Descripciones mejoradas de Syndetics:

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.

Tabla de contenidos provista por Syndetics

• Acknowledgments(p. ix)
• Introduction(p. xi)
• 1 College and University Context for Library Human Resource Management(p. 1)
• Different Characteristics, Different Environments, Different Cultures(p. 2)
• Implications for Academic Libraries(p. 5)
• Conclusion(p. 6)
• Notes(p. 6)
• References(p. 7)
• 2 Creating and Sustaining a Diverse Workplace(p. 9)
• What Is Diversity?(p. 10)
• Is Affirmative Action Diversity?(p. 11)
• Workforce 2000(p. 12)
• Different Voices, Shared Minds(p. 13)
• Next Steps for Library Human Resource Administrators(p. 14)
• Notes(p. 16)
• References(p. 16)
• 3 New Hires in Research Libraries: Demographic Trends and Hiring Priorities(p. 19)
• New Hires(p. 19)
• Number(p. 20)
• Hiring Priorities for New Hires(p. 20)
• Library Degree(p. 21)
• Minorities(p. 21)
• New Professionals(p. 22)
• Movement Between Libraries(p. 23)
• Hiring Priorities for New Professionals(p. 24)
• Two Futures(p. 24)
• Notes(p. 26)
• References(p. 26)
• 4 Recruitment and Selection in Academic Libraries(p. 27)
• The Current Library Recruitment Crisis(p. 27)
• Systematic Recruitment Efforts in Academic Libraries(p. 28)
• The New Career Contract(p. 30)
• Selection: A New Look at Screening for Tomorrow's Academic Librarians(p. 31)
• The Role of the Interview: The Most Critical Element(p. 33)
• Conclusion(p. 34)
• Notes(p. 35)
• References(p. 35)
• 5 Current Issues in Staff Development(p. 37)
• Keeping Current with Continuous Changes in Information Technology and with Information Itself(p. 38)
• Strengthening of Customer Service Orientation(p. 38)
• Development of a Teamwork Orientation(p. 39)
• Coordination of Technical Training and Finding the Expertise to Provide It to Staff(p. 40)
• Support for New and Experienced Supervisors(p. 41)
• Support for the Increased Teaching Role of Academic Librarians(p. 41)
• Staff Development for Retention and Morale(p. 42)
• Providing Individualized Opportunities by Integrating Learning into the Culture of the Organization(p. 43)
• Conclusion and Additional Resources(p. 44)
• References(p. 45)
• 6 Assisting Employees(p. 47)
• Employee Assistance Programs (EAPs)(p. 48)
• Managing Crises(p. 49)
• Performance Management(p. 50)
• Confidentiality(p. 52)
• Staff Awareness(p. 53)
• Work/Life Programs(p. 54)
• Conclusion(p. 55)
• References(p. 55)
• 7 Managing Work Performance and Career Development(p. 57)
• Performance Management(p. 58)
• Orientation and Training(p. 59)
• Performance: Evaluation, Assessment, or Appraisal?(p. 60)
• Career Development(p. 63)
• Motivation and Performance(p. 66)
• Rewarding Performance(p. 67)
• Conclusion(p. 68)
• References(p. 68)
• 8 Recent Labor Relations Activity and Academic Libraries(p. 71)
• Students in Support of Other Workers(p. 72)
• Students Organizing Themselves(p. 72)
• Origins of the Student-Labor Alliance(p. 73)
• Lasting Effects(p. 75)
• Future Student Activity in University Labor Matters(p. 76)
• Unionization in Academic Libraries(p. 77)
• Measures for Library Administrators(p. 77)
• References(p. 78)
• 9 Compensation Management in the Academic Library(p. 83)
• Compensation Overview(p. 83)
• Compensation Trends(p. 84)
• Strategies for Higher Salaries(p. 87)
• Benefits Overview(p. 89)
• Conclusion(p. 95)
• References(p. 96)
• 10 Academic Library Leadership: Meeting the Reality of the Twenty-First Century(p. 99)
• Leadership: Myths and Reality(p. 99)
• Changing Expectations for Leadership(p. 104)
• Leadership Capacity in the Organization(p. 105)
• Organizing for Effective Leadership(p. 110)
• References(p. 115)
• 11 Changing Roles of Academic Librarians(p. 117)
• Background(p. 117)
• Academic Librarians and the Sociology of Professions(p. 119)
• Patterns in Changing Responsibilities(p. 120)
• Implications for Human Resources(p. 121)
• References(p. 122)
• 12 Educating Leaders(p. 125)
• Introduction(p. 125)
• Human Resources in Academic Libraries(p. 126)
• Analytical Skills and Decision Making(p. 127)
• Ethics(p. 129)
• Diversity and Organizational Success(p. 130)
• Graduate Education(p. 133)
• Further Preparation in HR Management(p. 135)
• Conclusion(p. 136)
• References(p. 137)
• 13 Ethics and Human Resource Management in Academic Libraries(p. 141)
• Durkheim's Dilemma(p. 142)
• Some Examples(p. 144)
• Conclusion(p. 146)
• Notes(p. 147)
• References(p. 147)
• 14 Conversations with Our Leaders(p. 149)
• Conclusion(p. 164)
• Selected Readings(p. 165)
• Index(p. 171)
• About the Editors and Contributors(p. 179)

Notas de autor provistas por Syndetics

JANICE SIMMONS-WELBURN is Director for Central Public Services and Facilities at the University of Iowa Libraries. She has 24 years of experience in librarianship including extensive background in academic libraries. She has developed a comprehensive staff technnology education training series, expanded the libraries staff development program to include offerings for all levels of staff, and conducted a needs assessment to ascertain current and future developmental and training needs of the staff. She has taught numerous in-house workshops including management training, customer service training, and Internet skills. She has a vast array of experience in the area of delivery of information services and end user training. She is an active member of ALA, having served as a comittee member with RASD, LAMA, ACRL. She has also presented papers and published articles on the topic of Reference Services, Diversity, and Human Resources.

BETH MCNEIL is Assistant Dean of Libraries at the University of Nebraska, Lincoln. She has 15 years of experience in academic librarianship, in both public and technical services. As Assistant Dean, she has direct responsibility for the overall management of technical services operations, coordinates the staff development program, coordinates library-wide statistics efforts, and manages library-wide special projects. While at UNL, she has led the effort to develop and implement core competencies for library staff and faculty, and develop an incentive program for library staff. McNeil has taught Library Administration for graduate students in the University of Nebraska's media specialist program. She is an active member of the American Library Association, having served on comittees within LAMA and ACRL.