WEEK FOUR Staffing. 2 Overview Job Characteristics Organizational Structure Job descriptions HR...

WEEK FOUR

Staffing

Staffing2

Overview Job Characteristics Organizational Structure Job descriptions HR Issues

Performance Evaluations Legal Considerations

Types of Library Staff3

Professional librarians master’s degree in library or information science tend to be specialists

Support staff wide range of skills and responsibilities handle the routine work of most library

departments varying education and experience levels

Part-time employees often are students do mostly repetitive tasks

Changing Nature of Library Work

4

Shift from traditional, functional specialist positions to “multi-skilling” positions

Increasing requirements for behavior skills ability to communicate internally and

externally work effectively with others

flexibility creativity innovative

Diversity5

Broad term encompassing not only race, ethnicity, and gender but also characteristics such as age and physical ability

Diversity brings a variety of points of views and approaches to problems and opportunity that strengthens organizations

Managers must promote and commit to diversity as a principle and value that is part of the organizational culture

Training and Staff Development

6

Every library needs a planned, staff training and development program

Training primarily focuses on teaching staff to

perform their current jobs and helping them to acquire the knowledge and skills they need to be effective performers

also needed to keep employees current

Training and Staff Development

7

Staff Development staff development focuses on building staff

knowledge and skills so that they will be prepared to take on new responsibilities

includes additional activities such as varied work experiences and formal education professional conference programs and

workshops it is critical that managers promote transfer

of the knowledge and skills to the actual work situation

Staffing8

Personnel costs are half of the financial resources allocated to the library

In times of economic downturns, what gets cut? How do we prioritize?

Some academic libraries are being asked to cut 5-10% of budget (this could mean $3 million dollars).

ARL Budget Roundup 20099

Staffing Emory- 10 vacant positions won’t be filled (African-

American studies, economics, LGBT, etc.), other searches on hold

University of Washington- 8% cut= 20 vacant positions, closing/consolidating of

three branches and two service points 12% cut= 34.5 vacancies, 24 service hours cut in

undergrad library, branches to close at 5pm everyday. Umass Dartmouth loses Vice Chancellor of Library

Services position- dutires relocated to Adminsitration & Fiscal Affairs

Staff Development Reductions in travel and staff development-

training, conference attendance, etc.

In Academic Libraries

Organizational Structure10


Organizations: are groups of individuals joined together to

accomplish some objective have their own characteristics have rules and norms which have evolved

over time interact with other organizations change internally to keep up with external

pressures

To Organize Structure12

Group tasks into individual jobs Group jobs into functions and divisions Allocate authority in the organization

among jobs, functions and divisions Coordinate or integrate jobs, functions

and divisions

Grouping Tasks into Jobs: Job Design

13

Job design is the process by which managers decide how to divide into specific jobs the tasks that have to be performed

J.R. Hackman and G.R. Oldman developed a job characteristics model that explains how to design jobs that are interesting and motivating

Job Characteristics Model14

High motivation on the job is related to three psychological states:

Meaningfulness of the work: work has meaning to you, is something you relate to, not just a set of tasks/movements

Responsibility: you have the opportunity for success or failure, because you have sufficient freedom of action. Includes ability to make changes/ incorporate learning on the job

Knowledge of Outcomes: 1) you get feedback so you know how successful you’ve been & can learn from your mistakes, 2) you can connect emotionally to the customer of your product


Each of the three states derives from job characteristics: Meaningfulness:

Skill variety: uses an appropriate variety of skills (too many is overwhelming, too few is boring)

Task identity: the extent to which a job requires a worker to perform all the tasks required to complete the job

Task significance: the degree to which a worker feels the job is meaningful


Responsibility: Comes from autonomy- the degree to which

the job gives the employee the freedom and discretion needed to schedule different tasks and decide how to carry them out

Feedback: The extent to which actually doing the job

provides a worker with clear and direct information about how well the job has been performed


Once we know what contributes to high motivation in a job, we can design jobs around key components: Varying work to enable skill variety Assigning work to groups to increase the wholeness

of the product produced and give a group to enhance significance

Delegate tasks to their lowest possible level to create autonomy and hence responsibility

Connect people to the outcomes of their work and the customers that receive them so as to provide feedback for learning

Taken from http://www.arrod.co.uk/archive/concept_job_characteristics.php

Job groupings


Grouping Jobs into Functions and Divisions

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There are at least six structures used in libraries: functional structure subject structure divisional structure form structure matrix structure hybrid structure

Jobs in Functions and Divisions

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Functional structure a function is a group of people, working

together, who posses similar skills or uses the same knowledge, tools or techniques

most common structure found in libraries Subject structure

used by libraries to organize based upon the classification of knowledge humanities, social sciences, etc.

then, functional by including functional responsibilities within the subject structure, such as acquisitions and reference


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Divisional structure an organizational structure composed of

separate units within which are the functions that work together to produce a specific output for a specific customer

we often see geographic divisional structures -- campus branch libraries


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Form of resources structure sometimes referred to as a divisional/product

structure (the form is the output) use of materials format to organize, such as map,

microform, audio-visual, serials, electronic services, and government documents

often, the form of resources structure handles all functions related to the format: acquisitions, cataloging, shelving, etc.

example: Government Documents Departments.


