Challenges and Opportunities in Customizing Library Repository User Interfaces
perf measures conference slides 2015
1. Issues of quality and professionalism regarding library
volunteers: reporting from a qualitative case study
Biddy Casselden
Dr Geoff Walton
Prof. Julie McLeod
Dr Alison J. Pickard
Northumbria
University
http://commons.wikimedia.org/wiki/File%3AAstor_Library_cartoon_by_Chip.png
2.
3. http://commons.wikimedia.org/wiki/File
Prof Doc.
Aim: To consider the role of volunteers in
English public libraries as a result of the drive
towards the Big Society agenda
Phase 1 :Delphi study (article in JOLIS
http://dx.doi.org/10.1177/0961000613518820 )
Phase 2 : Case studies
LA1 – North east metropolitan borough –
value added volunteer use
LA2 – North east metropolitan borough –
value added, and volunteer-led libraries
7. SERVQUAL model – measuring
service quality
“What is done isn’t quite up to standard, you can’t
develop them in the same way, and they are not there as
much. There is a massive difference in professional
standards” (Library manager LA2)
https://commons.wikimedia.org/wiki/File:Measuring_service_quality_using_SERVQUAL_model_(Kumar_et_al,_2009).png
13. Rewards
“You volunteer as an individual, but you end up
being a volunteer group, it wouldn’t work
individually now, we need each other”. (Volunteer LA1)
14. • Active recruitment, selection
and training of volunteers.
• Volunteers must be carefully
matched to the roles they
undertake
• Volunteer passion is
important for managing the
intrinsic rewards afforded
through volunteering
• Relationship building is vital
• Clear communication and
trust is vital
• The volunteer as a group
rather than an individual is a
key theme
• Demonstrating appreciation
of volunteering efforts is not
to be ignored
https://www.flickr.com/photos/philbradley/539804
0089/in/album-72157625923493122/
Editor's Notes
These are some of the issues I will be examining in the next 10 minutes – arising from my qualitative analysis for my prof. doc. to do with service quality.
Say a little bit about my prof. doc. reseach.
Prof. doc – originally started in 2011/12 – and am due to complete at the end January next year
Objectives
To identify the challenges (political/economic) faced by modern UK public libraries
To establish past and present practice regarding the use of volunteers in UK public libraries
To investigate what Library Managers see as the key issues for use of volunteers in library service provision
To explore viewpoints of library volunteers – considering motivations for volunteering, degree of volunteering, and issues that arise from volunteering.
To consider staff attitudes towards volunteers and their use in service provision
To explore opinions of library users on the use of volunteers for library service provision
To identify the variables that result in successful library service provision using volunteers
As a result of the former, establish areas of good practice and possible ways forward (possibly creating a toolkit of best practice)
2 stages to this research – largely qualitative: stage 1 is a Delphi survey examining library managers views of the issues and where they are now. Stage 2 is case studies of authorities examining key stakeholder perspectives – focus on one that has gone down a community managed library route, and one where volunteers are still used to support paid staff, rather than replace.
Have to acknowledge my own standpoint, and accept that this is a challenging topic – may not warrant a true reflection as each case is unique.
Acknowledge no one size fits all.
Interested in issues of capacity of community, staff/volunteer relationships etc.
Will report briefly n some of initial qualitative findings.
One thing all these people have in common is they are volunteers – but volunteers don’t just fit one model.
Hands up who volunteers?
Although I did find that the majority of volunteers I surveyed in the case study libraries were predominantly retired, ex-professional, middle-class and altruistic tendencies.
From my research library users were relatively unaware of who was/wasn’t a volunteer (nearly 2/3 of respondents 60%) – a quarter (26%) weren’t sure if they had ever been helped by a volunteer in the library. As people are an important factor in the delivery of service quality – this has repercussions for any assessment of library service quality on their part.
Library users were also less certain that there was a difference between paid staff and volunteers in libraries (60%), unlike library staff who were unanimous in stating that there was a difference.
When asked about staff and volunteers working in harmony – most users (89%) agreed this was possible, whereas the figure was lower amongst staff questioned – 77%.
Most staff indicated there would be the same or increased numbers of volunteers working in libraries in the future (92%), whereas library users were less certain about this fact (57%). Almost a third of library users (29%) were unsure what the future held for volunteer use in public libraries.
The other thing to say about these pictures is often the volunteer is explicit – they wear a uniform, or it is well know they are a volunteer, or they are working for a charity. Libraries are local government run organisations – with professional staff, and expectations of a public service – that might make it different?
What does a library do?
It was evident from the case study research that there was a perceived lack of understanding concerning what a pubic library actually does, on the part of national and local policy makers.
“I really don’t think people understand the skills that librarians have, and to sort of make you another type of officer altogether, to gather payments from people or something, just undervalues everything that a library is.” (Library manager LA1)
Similar distrust of the volunteers by the staff.
