JOURNAL OF INTERNATIONAL ACADEMIC RESEARCH FOR MULTIDISCIPLINARY Impact Factor 2.417, ISSN: , Volume 3, Issue 9, October 2015

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1 PERFORMANCE MANAGEMENT OF LIBRARY PROFESSIONALS IN MEDICAL COLLEGE LIBRARIES IN DAKSHINA KANNADA DISTRICT- A STUDY PUSHPALATHA. K* T.Y. MALLAIAH** SHILPA KUMARI JAI*** *Assistant Librarian, Mangalore University Library, Mangalagangothri, Dakshina Kannada, Karnataka, India **Deputy Librarian, Mangalore University Library, Mangalagangothri, Dakshina Kannada, Karnataka, India ***Library Assistant, Mangalore University Library, Mangalagangothri, Dakshina Kannada, Karnataka, India ABSTRACT The results and discussions in this paper are based on the primary data collected from 42 library professionals in Medical College through a Pre-tested, structured, comprehensive questionnaire with a response rate of over This paper reports on the views and perceptions, job rotation, training, performance appraisal, promotion, reward system, job environment and organizational characteristics influencing their job satisfaction. These study findings have implications for human resource management research and practice in medical college libraries. Finally, it highlights the suggestions made by the library professionals for the future planning of the library. KEYWORDS: Performance management, Employee relationship, Promotion Policy, Job Satisfaction 1. INTRODUCTION Performance management is a systematic process for improving organizational performance by developing the performance of individuals and teams to get better results by understanding and managing performance within an agreed framework of planned goals. The main strength of an organization lies in the quality of its human resource and harnessing the same. In a competitive and fast faced working environment, performance management systems have become important instruments for assessing and determining the worth of each individual in relation to the management. Management of an organization is a universal process, which is applied in every type of organization as well as in the libraries. The primary emphasis of the performance management system is on planning, standardizing and improving human efforts at the operative level in order to maximize output with minimum input. Mallaiah (2008) in his study of performance management says that it is a process for measuring outputs in the shape of delivered performance compared with expectations expressed, as objectives. Both the 67

2 workers and management should substitute friendly cooperation and helpfulness for antagonism. Effective management leads to the discovery of general truths and the operations of general laws. In the treatment of the library staff, fairness and justice are more important. Setting goals, making sure that employees expectations are clear and providing frequent feedback, help people to perform their work most effectively. Thus, in libraries, proper performance management system helps to secure the maximum prosperity of both the staff and the management. When employees exhibit appropriate behaviour and action, the goals and objectives of the organization are achieved effectively. This is because the individual job or work goals of the employee s are linked with work units or the departmental goals. Managing performance is essentially about managing, developing and reinforcing appropriate individual behaviour for excellent results. The main strength of an organization lies in the quality of its human resource and harnessing the same. 2 Objectives of the study The specific objectives are: 1. To identify and evaluate the key features of performance management system. 2. To extract the views and perceptions of the library professionals. 3. To elevate major implications for strengthening the performance management system; in respect of medical college library professionals based on the findings of this study. 3 Methodology The study is mainly based on the primary data collected from the professionals working in Medical College libraries of Dakshina Kannada. The study relates to Trends and Status of Performance Management of Library Professionals. Hence, the information, opinions, perceptions and attitudes of these library professionals was collected and analyzed. The library professionals identified in this study are grouped into two categories, namely professionals and semi professionals. 4 Results and discussions The views of 48 library professionals working in the Medical College Libraries of Dakshina Kannada were considered to present their opinion on the various aspects of performance management system. There are different cadres in library profession like 68

3 Librarian, deputy librarian, Assistant Librarian and library assistants, among which Librarian, deputy librarian, and Assistant Librarian were considered as professionals and library assistants as semi professionals, and their are presented in the table below. The data collected for the study was analyzed and interpreted in the Table 1. Table 1: Response rates of library professionals (Designation-wise) Category Questionnaires Responses received distributed Professionals Semi-professionals Total The above table indicates that 42 (87.50) of questionnaires were received, among which 32 (66.66) were professionals and 10 (20.84) were semi-professionals. 4.1 Reasons for selecting the present profession An employee reaches a post in the department either by direct recruitment or by promotion. The main advantage of the internal promotion is that, the organizational policy of promoting can enhance an employee s morale and job satisfaction. These employees have better knowledge, skills, and abilities. An employee appointed in a lower post is usually promoted to a higher post whenever a vacancy arises in the higher cadre. Table 2 reveals the reasons for selecting the present profession. Table 2: Reasons for selecting the present profession Sl. No. Reasons Responses 1. Thinking of getting better salary To earn livelihood Better Location Love for the library profession Accident to join this profession The above table indicates that 10 (23.80) of the respondents joined the profession thinking of getting better salary. About 12 (28.58) respondents joined this profession in expectation to earn livelihood, 6 (14.29) respondents joined the profession to get better location, and another 6 (14.29) join of the profession accidently. So it is found that most of the employees join a job to earn better salary and to lead a better lively hood. 69