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Matrix structure workers are grouped by first by function, then into

product teams. Members of different functions work together to develop a specific product.

each person reports to two bosses: the function boss and the product boss

to keep matrix structure flexible, product teams are empowered and members are responsible for making important decisions.

not seen often in libraries because of its complexity and problems with unity of command (two bosses)


26

Hybrid structure usually based in a large organization that

has many divisions and simultaneously uses many different structures (for example, function and product, etc.)

essentially used to break large organizations into smaller, more manageable units

Integrating Staff27

Mechanisms are used to increase communications and coordination among functions and divisions

Direct contact Liaison roles

useful for transmitting information across an organization

Integrating Staff28

Task forces a committee from various functions or divisions

who meet to solve a specific problem temporary; once the problem is solved, the

task force dissolves Committees

members are usually appointed have a specific charge and are results-oriented may be temporary or permanent standing example: Public Relations Committee; Staff

Development Committee

Integrating Staff29

Cross-functional teams to address recurring problems, use permanent cross-

functional teams Quality circles

groups of employees that meet regularly and voluntarily to recommend solutions to quality and productivity problems

Self-managing teams internal groups that manage themselves members are those who do the work process-oriented managers are responsible for developing the talents and

skills of team members, motivating them, and fostering effective working relationships

Organizational Structures in Libraries

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The current thinking is:

flexible and adaptable to change few levels of formal hierarchy loose boundaries among functions and

units work unit is teams focus on end user services


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Results: job descriptions are becoming broader combining units internally some flattening of the hierarchy empowerment of team-based staff to make

decisions for which they have the appropriate information, knowledge, skills and abilities

use of interdepartmental committees to cross functional departments


32

Results (continued) liaisons to the faculty (selection; research;

instructional, etc.) new user services (virtual reference) elimination of user services (such as

reference librarians doing database searching on behalf of the user)

new partnerships with other organizational units (usually IT- which others?)

Job Descriptions33

Job analysis is the HRM process of identifying the tasks, duties and responsibilities that make up a job -- the job description

Job descriptions specifies the duties associated with the job

Job Descriptions34

Usually contain the following elements:

Job identification job title and department

Job summary description of the major responsibilities and

why the job exists Job activities and procedures

description of tasks to be performed clear delineation of the duties and

responsibilities of the job

Job Descriptions35

Relationship of job to the organization lines of authority number of employees to be supervised internal and external relationships required of the

job Job requirements

identifies the minimal qualifications required education; experience; special skills; knowledge or

abilities necessary could also identify “preferred” qualifications

including additional educations and specific experiences

In Academic Libraries

Human Resources Management

36

Legal Environment of HRM37

There are a number of local, state, and federal laws and regulations concerning labor

Local laws are usually centered around minimum wage; although there is a federal minimum wage, Boston has set its own minimum wage level


Fair Labor Standards Act of 1938 mandates that non-managerial workers (non-

exempt employees) receive overtime pay at the rate of 1.5 times their regularly hourly rate for any hours worked beyond the standard 40 hour week

exempt employees are classified as managers who make important decisions affecting the organization, supervise two or more subordinates, or can hire and fire employees are “exempt” from the 40 hour workweek and overtime pay.

most professional librarians are classified as exempt employees


Equal Pay Act - 1963 requires men and women to be paid equally if

they are performing equal work Equal Employment Opportunities (EEO)

Civil Rights Act, Title VII – 1964 equal right of all citizens to the opportunity to

obtain employment regardless of their gender, age, race, country of origin, religion, or disabilities.

covers a wide range of employment decisions, including hiring, firing, pay, promotion, and working conditions.


Age Discrimination in Employment Act - 1967 prohibits discrimination against workers over the

age of 40 and restricts mandatory retirement Equal Opportunity Employment Act - 1972

amends Title VII to cover all private employers of 15 or more people, all private and public educational institutions, state and local governments, employment agencies, labor unions, and apprenticeship and training programs.