“You might get some very enthusiastic people, but I think it is more than having enthusiastic people, you need someone who understands what a library is?” (Library manager LA1)
Therefore impacting on the final result – especially in the case of a wholly volunteer-run library.
“to be honest, my feeling about volunteer-run libraries, is that they aren’t libraries, they are book exchanges. I’ve got a house full of books, but it is not a library, even if I lend out my books to my friends and family or whatever, it still doesn’t make it a library.” (Library manager LA1)
People working in Card Division, Library of Congress, Washington, D.C., 1910s or 1920s
Professionalism was a key theme that arose primarily from library managers as a key concern. Professional status is normally ensured through limited entry, guards an area of knowledge, and controls and disciplines members of that profession (Larson 1997 in Goodall 2000) – it is synonymous with competence, efficiency and effectiveness.
The lack of controversy resulting from using volunteers to run libraries is highlighted by many as frustrating, when considering librarianship as a profession, and an interesting parallel with other professions was given by a number of library managers to highlight the lack of logic of such a move.
‘In a way the transformation from a professionally run library to a volunteer library hasn’t thrown up as much protest as just closing a library would. It’s not particularly controversial I think – I think the community think it really is a good idea, and you know why wouldn’t they? When you are faced with ‘close the library or run it with volunteers’, then it does seem the better option.’ (Library manager LA2)
It is worth noting that the volunteers questioned (who were replacing paid staff at a volunteer run library) acknowledged the professional nature of paid staff, and the lack of value placed on their professional worth. However volunteers displayed a great pride in their own working – often coming from a past professional background, albeit not in the library sector.
‘Just because you volunteer, you are not going to give a sloppy service – you are going to give the same service.’ (Volunteer LA2)
Need to consider if a good service is the same as a professional service?
Can a library volunteer achieve a professional service if they never fully understand what a library service is?
Further complicated by fact that 60% of library users questioned were unsure about whether volunteers were present in their library service – demonstrating a clear challenge in terms of delivering a professional service with a hybrid model.
Zeithaml, Parasuraman & Berry
Library managers raised concerns relating to the resulting service afforded through over-reliance on volunteers
‘What is done isn’t quite up to standard, you can’t develop them in the same way, and they are not there as much. There is a massive difference in professional standards.’ (Library manager LA2)
It has already been noted that staff surveyed saw a clear difference between paid library workers and volunteers – key factors relating to knowledge and experience (39%), training and qualifications (30%). They also identified problems with volunteer use relating to commitment and reliability (58%), accountability (31%) and confidentiality (31%) – which clearly link to the above servqual dimensions.
Volunteers also raised the notion of accountability as a key difference between themselves and paid staff, and the freedom they had compared to staff, although they acknowledged the fact that service agreemebts could help regulate their actions in spite of these freedoms.
Service quality can be affected by the type of people who volunteer – and their reasons for volunteering initially. Volunteers predominantly listed 2 types of reasons for volunteering – selfish reasons, such as a love of books, or enhancing their CV, and more altruistic reasons, such as helping people, and for the good of society.
All volunteers demonstrated a strong work ethic, often having come from professional roles, predominantly retired, and displaying a need t undertake a civic duty, often in multiple organisations. Would enhance service quality, but in addition provide a challenge to paid staff who were managing them.
Volunteers also tended to be predominantly library supporters, having a past association with the library as a user – and having their own view on what they library was for.
However, library managers and staff were hesitant about relying on volunteers too heavily, and stressed the importance of considering their motives for volunteering initially.
‘These sets of people (volunteers) don’t want any more from the situation. They’re not looking for jobs, they’re not looking for experience, they’re just looking for something to do one afternoon a week, or because they are interested.’ (Library manager LA1)
Volunteer capacity an issue – demonstrated in thoughts of volunteers, staff and library users. The latter were not keen to get involved.
Enhancing volunteer experience for all AND improving service quality
Will examine what was identified as key by respondents
All respondents questioned discussed the need for volunteer use not to cross a line, and the potential sensitivity of such volunteer use when used for taking on roles that were perceived as the fun additional tasks that staff may have enjoyed doing.
The requirement for volunteer tasks to match their ability was expressed by library managers.
The role of active management, whereby strategies are employed by staff to, ‘ensure volunteers are managed in an explicit, developmental, supportive and appreciative way,” (Locke et al 2003 in Brodie, Cowling et al. 2009:32) was of paramount importance to in order to ensure a sense of belonging and loyalty.
Staff and managers considered the hidden costs of volunteers, and the challenges of management of a group of people who it was often difficult to say no to. However they did identify that with successful volunteer management, there was an added benefit of being able to more effectively plan and identify library service priorities.
Symbiotic parasitism
Mutualism is a relationship in which organisms benefit from each other. This is a positive, positive relationship. (Campbell)
Another example would be when the ox pecker lands on an impalas back and eats the ticks that are a parasite to the impala. The ox pecker is benefited because it gets a meal from the tick and the impala gets benefited because the tick is no longer on it. Similarly, monkeys pick fleas from other monkeys which benefits both because its like a treat.
