This document discusses key aspects of human resource management in libraries. It begins by outlining the objectives of understanding the importance of human resources, what human resources means, and its relation to institutions. It then covers topics like types of library staff including professional, support, part-time and outsourced staff. Other areas covered include recruitment and hiring processes, job descriptions and analyses, and evaluating staff. The document provides details on frameworks for organizing staff and strategies for attracting a diverse workforce.

1. Human
Resourc
ePresentors:
Tansiongco, Kevin Conrad T.
Gocotano, Mitzi Faith M.
Professor:
Mr. Frederick M. Guererro

2. Objectives:
• To understand the importance of
human resource to the workplace.
• To understand the meaning of human
resource.
• To understand the relation of human
resource to every institution.

3. Topic to be discussed:
• Human Resource
– Types of Staff
– LIS Education and HR Utilization Policy
– The Organizational Framework for
Staffing
– Job Description
– Job Analysis
– Job Evaluation

4. • Recruitment and Hiring
• Filling Vacant Positions
• Attracting a Diverse Workforce
• Internal and External Applicants
• Matching the Applicant to the Position
• The Selection Process
• Interviewing the Candidate
• Background Verification
• Making the Hiring Decision
• Other Concerns

5. Human Resource
• Functions encompass all the tasks
associated with obtaining and
retaining the human resources of an
organization.
• These tasks include: recruitment,
selection, training, evaluation,
compensation, and development of
employees.

6. Types of Staff
• Professional Staff
– Works at those tasks that are
predominantly intellectual and
nonroutine, those requiring “ a special
background and education.
– Serve in leadership roles, directing the
total organization and the various
departments and subunits.
– Provide the expertise needed to fulfill the
information needs of the library’s patron

7. • Support Staff
– Consists of workers with a varied set of
skills, from paraprofessional to clerical.
– Usually the largest group of full time
employees in a library, and their
activities cover a wide range of essential
duties.
– Handles the routine operations in most
departments.
– Some may have high school diploma, but
many have a bachelor’s degree, and some
have graduates degree of various kinds.

8. • Part Time Employees, such as pages
in public libraries and student
assistants in academic libraries, work
easily learned, repetitive tasks, such
as retrieving items from the stacks or
shelving returned books.
• Outsourcing –refers to purchasing
from an outside source certain
services or goods that an organization
previously provided or produced for
itself.

9. • Long term contract workers – hired as
a cost cutting measure to do basically
the same job as regular employees but
without receiving benefits, often
resent the dual standard of
compensation.

10. The LIS Education and Human
Resource Utilization Policy
• This document demonstrates:
– That skills other than those of
librarianship are needed in libraries.
– That non-librarians must have equal
recognition in both the professional and
the support ranks of libraries.

11. • The LIS Education and HR Utilization
policy recommends that librarians are
permitted to advance within an
organization without becoming
administrators.

12. Dual Career Lattices

13. Another call for librarians;
• Technology consultant
• Technology training coordinator
• Head of Digital Information Literacy
Office
• Information Systems Librarian
• Head of Computer Services
• Web Master
• Cybarian
• Internet Services Librarian

14. • Charles Handy has suggested that the
organizations of the future will be
“shamrock” organizations, made up of
three different groups of workers,
“group with different expectations,
managed differently, paid differently,
organized differently.”

15. • Two other leaves: the contract workers
and the part-time and temporary
workers.
• The first leaf of the shamrock is
composed of the core workers, those
employees who are essential and
permanent.

16. The Organizational Framework for
Staffing
• Position – is a collection of tasks and
responsibilities that constitute the
total work assignment of one person.
• Job – is a group of positions that
generally involve the same
responsibilities, knowledge, duties,
and skills.
• Occupation – defined as a general
class of job found in a number of
different organizations.

17. J.R. Hackman and G.R. Oldham have
proposed a model of job enrichment
that identifies five core job dimensions
that are essential to job enrichment.
These dimensions are:

18. • Skill variety : the extent to which a job
requires a number of diff. activities
using a number of skills and talents.
• Task identity : the extent to which a
job requires completing a whole piece
of work from beginning to end.
• Task significance :the worker’s view of
importance of the job.