4 4.2 Respondents Views on Management As the library grows, there should be a division of duties and responsibilities. lack of planning in the libraries, results in inefficiency. Planning helps the librarian to run the job and contribute towards achieving maximum results. Authority and responsibility should not be separated. The staff should receive orders only from the librarian, by providing framework for employees & work in the library, planning makes the work more meaningful and the activities more orderly. Table 3: Respondents views on management Sl. No. Views on library management 1. Dividing work by giving opportunity to learn By fear of punishment, using authority to punish Affects cultural factors Discipline with safe working environment By treating the subordinates as members of a family It is viewed from Table 3 that 19 (45.23) of the respondents revealed that there is division of work by giving opportunity to learn more, 13 (30.95) of the respondents opined that they were treated like members of a family with fairness, equity, and consistency, 8 (19.04) respondents opined that the management encouraged discipline with safe working environment, 1 (2.39) felt that it affected the cultural factors in the library, and another 1 (2.39) said that the staff works under fear of punishment. From the above analysis, it is clear that administrative decisions are concerned with structuring of the organization s resources with a view to creating maximum performance potential. It provides direction and coordination of various library activities towards effective utilization of personnel for achieving identified objectives. Most of the respondents were happy with the division of work by the management. 70

5 4.3 Views on Employee Frustration Employees at all levels are responsible for actively communicating with their superiors about their performance. Employees expect appreciation for their work. It is in this context that data was collected from the respondents on the factors that cause frustration among the staff of the Medical College Libraries in Dakshina Kannada. The results are summarized in Table 4. Table 4: Factors responsible for frustration - respondents views Sl. No. Factors responsible for frustration 1 Delayed promotions Punished or demoted Lose the trust and confidence of superiors and colleagues 4. Difficult working environment Boss being aggravate As per the analysis of data given in Table 4 it is clear that, 9 (21.45) respondents in the library opined that they get highly frustrated when their promotions are delayed. 5 (11.90 ) respondents who stated that they get highly frustrated when they are punished or demoted. Another 10 (23.80 ) respondents said they get highly frustrated when they lose the trust and confidence of their superiors and colleagues, while 7 (16.66) felt that they are very frustrated when they find difficult working environment. 10 (23.80) respondents said it is high when boss is being aggravate. Hence, we can clearly observe that majority of the employees get highly frustrated employee lose trust and confidence of superiors and colleagues when boss gets aggravated and some of the employees get highly frustrated when they do not get promotion, difficult working environment, boss as being difficult, and when there is no recognition for work done. 4.4 Recognition for Excellent Work as Perceived by the Employees The quality of day-to-day supervision, in the form of coaching is important for employees. The employees should be given some guidelines on the standard of work expected, both quantity and quality. It was observed by many employees that output and expectations of performance vary considerably depending on different supervisors and 71

6 different work groups with varying degrees of motivation and informal norms for controlling output. Sl. No. Table 5: Respondents views - on work development Views on work development 1. I know that there is no recognition for my work I have greater job satisfaction when superiors give me an opportunity to participate in making decisions which affect us 3. I have found that recognition is given only occasionally and it takes its own time to come I feel more engaged when I feel that my ideas and efforts are recognized as important and helpful I have always received immediate recognition From the above table, it is evident, that 15 (35.71) of the respondents felt that recognition is given only occasionally and it takes its own time to come, 11 (26.19) opined that they had greater job satisfaction when superiors gave them an opportunity to participate in making decisions which affected them, 6 (14.29) of respondents felt that they are more engaged when they feel that their ideas and efforts are recognized as important and helpful, 8 (19.04) of the respondents opined that there is no recognition for their work, 2 (4.77) of the respondents stated that they always get immediate recognition. Hence it is observed that majority of the employees job satisfaction when superiors give them opportunity to participate in making decision. 4.5 Working Environment Working condition in library plays an important role in maintaining better relations. Satisfactory working conditions, apart from improving employee-employer relationships, also help in ensuring adequate safety. In this context, the employees opinion about the space to work, furniture, equipment and working material, lighting arrangements, ventilation, provision of drinking water, toilet facilities and rest rooms, which have a direct bearing on an employee s work behaviour., were obtained and the results is shown in Table 6. 72

