week four staffing. 2 overview job characteristics organizational structure job descriptions hr...
TRANSCRIPT
WEEK FOUR
Staffing
Staffing2
Overview Job Characteristics Organizational Structure Job descriptions HR Issues
Performance Evaluations Legal Considerations
Types of Library Staff3
Professional librarians master’s degree in library or information science tend to be specialists
Support staff wide range of skills and responsibilities handle the routine work of most library
departments varying education and experience levels
Part-time employees often are students do mostly repetitive tasks
Changing Nature of Library Work
4
Shift from traditional, functional specialist positions to “multi-skilling” positions
Increasing requirements for behavior skills ability to communicate internally and
externally work effectively with others
flexibility creativity innovative
Diversity5
Broad term encompassing not only race, ethnicity, and gender but also characteristics such as age and physical ability
Diversity brings a variety of points of views and approaches to problems and opportunity that strengthens organizations
Managers must promote and commit to diversity as a principle and value that is part of the organizational culture
Training and Staff Development
6
Every library needs a planned, staff training and development program
Training primarily focuses on teaching staff to
perform their current jobs and helping them to acquire the knowledge and skills they need to be effective performers
also needed to keep employees current
Training and Staff Development
7
Staff Development staff development focuses on building staff
knowledge and skills so that they will be prepared to take on new responsibilities
includes additional activities such as varied work experiences and formal education professional conference programs and
workshops it is critical that managers promote transfer
of the knowledge and skills to the actual work situation
Staffing8
Personnel costs are half of the financial resources allocated to the library
In times of economic downturns, what gets cut? How do we prioritize?
Some academic libraries are being asked to cut 5-10% of budget (this could mean $3 million dollars).
ARL Budget Roundup 20099
Staffing Emory- 10 vacant positions won’t be filled (African-
American studies, economics, LGBT, etc.), other searches on hold
University of Washington- 8% cut= 20 vacant positions, closing/consolidating of
three branches and two service points 12% cut= 34.5 vacancies, 24 service hours cut in
undergrad library, branches to close at 5pm everyday. Umass Dartmouth loses Vice Chancellor of Library
Services position- dutires relocated to Adminsitration & Fiscal Affairs
Staff Development Reductions in travel and staff development-
training, conference attendance, etc.
In Academic Libraries
Organizational Structure10
Organizational Structure11
Organizations: are groups of individuals joined together to
accomplish some objective have their own characteristics have rules and norms which have evolved
over time interact with other organizations change internally to keep up with external
pressures
To Organize Structure12
Group tasks into individual jobs Group jobs into functions and divisions Allocate authority in the organization
among jobs, functions and divisions Coordinate or integrate jobs, functions
and divisions
Grouping Tasks into Jobs: Job Design
13
Job design is the process by which managers decide how to divide into specific jobs the tasks that have to be performed
J.R. Hackman and G.R. Oldman developed a job characteristics model that explains how to design jobs that are interesting and motivating
Job Characteristics Model14
High motivation on the job is related to three psychological states:
Meaningfulness of the work: work has meaning to you, is something you relate to, not just a set of tasks/movements
Responsibility: you have the opportunity for success or failure, because you have sufficient freedom of action. Includes ability to make changes/ incorporate learning on the job
Knowledge of Outcomes: 1) you get feedback so you know how successful you’ve been & can learn from your mistakes, 2) you can connect emotionally to the customer of your product
Job Characteristics Model15
Each of the three states derives from job characteristics: Meaningfulness:
Skill variety: uses an appropriate variety of skills (too many is overwhelming, too few is boring)
Task identity: the extent to which a job requires a worker to perform all the tasks required to complete the job
Task significance: the degree to which a worker feels the job is meaningful
Job Characteristics Model16
Responsibility: Comes from autonomy- the degree to which
the job gives the employee the freedom and discretion needed to schedule different tasks and decide how to carry them out
Feedback: The extent to which actually doing the job
provides a worker with clear and direct information about how well the job has been performed
Job Characteristics Model17
Job Characteristics Model18
Once we know what contributes to high motivation in a job, we can design jobs around key components: Varying work to enable skill variety Assigning work to groups to increase the wholeness
of the product produced and give a group to enhance significance
Delegate tasks to their lowest possible level to create autonomy and hence responsibility
Connect people to the outcomes of their work and the customers that receive them so as to provide feedback for learning
Taken from http://www.arrod.co.uk/archive/concept_job_characteristics.php
Job Characteristics Model19
Job groupings
Organizational Structure20
Grouping Jobs into Functions and Divisions
21
There are at least six structures used in libraries: functional structure subject structure divisional structure form structure matrix structure hybrid structure
Jobs in Functions and Divisions
22
Functional structure a function is a group of people, working
together, who posses similar skills or uses the same knowledge, tools or techniques
most common structure found in libraries Subject structure
used by libraries to organize based upon the classification of knowledge humanities, social sciences, etc.
then, functional by including functional responsibilities within the subject structure, such as acquisitions and reference
Jobs in Functions and Divisions
23
Divisional structure an organizational structure composed of
separate units within which are the functions that work together to produce a specific output for a specific customer
we often see geographic divisional structures -- campus branch libraries
Jobs in Functions and Divisions
24
Form of resources structure sometimes referred to as a divisional/product
structure (the form is the output) use of materials format to organize, such as map,
microform, audio-visual, serials, electronic services, and government documents
often, the form of resources structure handles all functions related to the format: acquisitions, cataloging, shelving, etc.
example: Government Documents Departments.
