ABSTRACT
Library infrastructure contributes to
the development of the University libraries and librarians. Organizational
culture and mentoring engender career development and commitment. Most academic
libraries in Nigeria are faced with the problem of library infrastructure,
organizational culture and mentoring affecting library processes and human
capital development. Such problems have degenerated into turnover intentions
and job quitting of librarians. The incessant loss of skilful workforce from
the information science field in Nigeria to other professions is capable of
obstructing the goals and objectives of the profession. This study investigated
the influence of library infrastructure, organizational culture and mentoring
on turnover intentions of librarians in South-South and South-East geo-political
zones of Nigeria.
A descriptive
survey design was adopted for this study. The population comprised of 400
academic librarians from universities in South-South and South-East of Nigeria.
Total enumeration was used. A structured questionnaire was used for data
collection. Instrument validation and reliability tests reported the following Cronbach’s
Alpha coefficients: turnover intentions
= 0.95, infrastructure = 0.82, organizational culture = 0.81 and mentoring =
0.97. A response rate of 83.5 percent was recorded. Data collected were
analyzed using descriptive statistics, Pearson’s Product Moment Correlation and
Multiple Regression analyses.
Findingsrevealed
a positive relationship between library infrastructure and turnover intentions
(r = 0.647, p < 0.05).
Organizational culture had a significant negative relationship with turnover
intentions (r = -0.344, p < 0.05)
while a significant negative relationship existed between mentoring and
turnover intentions (r = -0.325, p <
0.05). There was a positive relationship between organizational culture and
mentoring (r = 0.387, p < 0.05)
while mentoring and turnover intentions (r = -0.325, p < 0.05), turnover intentions and organizational culture (r =
-0.344, p < 0.05) had negative
relationships. The regression analysis results revealed that the individual
effects of the explanatory variables were mixed. Library infrastructure had a significant
positive effect on turnover intentions (t-stat. 13.547; p<0.05); organizational culture reported significant negative
influence (t-stat. = -3.952; p<0.05)
and mentoring exerted significant negative effect (t-stat. -2.227; p<0.05). However, the joint effect of
the explanatory variables on turnover intentions was significant and positive
(Adj. R2 = 0.464, F-stat.
93.458; p<0.05).
Library
infrastructure, organizational culture and mentoring predicted turnover
intentions of academic librarians in the two zones. The study therefore
recommended that universities in South-South and South-East zones of Nigeria
should develop their library infrastructure. The University Librarians in each
library should introduce mentoring programmes and inaugurate a committee that
will oversee the mentoring of librarians as well as adopt a flexible
organizational culture. Likewise, the Library Committee should advocate for
improved welfare package and increased salaries to reduce turnover intentions
of librarians.
Keywords:
Library-infrastructure, Organizational culture, Mentoring, Turnover intentions,
Academic libraries
Word Count:
436
TABLE OF CONTENTS
Content Page
Title Page i
Certification ii
Dedication iii
Acknowledgments iv
Abstract vi
Table of Contents vii
List of Tables ix
List of Figures x
CHAPTER
ONE: INTRODUCTION
- Background to the Study 1
1.2 Statement of the Problem 7
1.3 Objective of the Study 8
1.4 Research Questions 9
1.5 Hypotheses 9
1.6 Scope of the Study 10
1.7 Significance of the Study 10
1.8 Operational Definition of Terms 11
CHAPTER TWO: REVIEW OF LITERATURE
2.0 Introduction 12
2.1 Library infrastructure in universities 12
2.2 Organizational culture in university libraries 24
2.3 Mentoring in university libraries 35
2.4 Turnover intentions of librarians in universities 42
2.5 Library infrastructure and turnover intentions of librarians in universities 49
2.6 Organizational
culture and turnover intentions of librarians in universities 50
2.7 Mentoring and turnover intentions of librarians in universities 57
2.8 Theoretical Framework 62
2.9 Conceptual Model 67
Content Page
2.10 Appraisal of the literature reviewed 70
CHAPTER THREE: METHODOLOGY
3.0 Introduction 71
3.1 Research Design 71
3.2 Population 72
3.3 Sample size and sampling Procedure 75
3.4 Research Instrument 75
3.5 Data Collection Procedure 76
3.6 Validity of the Instrument 77
3.7 Reliability of the Instrument 77
3.8 Method of Data Analysis 77
CHAPTER
FOUR: DATA ANALYSIS, RESULTS AND DISCUSSION
OF FINDINGS
4.0 Introduction 78
4.1 Analysis of Demographic Characteristics of the Respondents 79