7 Table 6: Work atmosphere in the library Sl. No. Work environment 1. Highly relaxed Relaxed Moderately demanding Demanding Highly demanding It is observed from the above table that Most of the respondents 11 (26.20) stated that working atmosphere in their library was moderately demanding. About 10 (23.80) respondents stated that the working atmosphere in their library was relaxed. Nearly 6 (14.29) respondents stated that work environment was highly demanding. 4.6 Inter-section Transfers in the Library (Job rotation) Some employees cannot cope with the given jobs because they cannot understand difficulty and they may not have a adequately long attention span to complete the given work. Inter- section transfer involves increasing the range of jobs and the perception of variety in the job content. Transfer policies should be set up with the circumstances when employees can be transferred along with arrangements for pay, resettlement, and retraining. There will be fears that the new work will make additional and unpalatable demands for extra skill. Job rotation involves the movement of employees through a range of jobs in order to increase interest and motivation. It can improve multi-skilling, but also involves the need for greater training. Inter-section transfers and productivity are in a circular relationship in which one affects the other. Table 7: Is inter-section transfer necessary? Sl. No. Necessity of Inter-section transfer 1. Yes No Total

8 Table 7 indicates that the majority, 28 (66.67) of the respondents were happy with the inter-section transfer and 14 (33.33) respondents were not happy with the inter-section transfer policy in the library because according to them working in one section was convenient and easy. Transfer may not modify or redesign the employee s job, but it allows increasing employee skill and knowledge about other jobs. The reasons for accepting and not accepting the inter-section transfer policy by the employees were ascertained and are presented in Table No 8. Table 8: Reasons in favour of inter-section transfer Sl. No. Reasons in favour of inter-section transfer 1. To acquire new skills, knowledge Increase cohesiveness and interaction with other employees Makes work interesting and challenging Can develop ability Helps to increase general job efficiency The data presented in Table 8 reveals that, 14 (33.33) respondents expressed that inter-section transfer was necessary as it provided new skills and knowledge, 10 (23.80) employees stated that inter section transfer increased cohesiveness and interaction with other employees, 12 (28.58) believed that inter section transfer made their work interesting and challenging,a meagre 1 (2.39) no of the respondents accepted this as an opportunity to develop their ability, and 5 (11.90) respondents orated that inter section transfer helped to increase their job efficiency in general. 74

9 4.7 Promotion Policy in the Library Employee promotion policy supports employees to acquire new knowledge, develop skills, and enhance abilities for excelling in their job because they know that only outstanding performance will result in good compensation and promotion. Promotion mediates the relationship between individual motivation and performance. It is also a process of rewarding employees with monetary benefit according to the value of their work contribution. Table 9: Promotion Policy in the Library Sl. No. Bases of employee promotion 1. Merit (skill, job knowledge, accuracy of work, efficiency, and commitment) Personal relationship with superiors and management people Seniority basis Performance report Performance appraisals by the superiors Table 9 indicates that majority, 23 (54.76) respondents opined that promotions were based on seniority basis, 2 (4.77) respondents opined that promotion was based on personal relationships superiors and management people, and another 2 (4.77) respondents felt that it was based on the skill, accuracy and knowledge of work. 4.8 Reward System in the Libraries Most of the organizations use a variety of rewards to attract and retain people and to motivate the employees to achieve their personal and organizational goals. Reward and compensation systems should be clearly linked with employee s performance for optimizing performance outcomes. People do not work just for the money. They want promotions, to learn new skills and competencies, and enhance contributions to the organization. Good performance needs to be rewarded. This will promote transparency and consistency within an organization. The objective of rewarding performance is to motivate the employees to perform still better and higher. 75