Findings from the research established that although the relationship between volunteers and the library service and staff could be reciprocal, it was at times fragile and challenged power relations.
The concept of symbiotic parasitism is an interesting parallel that can be considered, in that both sides can benefit from the relationship whilst preserving each other. However, the importance of maintaining an equilibrium was viewed as important for ensuring service level priorities are met.
“It’s great to have volunteers, but they are only useful if they are actually doing what you want them to do.” (Library manager LA2)
A volunteer hinted that such commitment has its limitations, “this is an enhancement to my life, this is not my life.” (Volunteer LA1)
In addition the staff survey identified the dominance of certain groups of volunteers or ‘the usual suspects’, and the exclusivity of particular social networks. This hints at something Musick and Wilson 2008 in Brodie, Cowling et al. (2009:29) identify relating to volunteers mirroring the inequalities prevalent in wider society. The volunteers appeared on the whole to be better resourced, more educated and had wider social networks within the case study authority sample questioned.
However, it did provide a link with the local community and a wider group of contacts, albeit not necessarily from all social sectors.
All stakeholders discussed the importance of volunteers needing to see the bigger picture, and understanding their role within the library service.
The clear communication of library service priorities to volunteers was something Library managers saw as vital to avoid misunderstandings, as was the need to communicate on a face to face basis, rather than simply using email.
Volunteers also stressed the need to feel valued by the library service, for their efforts.
“A lot of us have got university degrees, and have had good jobs. Sometimes we’re treated a little bit…. I’m not saying we want them (qualifications) to be used, but sometimes a little bit of appreciation?” (Volunteer LA2)
Working space was identified by all respondents as having a key role in relationship development, and enabling volunteers to feel valued in addition to facilitating communication. However the blurring of boundaries, particularly for staff, was perceived as a source of potential confusion and not necessarily a good idea. Some staff considered that they felt uncomfortable sharing workspace with a volunteer, who was internal, but also external too.
The nature of a volunteer who is internal, yet at the same time, external to the organisation, in addition is a challenge for those wishing to exert control of library workers. Control is an omnipresent theme that runs through many of the findings from this research. The juxtaposition of controlling people who perceive their volunteering as a leisure activity, in a work related manner is clearly evident.
Many volunteers exhibited hostility to the procedures introduced by the parent libraries arguing, “all these silly rules” (volunteer LA2) were not helpful to their effective functioning as a volunteer run library.
Pateman and Williment (2013:213) argue that there is a need for libraries to change the balance of power such that there is a, ‘philosophical and practical shift from (a library) being a service provider for our communities to being a partner with our communities.’
This challenge between institutional power versus individual empowerment was a key theme that emerged from the research findings.
“You’ve got no real authority over volunteers, I mean you can put guidelines in place, but you can’t bring to bear some of the pressures you can on paid staff. You’re not offering them wages, you can’t make them stay, you have to ask nicely. You do have to always be aware that they are not employees, they are members of the public who are helping you, and they can be a law unto themselves.” (Library manager LA1)
Volunteers questioned clearly understood the implications of such freedom, with regards to accountability.
“They are accountable as employees (paid library staff), we are not. The council staff are more accountable, we do have freedom because of that.” (Volunteer LA2)
Rewards – instrinsic especially
This research has reinforced the importance of building a volunteer community in the absence of monetary reward, which is vital to create a sense of belonging, and enables volunteers to see the bigger picture, from what they might initially perceive to be an individualistic act. Indeed, Smith (2002:17)argues that, ‘being and feeling, part of a team is an important reward for many volunteers’.
Most volunteers questioned demonstrated a keen loyalty to the parent library in addition to a strong customer focus, and the view that there had to be a benefit for the volunteer if the relationship was to succeed.
This perhaps reinforces the need for libraries to develop strategies to enable the retaining of volunteers, thereby fostering greater skills development, and loyalty to the parent library service.
“You volunteer as an individual, but you end up being a volunteer group, it wouldn’t work individually now, we need each other”. (Volunteer LA1)
Conclusion
Key recommendations from this research were the following:
Libraries need to ensure active recruitment, selection and training of volunteers. The latter will enable volunteers to understand their role and how it fits with wider service standards
Volunteers must be carefully matched to the roles they undertake
Volunteer passion is important for managing the intrinsic rewards afforded through volunteering
Relationship building is vital between the different stakeholders of a hybrid library – community, staff , volunteers and users
Clear communication is vital – between all sets of stakeholders – facilitated by workspace, and trust
The volunteer as a group rather than an individual is a key theme – with a sense of belonging and ownership, will retain loyalty and help to ensure service quality
Demonstrating appreciation of volunteering efforts is not to be ignored – instrinsic and extrinsic rewards are important to ensure that volunteering efforts are rewarded, and individuals feel valued.