4.2 Analysis of Research Questions 81
4.3 Analysis of Research Hypotheses 87
4.4 Discussion of Findings 93
CHAPTER FIVE: SUMMARY, CONCLUSION AND RECOMMENDATIONS
5.1 Summary 103
5.2 Conclusion 105
5.2 Recommendations 106
5.3 Contribution to Knowledge 107
5.4 Suggestions for Further Studies 108
References 109
Appendix 123
LIST OF TABLES
Table Page
2.1 Mentoring skills 58
3.1 Population of librarians in universities in South-South of Nigeria 73
3.2 Population of librarians in universities in South-South of Nigeria 74
3.3 Summary of universities in Southern Nigeria and the number of librarians 75
4.1 Distribution of the Respondents’ Demographic Information 79
4.2 Turnover intention of librarians in university libraries 81
4.3 State of infrastructure in university libraries 83
4.4 Response on organizational culture in university libraries 84
4.5 Mentoring programmes in university libraries 86
4.6 Pearson Product Moment Correlation Analysis of library infrastructure with librarians’ turnover intentions 87
4.7 Pearson Product Moment Correlation Analysis of organizational culture and turnover intentions of librarians 88
4.8 Pearson Product Moment Correlation Analysis of mentoring and turnover intentions of librarians 89
4.9 Pearson Product Moment Correlation Analysis of organizational culture, mentoring and turnover intentions of librarians 90
4.10 Summary of multiple regression analysis showing the predictive influence of infrastructure, organizational culture and mentoring on turnover intentions among librarians in academic libraries in South-South and South-East, Nigeria 91
LIST OF FIGURES
Figure Page
2.1 Mentoring
cycle 61
2.2 Conceptual model 67
CHAPTER
ONE
INTRODUCTION
1.1 Background to the Study
Universities all
over the world are held in high esteem as an‘ivory’ tower where advanced
learning, teaching and research are done. The library in any university is an
organized and established academic institution and a gateway to academic
activities and community service. The main goal of the library, irrespective of
type, is to acquire information resources in different formats and in various
fields of human knowledge and to process, organise, disseminate and provide
access to them. Omeluzor, Bamidele,
Ukangwa and Amadi (2013) asserted that the library is a citadel for learning
and centre of every academic activity. They further noted that, it is a place
for knowledge creation, sharing and storehouse for knowledge in both print and
non-print formats. It is also observed by Häggström (2004) that during the 1997 fifth United Nations
Educational Scientific Cultural Organization (UNESCO)/Conférence Internationale
Sur l’éducation des adultes (CONFINTEA) meeting held in Hamburg, a declaration
was made and adopted to mandate “UNESCO to strengthen libraries, museums
heritage and cultural institutions as learning places and partners in the
lifelong learning process and modern citizenship.” The declaration made the
library a focal point in the development of human capital in any country.
The library is
very important in any university system because it is the centre for every
academic activity. Shekarau (2014) opined that the library and information
science occupy a vantage position in the education sector and plays a strategic
role in national growth and development. Librarians are, therefore, one of the
drivers of transformation in any nation. Consequently, librarians who handle
and manage the library and its information resources should be maintained to
avert turnover intentions.
According to
Agnes (1999), employee turnover is the proportion of the number of workforce
that had to be substituted in a given period to the regular number of workers.
Employee turnover is often utilized as an indicator of organization’s
performance which determines the organization’s efficiency and effectiveness
(Glebbeek & Bax, 2004). Some scholars, for example, Nyamubarwa (2013) and Adesulu (2016) have argued that employee’s
turnover intentions affect organization negatively. Using mathematical formulae
in identifying the implications of turnover in an organization, Price (1977)
calculated turnover intentionsinrelationto the number of personnel who have
left an organization during the time being considered separated by the regular
number of people in that organization within the time. Mbah and Ikemefuna
(2012) asserted that administrator refer to turnover as a process that is
associated with filling a post: whenever a position is vacant, either willingly
or unwillingly. The substitutionof another person is described as turnover
(Wood, 1995), which at most times is expensive on the part of the organization
due to the process of hiring and training a new employee who will overtime
learn to handle the new position.
