Library and Information Issues 14, no. 1 (April 2002): 25–40. http://dx.doi.org/10.1177/095574900201400105.

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In 1955, 54 years after the incorporation of the Central Library of the State into the Library of the Romanian Academy, the Central Library of the People's Republic of Romania was established. It was open to all Romanians over the age of 18. In 1990, various measures were introduced in an attempt to do away with the communist order, including changes in staff. The library's name was changed to the National Library of Romania. In 1995 the library was connected to the Internet, but only library staff had access. The library is still in a ‘temporary’ building occupied in 1957; collections continue to be moved around, and only one third is accessible. Following the December 2000 elections, it is hoped that there will now be additional funding for automation, collection development and staffing, and also finance to continue the construction of the new building for the library, which was started in 1987. However, so far the situation has become worse rather than better.
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26

Donnelly, Joe. "The Judges' Library, Dublin." Legal Information Management 11, no. 3 (September 2011): 202–3. http://dx.doi.org/10.1017/s1472669611000661.

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AbstractJoseph Donnelly's article describes the Judges' Library and its role, and some of the issues relating to the library's users, collection, staff activities and use of print and digital material.
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27

Olorunsola, Richard. "Library staff welfare committee: its role in library management in Nigeria." Library Management 19, no. 8 (December 1998): 469–73. http://dx.doi.org/10.1108/01435129810239967.

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28

Martey, A. K. "Appraising the performance of library staff in a Ghanaian academic library." Library Management 23, no. 8/9 (December 2002): 403–16. http://dx.doi.org/10.1108/01435120210439889.

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29

Stefanovskaya, Natalia A. "THE PRESTIGE OF LIBRARY STAFF: REGIONAL ASPECT." Vestnik Tomskogo gosudarstvennogo universiteta. Kul'turologiya i iskusstvovedenie, no. 17(1) (2015): 160–63. http://dx.doi.org/10.17223/22220836/17/27.

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30

Bańkowska, Małgorzata. "Effective staff management in the academic library." Rozprawy Społeczne 13, no. 2 (October 23, 2019): 81–96. http://dx.doi.org/10.29316/rs/113316.

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31

Ives, David J. "Staff Empowerment and Library Improvement through Networking." Journal of Education for Library and Information Science 36, no. 1 (1995): 46. http://dx.doi.org/10.2307/40322978.

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32

Johnson, Peggy. "Protecting library staff, users, collections and facilities." Library Collections, Acquisitions, and Technical Services 26, no. 1 (March 2002): 91–92. http://dx.doi.org/10.1016/s1464-9055(01)00233-0.

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33

Rubin, Richard. "The Future of Public Library Support Staff." Public Library Quarterly 12, no. 1 (March 1992): 17–29. http://dx.doi.org/10.1300/j118v12n01_03.

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34

Bawden, D. "Training Skills for Information and Library Staff." International Journal of Information Management 20, no. 4 (August 2000): 318–19. http://dx.doi.org/10.1016/s0268-4012(00)00024-4.

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35

Freeman, Gretchen, and Russell Clement. "Critical issues in library automation staff training." Electronic Library 7, no. 2 (February 1989): 76–82. http://dx.doi.org/10.1108/eb044868.

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36

Frank, Donald G. "Allocation of Staff in the Academic Library:." Journal of Library Administration 10, no. 4 (August 21, 1989): 47–58. http://dx.doi.org/10.1300/j111v10n04_05.

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37

Edwards, Ruth Ann. "Student Staff Training in the Smaller Library." Journal of Library Administration 12, no. 2 (May 15, 1990): 89–95. http://dx.doi.org/10.1300/j111v12n02_08.

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38

Childers, Thomas A. "Using Public Library Reference Collections and Staff." Library Quarterly 67, no. 2 (April 1997): 155–73. http://dx.doi.org/10.1086/629930.

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39

Michalak, Russell, and Monica D. T. Rysavy. "Assessing Library Customer Interactions and Staff Satisfaction." Journal of Library Administration 59, no. 3 (April 3, 2019): 314–24. http://dx.doi.org/10.1080/01930826.2019.1583020.

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40

Martin, Jason. "Workplace Engagement of Librarians and Library Staff." Journal of Library Administration 60, no. 1 (October 18, 2019): 22–40. http://dx.doi.org/10.1080/01930826.2019.1671037.

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41

Bandelin, Janis Marie. "Library Construction from a Staff Perspective (review)." portal: Libraries and the Academy 2, no. 1 (2002): 183–84. http://dx.doi.org/10.1353/pla.2002.0002.

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42

Johnson, Peggy. "Protecting library staff, users, collections and facilities." Library Collections, Acquisitions, & Technical Services 26, no. 1 (March 2002): 91–92. http://dx.doi.org/10.1080/14649055.2002.10765833.

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43

Meadows, Jack. "Multimedia Information and Library and Information Staff." DESIDOC Bulletin of Information Technology 18, no. 6 (November 1, 1998): 51–54. http://dx.doi.org/10.14429/dbit.18.6.3420.

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44

Cory Tucker, James. "Getting down to business: library staff training." Reference Services Review 32, no. 3 (September 2004): 293–301. http://dx.doi.org/10.1108/00907320410553704.

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45

DATTA, ANN. "Alwyne (Wyn) Cooper Wheeler (1929–2005) and the libraries of the Natural History Museum, London." Archives of Natural History 36, no. 1 (April 2009): 70–76. http://dx.doi.org/10.3366/e0260954108000648.