Jobs in Functions and Divisions
25
Matrix structure workers are grouped by first by function, then into
product teams. Members of different functions work together to develop a specific product.
each person reports to two bosses: the function boss and the product boss
to keep matrix structure flexible, product teams are empowered and members are responsible for making important decisions.
not seen often in libraries because of its complexity and problems with unity of command (two bosses)
Jobs in Functions and Divisions
26
Hybrid structure usually based in a large organization that
has many divisions and simultaneously uses many different structures (for example, function and product, etc.)
essentially used to break large organizations into smaller, more manageable units
Integrating Staff27
Mechanisms are used to increase communications and coordination among functions and divisions
Direct contact Liaison roles
useful for transmitting information across an organization
Integrating Staff28
Task forces a committee from various functions or divisions
who meet to solve a specific problem temporary; once the problem is solved, the
task force dissolves Committees
members are usually appointed have a specific charge and are results-oriented may be temporary or permanent standing example: Public Relations Committee; Staff
Development Committee
Integrating Staff29
Cross-functional teams to address recurring problems, use permanent cross-
functional teams Quality circles
groups of employees that meet regularly and voluntarily to recommend solutions to quality and productivity problems
Self-managing teams internal groups that manage themselves members are those who do the work process-oriented managers are responsible for developing the talents and
skills of team members, motivating them, and fostering effective working relationships
Organizational Structures in Libraries
30
The current thinking is:
flexible and adaptable to change few levels of formal hierarchy loose boundaries among functions and
units work unit is teams focus on end user services
Organizational Structures in Libraries
31
Results: job descriptions are becoming broader combining units internally some flattening of the hierarchy empowerment of team-based staff to make
decisions for which they have the appropriate information, knowledge, skills and abilities
use of interdepartmental committees to cross functional departments
Organizational Structures in Libraries
32
Results (continued) liaisons to the faculty (selection; research;
instructional, etc.) new user services (virtual reference) elimination of user services (such as
reference librarians doing database searching on behalf of the user)
new partnerships with other organizational units (usually IT- which others?)
Job Descriptions33
Job analysis is the HRM process of identifying the tasks, duties and responsibilities that make up a job -- the job description
Job descriptions specifies the duties associated with the job
Job Descriptions34
Usually contain the following elements:
Job identification job title and department
Job summary description of the major responsibilities and
why the job exists Job activities and procedures
description of tasks to be performed clear delineation of the duties and
responsibilities of the job
Job Descriptions35
Relationship of job to the organization lines of authority number of employees to be supervised internal and external relationships required of the
job Job requirements
identifies the minimal qualifications required education; experience; special skills; knowledge or
abilities necessary could also identify “preferred” qualifications
including additional educations and specific experiences
In Academic Libraries
Human Resources Management
36
Legal Environment of HRM37
There are a number of local, state, and federal laws and regulations concerning labor
Local laws are usually centered around minimum wage; although there is a federal minimum wage, Boston has set its own minimum wage level
Legal Environment of HRM38
Fair Labor Standards Act of 1938 mandates that non-managerial workers (non-
exempt employees) receive overtime pay at the rate of 1.5 times their regularly hourly rate for any hours worked beyond the standard 40 hour week
exempt employees are classified as managers who make important decisions affecting the organization, supervise two or more subordinates, or can hire and fire employees are “exempt” from the 40 hour workweek and overtime pay.
most professional librarians are classified as exempt employees
Legal Environment of HRM39
Equal Pay Act - 1963 requires men and women to be paid equally if
they are performing equal work Equal Employment Opportunities (EEO)
Civil Rights Act, Title VII – 1964 equal right of all citizens to the opportunity to
obtain employment regardless of their gender, age, race, country of origin, religion, or disabilities.
covers a wide range of employment decisions, including hiring, firing, pay, promotion, and working conditions.
Legal Environment of HRM40
Age Discrimination in Employment Act - 1967 prohibits discrimination against workers over the
age of 40 and restricts mandatory retirement Equal Opportunity Employment Act - 1972
amends Title VII to cover all private employers of 15 or more people, all private and public educational institutions, state and local governments, employment agencies, labor unions, and apprenticeship and training programs.