10 Table 10: Reward system in the library Sl.No. Reward system in the library 1. Yes No It is observed from Table-10 that 34 (80.96) respondents were not happy with the reward system, as it did not recognize the outstanding contribution/work of the employees and 8 (19.04) respondents expressed their happiness with the existing reward system. 4.9 Views on Leadership Styles and employment relationship. The term employment relationship describes the interconnections that exist between employers and employees in the workplace. It is an undertaking by an employee to provide skill and effort to the employer. They can motivate their staff where the staffs perceive that their individual efforts will lead to personal gain or positive outcomes. Effective leadership enables greater participation of the entire workforce and it can also influence work performance of the employees and success of organization. Leadership increases the willingness of the people to work by building employee morale and also reflects the alignment of basic components of the organization. Table 11: Views on the leadership style of their superior Sl. No. Views on Leadership style of superiors 1. Employee controlling capacity Increases the willingness of the people to work Uses good judgment in making decisions It encourages with less confidence and I don t feel free to express my opinion Motivates the employees It is clear from the above table-11 that, 13 (30.95) respondents felt that the superior directs the team and increases the willingness of the people to work. About 12 (28.57) respondents expressed that superiors has employee controlling capacity, While 7 (16.67) respondents expressed that they give good judgment in making decisions and another 7 (16.67) respondents said that superiors inspire less confidence and they don t feel free to express their opinions. Remaining 3 (07.14) respondents stated that superior s leadership 76

11 motivates them. It is found that majority of the respondents are happy with the leadership style of the superiors Performance Appraisal Appraising people is a natural and popular activity. It is a continuous process in a majority of the libraries; it aims to reduce to objective terms, the experience and personal qualities of every person in the library. Appraisals are most likely to concentrate on the personal strengths and weaknesses and job performance. Appraisal structures that are complex tend to result in confusion, frustration, and loss of credibility of the appraisal system. Sl. No Bases for appraisal Personal observation Colleagues Opinion Personal Interaction Opinion of departmental heads Client Interactions Table 12: Performance Appraisal Strongly Don t Agree agree know Disagree (35.71) (45.23) (14.28) (4.78) (14.29) (26.19) (00.00) (45.23) (35.71) (40.48) (11.90) (7.14) 18 (42.85) 6 (14.28) 15 (35.71) 2 (4.77) 6 (14.29) 10 (23.80) 2 (4.76) 17 (40.48) Strongly disagree 0 (0.0) 6 (14.29) 2 (4.77) 1 (2.39) 7 (16.67) Total () 42 (100.00) 42 (100.00) 42 (100.00) 42 (100.00) 42 (100.00) The above Table4.12 stated that 15 (35.71) of the respondents strongly agreed on the ratings of appraisals on personal observation, 19 (45.23) of the respondents agreed, 2 (4.78) of the respondents disagreed, and 6 (14.28) of the employees responded that they do not know the particular criteria of appraisal. About the criteria, on basis for appraisals ratings on Colleagues Opinion, 19 (45.23) respondents disagreed, 11 (26.19) respondents agreed, and 6 (14.29) respondents strongly agreed that colleague s opinion is an important aspect for performance appraisal. Regarding the criteria, on basis for appraisals ratings on personal interaction 17 (40.48) of the employees agreed and 15 (35.71) respondents strongly agreed. Most of the 18 (42.85) respondents strongly agreed that the opinion of the library heads should be major criteria for the appraisal; 15 (35.71) respondents agreed that the opinion of the departmental heads should be the most important factor for appraisal 77

12 About 6 (14.28) professionals said that they strongly agree on client interaction. Around 10 (23.80) respondents opined that they don t know about client interaction. 17 (40.48) professionals disagreed to the criteria of client interaction, 7 (16.67) employees said that they strongly disagreed on the concept of client interaction. Table 13: Views on Authority for appraisal ratings Sl. No Authority of appraisal Respondents 1 Senior librarian Committee Outside experts Valued by the organization Head of the institution The above result reveals that 13 (30.95) respondents in the library responded that they were appraised by the senior librarian of the library, 11 (26.20) respondents said that they were appraised by the committee, 6 (14.29) employees said that outside experts were evaluating the staff, 3 (7.14) respondents stated that appraisal was valued by the organization, 9 (21.42) respondents felt that appraisal ratings was done by the head of the institution. Performance appraisal helps the librarian to evaluate the performance and to know the potential of their subordinates and to assign work, which suits the individual and facilitates the correct placement of library staff members. If the performance of a staff member is better than of others, he can be recommended for promotion, but if a person is not doing well on a job, he may be transferred to some other job for which he is considered to be better suited. Weaknesses of the staff members are revealed by such appraisal and the training programme can be developed and modified accordingly. The librarian may use the results of the system for the purpose of constructively guiding the staff members in the efficient performance of the work. The respondents replies to the performance appraisal system adopted by the library are depicted in Table 14. Table 14: Issues considered during appraisal Sl. No. Issues considered during appraisal 1. Skill in human relations Knowledge and judgment Regularity/Punctuality Work performance Ability to take responsibility