According to
Mbah and Ikemefuna (2012) in their study on job pleasure and turnover
intentions of employees in Total Nigeria Plc. in Lagos State asserted that
turnover intentions are the voluntary quitting from a job at will. Turnover is
the resignation of skilful workforce from one job to another job. Ahmed (2004)
observed that the health and education sectors are the most affected by
turnover intentions than any other sector due to the number of intellectuals
that had left. Corroborating, Adesulu (2016) reported that 227 medical doctors
migrated from Nigeria in 12 months. However, Okoro, Omeluzor and Bamidele
(2014) in their study which looks at the effects of brain drain (human capital flight) of librarians on the services
of libraries in some selected universities in Nigeria found that 315
academic librarians had left Nigeria between 2006 and 2010 due to inadequate
infrastructure, instability in the academic calendar and prospect for further
training. Furthermore, in a presentation on the career choice of students of
library and information science in tertiary institutions in Imo State, Nigeria,
Okoro (2009) stated that over 60 young information professionals have so far
left Nigeria over the past few years for “greener pastures” in developed
countries. Turnover intentions occur in
the university library when a librarian resigns from one library to another or
from the library to other jobs outside the library profession due to inadequate
infrastructure (Okoro, et al, 2014).
Turnover intentions of librarians will adversely affect the library functions
when skilful and knowledgeable librarians resign their jobs for another. The
intention of librarians to leave from one library to another portends danger
for the university libraries in terms of skilled personnel that is needed to
accomplish tasks. However, replacing vacant posts in the library would be very
expensive, such cost includes for example searching for through the labour
market for a viable replacement, selection between competing candidates,
induction of the chosen candidates, and formal and informal training of the selected
candidates until he or she attains performance levels equal to the person(s)
who quit (John, 200).
Nigeria and
other developing countries have lost ‘good brains’ who resign their jobs due to
inadequate mentoring and poor organizational culture (Adesulu, 2016). Upon
that, not much has been done in the university library and library profession
to avert turnover intentions of employees. Besides, budgetary allocation for
the development and maintenance of library’s infrastructure is dwindling (Osinulu
& Amusa, 2010; Jan & Sheikh, 2011 and Kelley,
2012). With lean budget, most universities do not prioritize development of
their libraries resulting in the deterioration of university libraries’
infrastructure. In most universities, dilapidated library building adorn
vantage positions, obsolete or non-functional computer systems are showcased in
the libraries, furniture are not suitable, power supply remained unattended to,
Internet facilities are not available with poor plan for human capital
development (Okiy, 2003).
Development of
university libraries’ infrastructure cannot be overemphasized. This is because;
it helps in providing relevant information servicesand sereneatmosphere for the
library users to access resources. In this 21st century, the use of
information and communication technology (ICT) tools that allow access and use
of library resources is important to achieve the goals, objectives and
aspiration of both the library and librarians. Library’s infrastructure which
includes Internet facilities, computer systems, library building, furniture and
generator contribute to the development of the academic libraries and
librarians. Okoro, Omeluzor and Bamidele (2014) opined that the existence of
the academic libraries in this era depends greatly on the provision and
maintenance of infrastructure and its human capital. Adequate
infrastructure and human capital development are requisite for achieving goals
of academic libraries. However, development in infrastructure and human capital
might remain a culture in some organizations while in other organizations it
may not.
