Library Leadership & Management (Texas Digital Library - TDL E-Journals)
Not a member yet
619 research outputs found
Sort by
Recruitment of Employees in Academic Libraries: Advice from the HR Perspective
No full textTop performing competitive organizations, including Academic Libraries have a number of traits in common. Among these is a “library culture” that empowers people and gives them the freedom to make decisions and act; establish strong, meaningful values; supports and develops a shared identify and sense of community. The Academic Library that includes these traits will attract exceptional people with an attitude of accomplishment who fit the culture. These individuals are engaged and involved in the workforce and help create a safe and secure environment that allows people to do their best work.
The first step in either becoming a top performing, competitive organization or to remain one is to review and update the recruiting and hiring practices. Academic Libraries are no exception as they struggle to compete in today’s ever changing market place. Many libraries are losing their top candidates and limiting their ability to become innovative, trend-setting organizations. Traditionally conservative and risk averse in their hiring practices, many Academic Libraries keep positions open for long periods losing top candidates and limiting the quality of their internal talent. To remain, or become, competitive, Academic Libraries need to look internally to their own organizational lethargy to reassess and improve their recruitment structures.
Because Academic Libraries are part of the larger college or university environment they need to understand the role of the central Human Resource (HR) function in institutional recruitment and create opportunities to have more control over library recruitment. HR needs to be an ally not a hindrance in this process. Academic Libraries must also look externally to embrace new technologies and innovative recruitment concepts from other industries and modern human resource management to identify and attract the candidates that improve their operation
The Members Have Spoken: Results of the LLAMA MAES Survey
No full textThis article summarizes the results of a survey of the LLAMA MAES (Measurement, Assessment and Evaluation Section) membership conducted during April 2010. The responses offer insights that could be useful for other sections as well
Finding the Best People in a Tough Economy: The Role of Knowledge, Skills, Abilities, Attributes, and the Challenges of the Talent Acquisition Process
No full textThe Effectiveness of Academic Library Deans and Directors: A Literature Review
No full textAs with other organizations in higher education, academic libraries face increasing pressure to assess their work and be more accountable for returns on investment. Although most academic library deans are subject to some type of internal performance review, a broader examination of what makes library deans and directors effective could provide valuable guidance for current and future library leaders. This article reviews some of the core theories of leadership effectiveness in the mainstream management literature and examines recent publications related to effective library leadership. Because few such studies have been conducted, the review was expanded to include studies of academic deans outside of the library as well as studies suggesting interesting new directions for research into academic library leader effectiveness. Although the literature in the area of dean effectiveness is somewhat scattered, the findings of individual works are intriguing and suggest several topics for further research. This review also produced suggestions related to methodology. Future researchers should ground investigations of library leadership effectiveness within existing leadership theories. For empirical works, researchers should consider using previously developed, validated instruments in order to be able to compare results with the larger body of leadership effectiveness research