Pregnancy Discrimination Act - 1978 prohibits discrimination against women in

employment decisions on the basis of pregnancy, childbirth, and related medical decisions

Americans with Disabilities Act - 1990 prohibits discrimination against with disabled

individuals in employment decisions and requires employers to make accommodations for disabled workers to enable them to perform their jobs


Civil Rights Act - 1991 prohibits discrimination (as does Title VII)

and allows for the awarding of punitive and compensatory damages, in addition to back pay, in cases of intentional discrimination

Family and Medical Leave Act - 1993 requires employees to prove up to 12

weeks of unpaid leave for medical and family reasons including paternity and illness of a family member


Sexual Harassment form of sexual discrimination protected by Title

VII of the Civil Rights Act of 1964 quid pro quo sexual harassment: occurs when a

supervisor or someone in authority demands a sexual favor in exchange for some type of employee benefit

hostile work environment of sexual harassment: occurs when an employee is forced to work in an environment where behaviors considered offensive to an employee, such as sexual teasing or jokes, occur. The plaintiff must only demonstrate that the environment created by the offensive conduct was hostile and abusive.


Library managers responsible for HR must keep current with ever-changing laws, case law, and regulations.

Performance Appraisal and Feedback

45

Performance appraisal is the evaluation of the employees’ job performance and contributions to the organization


46

Who appraises performance immediate supervisors are the most common

appraisers of performance also, self-evaluation, peer-evaluation,

subordinates and clients Establishing standards of performance

standards of performance must be established against which an employee’s work is evaluated

articulate expectations; do not assume that everyone’s definition of “being on time” is the same

employees should have a say in the standards to be used since they are closest to the work


47

Methods of performance appraisals there is no standard for performance appraisal most are form-based, and the form is developed by the

institutional level HR department Instruments used

narrative essay ranking systems

simply ranks attributes from 1- 5 or high to low graphic rating: uses a short phrase to describe the level of

performance - “meets”, “exceeds expectations” etc. behavior anchored rating scales

assesses job behavior, such as “knowledge,” “attitude,” “judgment,” etc.

difficult to administered because each job is different

WHAT IS EFFECTIVENESSEFFECTIVENESS

in context of teams?

“LEADING GROUPS IN ORGANIZATIONS,” BY J. RICHARD HACKMAN AND RICHARD

E. WALTON

In Designing Effective Work Groups, edited by Paul S. Goodman and Associates, 1986, pp. 72-120

Effectiveness: task-performing groups in organizations

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Results: the degree to which the group’s productive output (service) meets the standards of quantity, quality, and timeliness of the people who receive, review, and/or use that output

Collegiality: the degree to which the process of carrying out the work enhances the capability of members to work together interdependently in the future

Individual Development: the degree to which the group experience contributes to the growth and personal well-being of team members

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Team Effectiveness

Outputs (results)

Socialcriteria

Personal criteria

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“The relative weights one would assign to the three criterion dimensions vary across circumstances. If a temporary team were formed to perform a single task of extraordinary importance… the second and third dimensions would be of little relevance in judging the team’s effectiveness. On the other hand, teams sometimes are formed primarily to help members gain experience, learn some things, and become competent as a performing unit. The task of such a group may be more an excuse for the team than the reason for it, and assessments of the team’s effectiveness would depend far more on the second and third dimensions than on the first.”

LEADING TEAMS: SETTING THE STAGE FOR GREAT PERFORMANCE

J. Richard Hackman (Harvard Business School Press, 2002)

Five conditions foster “team effectiveness”

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1. Real team (not name only): a team task(s). Clear boundaries, clearly specified authority to manage their own work processes, and membership stability over some reasonable period of time

2. Compelling direction for its work (someone in authority sets the direction for the team’s work)

3. Enabling team structure (facilitates , and does not impede, teamwork)

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4. A supportive organizational context (operates within such a context): work motivation, necessary skills, careful attention to team formation and execution, etc. Some essential ingredients include: training and technical assistance, a reward system, reinforcement, an information system that provides the data and projections that members need to plan their performance strategy

5. Expert team coaching (there is ample expert coaching): Coaching involves direct interaction with a team that is intended to help members use their collective resources well in accomplishing work

Many organizations might have accomplished

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Points 1-3 Not 4-5 All five are critical

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Supportive organizational context

Expert team coaching

Enabling structureCompelling direction

Real team TeamEffectiveness

Team Effectiveness: A team will perform well if:

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It is a real work team, well bounded and reasonably stable over time. It has a compelling direction that energizes, orients, and engages the talents of team members. Its structural features—task design, core norms of conduct, and composition—promote rather than impede competent teamwork. It has an organizational context that actively supports and reinforces excellence through systems, policies, and managerial practices that are specifically tuned to the team’s needs. And ample, expert coaching is available to the team at the times members most need it and are ready to receive it. (p. 237)

Some elements then of team effectiveness

Meeting “expectations” (mission, goals, objectives, tasks/ activities, schedules

Teams become a growing organism

Individual team members learn and contribute. They also assume leadership roles

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To add ….

Leadership exists throughout the organization: different team members rise to the occasion

Director creates an environment for effective teams

A.J. Anderson adds: need to factor in leadership styles

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WEEK FOUR Staffing. 2 Overview Job Characteristics Organizational Structure Job descriptions HR...

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