A STUDY OF HUMAN RESOURCES DEVELOPMENT IN ACADEMIC LIBRARIES
CHAPTER ONE
INTRODUCTION
BACKGROUND OF STUDY
The issue of human resources department in academic libraries has been considered as an indispensable tool in library administration. It has indeed become imperative for every library whether it is academic, special, public or media library to consider human resources development as an issue in library administration and development. There is no doubt that in a library system where added and prompt attention, effective performance on the job especially on the part of staff is bound to be achieved.
Dike (1984) noted that “Training and employee development as a scheme to catch the growth and development of modern management technique” a question now arises, what is human resources development? Or “manpower training and development? Is defined by Ajica (1989) as a strategy of increasing the performance, efficiency of people or individual through well integrated and systematic teaching and learning processes aimed at meeting individual as well as organizational objectives (and) thus facilitating a continuous positive response of both to purposeful change”.
Ali and Caleb (1992) see human resources as “The managerial, scientific, engineering, technical craft and other skills which are developed, employed in creative designing. Also human resources development is inclusive of education and training and emphasize an unfolding process as well as carries an implication of growth and maturation through the lowest found education level to tertiary level and development of leadership skills and knowledge in commerce, industry and public services”.
Ali and Caleb (1992) further see human resources development as the sum total of activities designed to improve the quality and productivity of the personnel resources of an organization. From the above definitions human resources development must be people centered in terms of helping them to learn, to improve their values, perception, attitude and general behavioral paitns. There have been considerable evidences of human resources development and the libraries are no exeception to that. The federal government of Nigeria through its own institution the industrial training fund (ITF) has helped promote and encourage employee training and development because the scheme’s main objective is to promote and encourage the acquisition of skills with a view to generate a pool of indigenous trained – manpower sufficient to meet the needs of the economy.
Observation has shown that there is a considerable evidence of human resources development in most academic libraries and Abia State Polytechnic Library is no eceception. Human resources development in the library affect both senior and Junior staff but most a-times Junior staff.
HIISTORICAL BACKGROUND OF ABIA STATE POLYTECHNIC ABA
Abia state polytechnic Aba was established by edict No 8 of 1994, which took a retrospective effect from 2nd October, 2992 its location is former premises of Girls technical college (G.T.C) Abia, along Aba Owerri road. Abia State Polytechnic has a library, which was established the time as the institution. The institution presently has four schools which are made up of Departments, which offer various national Diploma and certificate programmes. The polytechnic library is an academic division and is headed by a polytechnic librarian. It has a book stock of over 12,000 with a staff strength of 24 (4 professionals) 5 para-professionals and Junior workers.
The library has provision for the following
1 Administration section, which overseas the activities of other section of the library
2 Technical section comprising cataloguing classification section
3 Serial and reference section
4 Binding section
5 Circulation section
STATEMENT OF PROBLEM
It is obvious that libraries have different problems. The problem may arise as a result of the size of the library, the structure and objective it wants to achieve. We are fully aware that the process of national development is a multi – dimensional phenomenon which involves economic an social dynamics. Because of these, the government tries to improve the skill, knowledge and attitude of employees in their operational performance.
The most disturbing problems of any library are those of poor remuneration high cost of training and development. The management is therefore, likely at this stage, to exhibit great awareness of her needs and objectives for the future.
One of the significant questions that constantly confronts the industrialist, as represented by the Nigeria Employers consuctative Council (NECC) is the degree of efficiency, a worker is to attend after training and development, since efficiency is not easily measured or observed.
The question is how often is the impact of training and employee development to the organization felt where there are improper incentives, inadequate training and working condition poorly designed equipment, over emphasis on single method of operation, fear, and distrust or retrenchanent. There is therefore the need to ascertain the “youth” in these contending positions, not only because the knowledge deriving there from would be of immerse policy value to the organization but also because of the potential it has to raise the consciousness of the average worker as to where the salvation of the library of the library lies and in what manner.
According to Bobbe for training and employee development to be meaningful and effective, trainees must have necessary capacity to absorb the new still from training. Library mangers cannot therefore solve all their problems but would only minimize them as to achieve the goals of the library. Hence one of the ways to minimize the problem is through training and employee development.
SCOPE / LIMITATION OF THE STUDY
The scope of the study is limited to human resources development in academic libraries with particular reference to Abia State Polytechnic library. Emphesis is led on the pattern, prospect and problems of human resources development in this library and the problems it is facing will be clearly identified. The researcher will make on exploratory study of the various techniques / methods of human resources development in this academic library in order to find out the impact it has on it and its users. Finally the researcher will take positive steps to finding means of addressing the problems identified.
OBJECTIVE OF THE STUDY
Primarily the purpose of this study is to ascertain the impact of training and employee development on workers performance, that is the extent to which training and employee development in the library have reduced most problems encountered at the office, to performance and productivity. More-so it is also aimed at investigating the nature, type and scope of various development programmes that should be adopted by the academic library understudy in developing their personnel. To identify problems associated with human resources development in academic libraies.
To determine the best method of enforcing training programmes on libraries and to identify the center of staff where the instrument of human resources development are mostly needed.
To make recommendation for the improvement of library services generally through the training and development of its staff.0
SIGNIFICANCE OF THE STUDY
The study is expected to provide all the necessary guideline to library personnel managers, students and scholars alike in library staff administration. It will also serve as a stepping stone for further research in staff development as it affect libraries and also as a guideline for further research in the feld of library personnel management.
RESEARCH QUESTIONS
The research will try as much as possible to address the following research questions
i. What roles does human resources do play in influencing a performance of workers?
ii. Does management encourage human resources development from time to time?
iii. Do workers consider the further prospects and prestige attached to human resources development before expressing interest in it?
iv. Are workers really interested in human resources development?
v. Has there been any form of favounitism on the part of management in selecting staff for training?