Organizational
culture is the philosophy, attitude, belief, behavior and practice that
constitute an organization (Rick, 2015). Organizational culture is carefully
cultivated over time within which several norms and practices are upheld and
respected. Culture is a key component in achieving an organizational vision,
mission and strategies. The university library’s culture supports a holistic
coordination of programmes, practices and enhances growth of the library and
librarians. According to McLaughlin
(2015), organizational culture is a system that brings people in an
organization together as one and allows them to share the same thought, values,
and beliefs towards achieving the goal of the organization. It is whatgoverns
how people behave and relate to one another in organizations. The shared values
influences the peoples’ behaviour in the organization in relation to their
belief, values, assumptions, actions, mannerism and dictate how employees act,
behave, support and perform their duties. Furthermore, organizational
culture is the totalsum of values and practice which serve as “bond” to incorporate
the members of an organization (Rick, 2015).
Value as a product of organizational culture, is an inexpressible part of
organizational activities that portrays care and support for the welfare of
employees. Values can be inherentin
people or organization or made known in value statements (Adeyoyin, 2006).
Consequently, libraries that value their employees would always strive to
develop, empower, train and mentor them.
Significantly,
employees (librarians) may express displeasure if expected cultural norms,
values and expectations are not met. These expectations are fundamental and to
a large extent determine their staying in the academic libraries or leaving for
other jobs. These include but not limited to working environment, remuneration
(salaries and wages), promotion, fair treatment, attitude of employer, belief,
value and carrier development. A study by Cappelli (2000) revealed that there
are some factors that play critical role in retaining employee in organizations
including job design and customization and encouraging social bond among workers.
According to Irshad (2012), some of the factors that can affect employees’
retention in organization aregrowth opportunities, work environment, balance in
work-life, organizational fairness and existing policy on staff leave. Therefore,
it implies thatturnover intentionsdecrease when a job meets the value,
expectation and standard, and would stimulate commitment and performance. The
level of turnover intentions of librarians decreases if their expectations from
the university library are wholesome, and increases if they are not favourable.
In
the library profession, human and capital resources are in high demand to
manage sensitive sections and functions of the academic libraries. Okoro,
et al (2014) emphasized that the
growth and stability of a nation’s economy are dependent on available human and
capital resources. According to Fapohunda (2011), a
dearth in the varied type of human capital will result in physical capital not
being productively utilized. Arguing on retaining employees, Fapohunda (2011); Bello and
Mansor (2013) emphasize that mentoring is a way of retaining and
maintaining manpower in any organization. Mentoring is the act of growing,
tutoring, encouraging, training, coaching, inspiring, teaching, motivating and
sharing with protégé knowledge to succeed in a profession.
The survival of
academic libraries in a highly competitive world depends on mentoring of protégé
(Seeger, 2008). According to Bello and Mansor (2013), mentoring as career development model which
helps in the development of skill among workers, career growth andself-belief.
Moreso, mentoring of librarians would contribute immensely to the growth and
development of the academic libraries. Mentoring is a tool to nurture and grow
people (Fapohunda,
2011), while instilling in them skills and knowledge to avert turnover
intentions. Furthermore, mentoring is a programme of activities designed
to train, encourage and retain skilled personnel in any organization prepared
by a mentor for a mentee. Such programme requires the mentor and mentee’s
participation to prepare the mentee for a higher assignment in his career.
Library and information profession to a
large extent has impacted educational institutions across the world. The profession
has immensely contributed to the advancement of human capital development.
Turnover intentions can hinder the plans and progress of an organization.
Literature, Olusegun (2013), Mbah and Ikemefuna (2012) and Kaur, Mohindru and
Pankaj (2013) shows inadequate infrastructure and organization culture have
significant effect on turnover intentions. It is evident from those studies
that turnover intentions of employees increases when the infrastructure,
organizational culture and mentoring are discouraging. However, since
dissatisfied employees have the tendency of resigning, such factors that will
enhance their exit like infrastructure, organizational culture and mentoring
need to be handled. Management of human knowledge in this era of information explosion
is very crucial hence the need for skilful librarians to meet the demands of
information users. Improving libraries’ infrastructure with positive
organizational culture and designing of mentoring programmes for young
librarians may likely reduce turnover intentions among librarians.
It is in view of the foregoing, that
this research investigated the effect of infrastructure, organizational culture
and mentoring on turnover intentions of librarians in South-South and
South-East geo-political zones of Nigeria.