13 Table 14 indicates that 20 (47.61) respondents said that the performance appraisal system followed in the library was based on work performance, 6 (14.29) respondents said that they were evaluated based on performance dimensions like skill in human relations and another same percentage of respondents responded that their appraisal was done on the basis of their regularity and punctuality, 7 (16.67) employees stated that performance appraisal was done by considering superior-subordinate relationship, 3 (7.14) of the respondents said that appraisal was based on the ability of the employees to take responsibility Training and Development Training is a process of improving the knowledge, skill, and attitude of employees to achieve the objectives of the organization. It is a process of enabling individual employees to improve their aptitudes, skills, and capabilities to perform specific jobs. Thus, training is concerned with imparting specific skills or increasing specific qualifications of particular employee s for particular purposes. New skills need to be imparted to the existing staff when technology changes. In the libraries, training helps the employees to achieve the knowledge, skill, and competence needed to carry out their work effectively. Table 15: Provision for training program Sl.No. Training program 1. No Yes Table indicates that majority 35 (83.33) respondents opined that there is no definite policy relating to the training programme in their library. About 7 (16.67) respondents stated that there is a provision for employee training program. Training has a complementary role to play in accelerating learning. It should be reserved for situations that justify a more 79

14 directed approach rather than viewing it as a comprehensive and all-pervasive people development solution Job Satisfaction Job satisfaction can be said to consider attitudes related to more specific aspects of the job, such as satisfaction or dissatisfaction with performance management procedures and outcomes, reward determination processes and outcomes, and career development opportunities. This may be analyzed into a number of significant factors, which cannot be entirely separated from the intrinsic factors of a job, especially for staff that are engaged in any supervisory work. At the end, the library professionals were asked to give their overall assessment of job satisfaction in the work they were doing. All the 42 respondents were asked to state whether they were satisfied with the library section they were presently working. Table 16: Job satisfaction Sl. No Job satisfaction Respondents 1. Highly dissatisfied Dissatisfied Moderately satisfied satisfied Highly satisfied It is found from Table 16 that 17 (40.47) respondents expressed that the quality of their job impacted their job satisfaction level Moderately. 9 (21.42) respondents were satisfied in respect of their work they were doing. 7 (16.66) respondents stated that they were highly satisfied. Further, 5 (11.90) respondents stated that job attitudes and supportive work culture in the library was dissatisfied and only 4 (9.52) respondents were highly dissatisfied. 5 Conclusion The present study empirically demonstrated that supportive organizational culture and high involvement work systems creates conducive and congenial organizational and work place environment for the effective and efficient implementation of employee motivation and performance in organizations. Proper, timely and adequate implementation of innovative employee involvement programmes would be instrumental in empowering employees. Positive experience of employee motivation and performance practices will have a favourable 80

15 impact on job and job environment. It naturally benefits the employee to become familiar with all aspects of a library s work in which he/she may have to become involved in the future, and at the same time, it alleviates the problems of disinterest. During appraisal, emphasis should be on job effectiveness and work performance with particular attention to desired areas of personal growth. Finally, it is worth remembering that employee involvement and empowerment can run contrary to human nature, and human resource development practitioners should be realistic about how to achieve and use it. Theses research findings will provide guidance to practitioners as they endeavour to create high-involvement and empowering organizations References: 1. Fletcher, C. And Williams,R (1992) The route to performance management, Personal management, October, pp Fowler, A, (1990) Performance management: The MBO of the 90s? Personal Management July, pp Mallaiah TY, (2008) Performance management and job satisfaction of university library professionals in Karnataka, DESIDOC journal of library and information technology, Vol 28(6) November,pp Robbins Stephen P, (2009) Organisational behaviour, New Delhi, Pearson, pp Rowely,Jennifer (1996) Motivation of staff in libraries. Library management Vol 17, pp Singh, Mahavir, (1998) Job motivation and organisational climate in libraries, New Delhi Mittal, pp