19. • Autonomy : the extent to which
employees have the freedom to plan,
schedule, and carry out their jobs as
desired.
• Feedback : the extent to which a job
allows the employee to have
information about the effectiveness of
their performance.

20. Hackman and Oldman’s Core Job
Characteristics

21. Job Description
• That specifies the duties associated
with that job; the relationship of the
job to other units of the institution;
and the personal characteristics, such
as education, skill, and experience,
required to perform the job.

22. Job descriptions vary from organization
to organization but generally contain
the following elements:
Job identification
Job summary
Job activities and procedures
Relationship of the job to the total
institution
Job requirements

23. Job Analysis
• This analysis allows the institution to
gather information about what is
actually being done by employees
holding specific jobs.
• A variety of methods may be employed
for a job analysis.
• Some of the most common include
direct observation, interviews, written
questionnaires, and requesting
employees to record what they do on a
job in a daily log or diary.

24. Job Evaluation
• Point Method
– These organizations develop a
quantitative point scale that identifies the
factors involved in a job, and they then
assign weights to these factors.
• Factor Method
– Job ranked is calculated by comparing
jobs with one another and also by
subdividing them into factors that have
dollar values attached on them.

25. A Heirarchy of Professional
Positions

26. A Heirarchy of Support-Level
Positions

27. Recruitment and Hiring

28. Filling Vacant Positions
• Support staff positions are filled from
the local labor market.
• Openings are advertised only in local
publications, almost all of these
positions are filled by individual
already living in the area.
• Professional vacancies are filled from
the national labor market.

29. Attracting a Diverse Workforce
• LIS schools have attempted to
diversify their enrollment by more
active minority recruitment efforts by
offering special scholarships.
• The ALA has instituted a new
Spectrum Initiative to provide
scholarships to African-American,
Latino-Hispanic, Asian-Pacific
Islander, and Native
American/Alaskan Native students for
graduate programs in LIS.

30. Internal and External Applicants
• Internal Applicants
Advantages
 usually fosters high morale
 management can more accurately
appraise the suitability of the candidate.
 is a known factor

31. • External Applicants
Advantages
 larger pool of talent that can be tapped.
 new employees bring new insights and
fresh perspectives to the institution.
Disadvantages
 generally takes longer and is more
expensive than filling with an internal
candidate.
 less well known

32. Matching the Applicant to the
Position
• The fundamental goal of selection is to
achieve a good fit between the
qualifications of the applicant and the
requirements of the position.
• Offering the position to the wrong
applicant can be an expensive
mistake, both in time and in money.

33. The Selection Process
• Application Forms
– Cover Letters
– Resume
– Application Form
• Applicant Testing
– Tests

34. Interviewing the Candidate
• Initially interviews by telephone to
narrow the pool of candidates and
then choose those who will be invited
for a personal interviews.
• Multiple interviews
• To supplement information obtained
through other sources.

35. Permitted and Prohibited Questions in Employment
Interviews

36. Background Verification
• Contacting references and previous
employment.
– Applicant must list references, which can
be either personal, academic, or
professional.
– If the applicant has a work history,
previous employers are the most valuable
source of information.

37. Making the Hiring Decision
• Last step in the selection process.
• Search committees
• Administrator
• Library Director

38. Other factors human resource issue:
• Training
– Team Building Events
• Developing
• Evaluating
– Evaluation for the superiors
• Compensating
• Disciplining
– Policy Manual

39. Work Cited:
Books
Barbara, M.B., Stueart, R. D. ( 2010). Library and information center
management. London: Libraries Unlimited.
Claravall, N.J. (2005). Managing libraries and information centers in the
Philippine setting.La Trinidad, Benguet: Benguet State University.
Websites
ALA. http://www.ala.org/educationcareers/careers/paths/policy.
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ALA.http://www.ala.org/educationcareers/sites/ala.org.educationcare
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08:46p.m
http://humanresources.about.com/od/glossarye/g/hand_book.htm.
Retreived: 08;59p.m.
Human resource management.
http://en.wikipedia.org/wiki/Human_resource_management.
Retrieved: 08:06p.m.
Outsurcing. http://en.wikipedia.org/wiki/Outsourcing. Retrieved:
08:10 p.m.