1.1.1 Brief background of South-South and South-East Regions South-South Region
The South-South region of Nigeria
comprises of six states namely: Akwa-Ibom, Bayelsa, Cross River, Delta, Edo and
Rivers that are strategically located at the point where the Y tail of the
river Niger joins the Atlantic Ocean through the Gulf of Guinea. Though a
relatively small stretch of land, the south of the country provides the
economic mainstay of the economy – oil. In addition to oil and gas, the region
equally contributes other key resources, with potential huge investment
opportunities in tourism and agriculture (Destination Nigeria, 2015). The
South-South region has twenty universities including six federal universities,
seven state and seven private universities respectively with abundance of human
capital.
South-East Region
Before the British colonial government,
South-Eastern Nigeria was home to many ethnic groups such as the Igbo, Ijaw,
Ibibio, and Efik. These groups mostly had democratic systems of government and
several kingdoms, such as Nir Akwa Akpa (Calabar), Aro Confederacy
and Opobo which were huge influences in the region (Destination
Nigeria, 2015). The South-Eastern Nigeria was one of the
initial 12 states created after the Nigerian Civil War. South-East became the
name of one of the six geo-political zones in the country in the 1990s
consisting of Abia State, Anambra State, Ebonyi State, Enugu State and Imo
State. The local language in this region is Igbo. Presently, the South-East
region is mostly dominated by the Igbo speaking people with five federal and
state universities respectively and eight private universities.
1.2 Statement
of the Problem
In Nigeria and other parts of the world,
skilful and experienced librarians are needed to sustain the library’s
development and continuous delivery of services to its users. Library’s
infrastructure such asinternet facilities, computer systems, library building,
furniture and power supply are relevant to the functionality of the university
library. Some studies have shown that in most universities in Nigeria, library
infrastructure are not adequately provided (Okiy, 2010 & Haliso, 2011) The
available ones are almost dilapidated, leading to turnover intentions of
librarians to the western countries as well as from one library in Nigeria to
another (Okoro, et al., 2014).
The continuous dilapidation of library
infrastructure in Nigerian universities have the propensity to increase turnover
intentions of librarians with attendant negative implications and devastating
effects on the library profession and Nigeria’s development. Inadequacy and
dilapidated library infrastructure is further capable of hindering library
processes and services to the library patrons. Dilapidation of library
infrastructure can significantly affect the professional development and career
of librarians. Furthermore, inadequate library infrastructure can adversely
undermine the contributions of librarians in national and international
programmes as well as the overall functionality of the library (Öcel & Aydm, 2012); and can lead to
turnover intentions of librarians.
University libraries’ culture and its
image subsume belief, attitude, promotion, training, teaching, coaching, and
knowledge sharing among its employees can engender turnover intention reduction
(Dwirantwi, 2012). However, the affirmation variables have eroded over the
years in most university libraries in Nigeria leaving the librarians to their
fate. The current cultural practices among librarians in Nigeria is demeaning
with no adequate plan for the training, teaching and coaching of the younger
librarians for professional development (Bello & Mansor, 2013). This
scenario has increased the turnover intentions of librarians from one
university library to another.
In addition, the establishment and use
of mentoring programme in most university libraries in Nigeria has not yielded
any good result since it is only in document and not practiced. The mentoring of academic librarians in some
university libraries is only rhetoric and not in practice (Okurame, 2008).
Mentoring programmes in university libraries that is meant for the grooming,
nurturing, educating, professional growth and continuity in the library
profession is no longer encouraged. This situation has led to the turnover
intentions and eventual quitting of librarians from the university libraries(Nyamubarwa, 2013).
Several studies (Sanjeevkumar, 2012; Olusegun, 2013 & Okoro, et al, 2014), among others had been done on the antecedents and effect of turnover intentions of librarians, but none have combined library infrastructure, organizational culture and mentoring to ascertain their effect on turnover intentions of librarians. The incessant loss of skilful librarians especially in library and information science profession to other profession is capable of hindering library service delivery (Okoro, et al, 2014). Therefore, considering the importance of library infrastructure, organizational culture and mentoring in the university, this study ascertained the variables ascorrelate of turnover intentions of librarians in university libraries in South-South and South-East of Nigeria.