Legal Environment of HRM41
Pregnancy Discrimination Act - 1978 prohibits discrimination against women in
employment decisions on the basis of pregnancy, childbirth, and related medical decisions
Americans with Disabilities Act - 1990 prohibits discrimination against with disabled
individuals in employment decisions and requires employers to make accommodations for disabled workers to enable them to perform their jobs
Legal Environment of HRM42
Civil Rights Act - 1991 prohibits discrimination (as does Title VII)
and allows for the awarding of punitive and compensatory damages, in addition to back pay, in cases of intentional discrimination
Family and Medical Leave Act - 1993 requires employees to prove up to 12
weeks of unpaid leave for medical and family reasons including paternity and illness of a family member
Legal Environment of HRM43
Sexual Harassment form of sexual discrimination protected by Title
VII of the Civil Rights Act of 1964 quid pro quo sexual harassment: occurs when a
supervisor or someone in authority demands a sexual favor in exchange for some type of employee benefit
hostile work environment of sexual harassment: occurs when an employee is forced to work in an environment where behaviors considered offensive to an employee, such as sexual teasing or jokes, occur. The plaintiff must only demonstrate that the environment created by the offensive conduct was hostile and abusive.
Legal Environment of HRM44
Library managers responsible for HR must keep current with ever-changing laws, case law, and regulations.
Performance Appraisal and Feedback
45
Performance appraisal is the evaluation of the employees’ job performance and contributions to the organization
Performance Appraisal and Feedback
46
Who appraises performance immediate supervisors are the most common
appraisers of performance also, self-evaluation, peer-evaluation,
subordinates and clients Establishing standards of performance
standards of performance must be established against which an employee’s work is evaluated
articulate expectations; do not assume that everyone’s definition of “being on time” is the same
employees should have a say in the standards to be used since they are closest to the work
Performance Appraisal and Feedback
47
Methods of performance appraisals there is no standard for performance appraisal most are form-based, and the form is developed by the
institutional level HR department Instruments used
narrative essay ranking systems
simply ranks attributes from 1- 5 or high to low graphic rating: uses a short phrase to describe the level of
performance - “meets”, “exceeds expectations” etc. behavior anchored rating scales
assesses job behavior, such as “knowledge,” “attitude,” “judgment,” etc.
difficult to administered because each job is different
WHAT IS EFFECTIVENESSEFFECTIVENESS
in context of teams?
“LEADING GROUPS IN ORGANIZATIONS,” BY J. RICHARD HACKMAN AND RICHARD
E. WALTON
In Designing Effective Work Groups, edited by Paul S. Goodman and Associates, 1986, pp. 72-120
Effectiveness: task-performing groups in organizations
50
Results: the degree to which the group’s productive output (service) meets the standards of quantity, quality, and timeliness of the people who receive, review, and/or use that output
Collegiality: the degree to which the process of carrying out the work enhances the capability of members to work together interdependently in the future
Individual Development: the degree to which the group experience contributes to the growth and personal well-being of team members
51
Team Effectiveness
Outputs (results)
Socialcriteria
Personal criteria
52
“The relative weights one would assign to the three criterion dimensions vary across circumstances. If a temporary team were formed to perform a single task of extraordinary importance… the second and third dimensions would be of little relevance in judging the team’s effectiveness. On the other hand, teams sometimes are formed primarily to help members gain experience, learn some things, and become competent as a performing unit. The task of such a group may be more an excuse for the team than the reason for it, and assessments of the team’s effectiveness would depend far more on the second and third dimensions than on the first.”
LEADING TEAMS: SETTING THE STAGE FOR GREAT PERFORMANCE
J. Richard Hackman (Harvard Business School Press, 2002)
Five conditions foster “team effectiveness”
54
1. Real team (not name only): a team task(s). Clear boundaries, clearly specified authority to manage their own work processes, and membership stability over some reasonable period of time
2. Compelling direction for its work (someone in authority sets the direction for the team’s work)
3. Enabling team structure (facilitates , and does not impede, teamwork)
55
4. A supportive organizational context (operates within such a context): work motivation, necessary skills, careful attention to team formation and execution, etc. Some essential ingredients include: training and technical assistance, a reward system, reinforcement, an information system that provides the data and projections that members need to plan their performance strategy
5. Expert team coaching (there is ample expert coaching): Coaching involves direct interaction with a team that is intended to help members use their collective resources well in accomplishing work
Many organizations might have accomplished
56
Points 1-3 Not 4-5 All five are critical
57
Supportive organizational context
Expert team coaching
Enabling structureCompelling direction
Real team TeamEffectiveness
Team Effectiveness: A team will perform well if:
58
It is a real work team, well bounded and reasonably stable over time. It has a compelling direction that energizes, orients, and engages the talents of team members. Its structural features—task design, core norms of conduct, and composition—promote rather than impede competent teamwork. It has an organizational context that actively supports and reinforces excellence through systems, policies, and managerial practices that are specifically tuned to the team’s needs. And ample, expert coaching is available to the team at the times members most need it and are ready to receive it. (p. 237)
Some elements then of team effectiveness
Meeting “expectations” (mission, goals, objectives, tasks/ activities, schedules
Teams become a growing organism
Individual team members learn and contribute. They also assume leadership roles
59
To add ….
Leadership exists throughout the organization: different team members rise to the occasion
Director creates an environment for effective teams
A.J. Anderson adds: need to factor in leadership styles
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