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As a senior scientist working in the Fish Section of the Department of Zoology at the Natural History Museum, Alwyne (Wyn) Wheeler was a regular library user and well-known to library staff. Always amiable and helpful, and possessing a broad general knowledge of natural history as well as expertise on fishes, Wyn interacted with library staff at all levels. A close working relationship developed where he contributed to section library management and collection building. He also published catalogues of some of the library's most important art collections. This paper celebrates the collaboration between Museum scientist Wyn Wheeler and librarians at the Natural History Museum.
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46

Rolstad, Gary O. "Collection Knowledge Skills: Training Support Staff For Readers' Advisory." Collection Building 12, no. 3/4 (February 1, 1993): 31–35. http://dx.doi.org/10.1108/eb023340.

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All personnel in libraries are key to good service. The visibility of library support staff and their important positions of initial contact with library users make their efforts especially crucial. Training programs for support staff often include discussion of the library mission, how library resources connect with users, how to communicate with library users, and how library service can be enjoyable. When managers plan staff training and continuing education programs for support staff, readers' advisory is a very good topic.
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47

Osiesi, Mensah Prince, Victor Tobiloba Odobe, Kamorudeen Taiwo Sanni, Adijat Bolanle Adams, Chigozie Celestina Oke, Udukhomose Suleiman Omokhabi, and Nnaemeka Chijioke Okorie. "An assessment of the impact of professional development and training on job performance of library staff in Federal University Oye Ekiti libraries, Nigeria." Library Management 43, no. 3/4 (February 22, 2022): 228–39. http://dx.doi.org/10.1108/lm-10-2021-0091.

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PurposeThe purpose of this paper is to assess the impact of professional training and development for librarians/library staff in the southwest, Nigeria; especially the Federal University of OyeEkiti, Nigeria. Thus, this study intends to assess the impact of staff professional development and training on the job performance of library staff in the Federal University Oye Ekiti, Nigeria.Design/methodology/approachThe descriptive survey research design was used in carrying out this study. The population of study cuts across all library staff/attendants in the Federal University Oye Ekiti departmental, faculty and the university libraries. The purposive sampling technique was used in selecting the sample for the study (77 library staff). Research instruments, developed by the researchers, Staff Development Programme Questionnaire (r = 0.79), Staff performance Questionnaire (r = 0.81), Challenges of Staff Professional Development and Training Questionnaire (r = 0.82), were used for data collection. The data were analysed using descriptive statistics (frequency counts and percentages, mean and standard deviation) and inference statistics (correlation and one-way ANOVA) at a 5% level of significance.FindingsResults revealed that the level of the job performance of library staff in Federal University Oye-Ekiti (FUOYE) is high; there is a positive and statistically significant relationship between the professional development of library staff and their performance in the job; professional development and training of library staff significantly impact their job performance; orientation, in-house training, seminars, on-the-job training and instructor-led training.Research limitations/implicationsThe study was limited to the university libraries in the Federal University Oye Ekiti, Nigeria. The variables used in this study were restricted to training and development of library staff and job performance of librarians in FUOYE, and professional development programmes available for FUOYE librarians.Practical implicationsOther forms of professional development programmes such as Distance Educational Programmes, Conferences/Workshops, Study visits, Formal professional library education and TETFUND Programmes should be made available for university library staff. Universities should always organise staff professional development programmes; since it enhances the job performance of library staff.Originality/valueThis article is original and has not been published elsewhere.
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48

Maxwell Edwards, Melissa, and Elaine Thornton. "Library Outreach: Introducing Campus Childcare Providers to the Academic Library." Education Libraries 36, no. 2 (September 19, 2017): 4. http://dx.doi.org/10.26443/el.v36i2.328.

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This case study describes a library outreach effort to university staff members employed by the campus child care center. Authors planned an instructional session to introduce child care staff members to library resources, focusing on the curriculum collection as a source of supplemental materials for classrooms. Surveys were administered before and after the workshop to gauge changes in participants' awareness of library resources and comfort level using the library. Results based on descriptive statistics and qualitative data indicated a significant increase in participants’ awareness of and comfort using campus library resources and services. The authors encourage similar efforts within other academic communities and provide examples of potential partnerships.
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49

Lerner, Jeffrey C. "The National Patient Library: Evidence-based Information for Consumers." International Journal of Technology Assessment in Health Care 14, no. 1 (1998): 81–96. http://dx.doi.org/10.1017/s0266462300010540.

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AbstractA National Patient Library, a public/private partnership, is proposed to identify and vet information for consumers. Library staff will help tailor general information to consumers' specific needs. The library includes an electronic network. The principal focus of the library's information is controversial and experimental procedures, Pharmaceuticals, and medical devices.
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50

Balagopal, Matty. "Managerial Skill for Library Professionals in the Digital Library Environment." Indian Journal of Information Sources and Services 9, S1 (February 5, 2019): 37–40. http://dx.doi.org/10.51983/ijiss.2019.9.s1.568.

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This article throws light to the Skills which should be acquired by the Library Staff in the Future Library Environment. The functional areas of library is diversified to vast service areas including Research, Educational Support, Social Activities, Women Empowerment, Cultural and heritage protection, Information Technology support to clientele, Effective administration of library Resources, Utilization Staff Man Power, Preservation of national Integrity, Support to senior citizens etc. In such a situation there arise the skill sharpening process in a modern and technology based context. Librarians are the connecting point between the actual user and the information sources. In order to satisfy the user’s information thrust for knowledge, the librarian should cope with new innovations in the technology and work.
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