http://hdl.handle.net/2142/1625 29th Allerton Park Institute (1987); Edited by Richard Rubin. http://hdl.handle.net/2142/1676 Allerton Park as Metaphor Sullivan, Peggy Allerton Park Institutes are part of a long tradition, but the one in 1987 has been presented in a somewhat different way from earlier ones. There were options on programs to attend, opportunities for considerable interaction, a spirit of informality, and time to share problems and learn from the problems of other participants. The setting of Allerton Park is a metaphor for the activity. It has allowed for freedom and diversity, humor and sociability, isolation and thought. It is a good place for a group to gather, to get a better grip on its pride and purpose. It is important for those of us who are administrators and leaders in librarianship to do this periodically, and we have benefited from this experience. Library personnel management Thu, 01 Jan 1987 00:00:00 GMT http://hdl.handle.net/2142/1675 Employee Turnover and the Exit Interview Neal, James G. Employee turnover is an important measure of the health of an organization. All libraries should implement a three-step program of turnover management: the collection and analysis of data on turnover patterns, the identification of those factors contributing to turnover in the library through organization of a formal exit interview program, and implementation of remedial actions which address the main causes of turnover. This article focuses on the exit interview as an effective tool for documenting the causes of turnover in a library and for influencing management action. The exit interview must be based upon a standardized format, assure employee confidentiality, employ talented interviewing staff, involve periodic assessment of effectiveness, and provide for routine feedback to management. Library personnel management Thu, 01 Jan 1987 00:00:00 GMT http://hdl.handle.net/2142/1674 Achieving High Performance in Library Work Martell, Charles In this article, the concept of productivity is recast. This is necessary because the nature of work is undergoing a profound transformation. As a result, corporate and political leaders are seeking to build an institutional framework in which excellence and high performance are adopted as basic cultural norms. To be successful in this effort, leaders must create a new reality for the employee. This must include a high quality of work life. Discussion of a set of critical human resource issues may help to provide a platform from which to refocus personnel administration as it is currently practiced in our nation's libraries. These issues are: motivation; job design; quality of work life; organizational culture; high performance; and excellence and renewal. Library personnel management Thu, 01 Jan 1987 00:00:00 GMT http://hdl.handle.net/2142/1673 Building Job Commitment Among Employees Maehr, Martin L. This article is concerned with how persons in leadership roles can elicit the motivation, commitment, and personal investment of members of an organization. Recent research on employee motivation is briefly summarized and interpreted. It is argued that those in leadership roles bear a special responsibility for creating a sense of purpose in the organization. It is as leaders engage the members of an organization in establishing goals, in focusing on the purpose of their work and the mission of the organization, that they are most likely to elicit personal investment. The design and use of other management tasks, especially evaluation, play an important complementary role in reinforcing the sense of a shared purpose and therewith can contribute significantly to the development of employee commitment. Library personnel management Thu, 01 Jan 1987 00:00:00 GMT http://hdl.handle.net/2142/1672 Why Training Doesn't Stick: Who is to Blame? Lipow, Anne Grodzins This article, "Why Training Doesn't Stick," presupposes that it does not, and that, as a matter of course, it is a waste of precious dollars to send someone to a workshop or a seminar for training. Soon after training goes the assumption that the trainee will be doing things the old way. While acknowledging that at least sometimes that training does stick, the author has come to understand that the conditions under which training is successful are so specific and so rarely met that when it happens it is the exception rather than the rule. "Who is to blame?" The author answers that question by explaining how we can turn the tables and make "training that sticks" the rule rather than the exception. Library personnel management Thu, 01 Jan 1987 00:00:00 GMT http://hdl.handle.net/2142/1671 Collective Bargaining in Public Libraries: Preserving Management Prerogatives Holman, Norman Drawing mostly from the history of public sector collective bargaining in Ohio, laws and chronology are examined for insight into the importance of management rights and prerogatives. Special attention is given to dispute resolution and the respective rights of management and labor in it, since the existence of a dispute is likely to reveal an issue where one or the other party may acquire previously undefined authority. Library personnel management Thu, 01 Jan 1987 00:00:00 GMT http://hdl.handle.net/2142/1670 Organizational Entry: Human Resources Selection and Adaptation in Response to a Complex Labor Pool Heim, Kathleen M. Entry-level recruitment to library organizations is discussed in light of the complex labor pool. Suggestions are provided for better techniques to accommodate both employer and employee goals. The need for clearer articulation of specializations to facilitate targeted preparation of new entrants is presented as a strategy to develop a broader cadre of entry-level personnel. Library personnel management Thu, 01 Jan 1987 00:00:00 GMT http://hdl.handle.net/2142/1669 Developing Compensation Systems in Academic Libraries Duda, Frederick Compensation, stated succinctly, is what employees get in exchange for their work. The adequacy of the compensation has great impact on the ability of an organization to meet its goals. Inadequate compensation leads to poor performance, absenteeism, excessive turnover, grievances, and strikes. Although such problems will never completely disappear, morale can be positively affected if an organization has formulated and disseminated its compensation objectives. The purpose of this article is to provide background on a complex personnel specialty rarely covered in library schools. The fundamentals for designing and administering a compensation program are covered. Emphasis is given to job evaluation systems, merit-based reward systems, compensation administration, and current issues and problems in compensation Library personnel management Thu, 01 Jan 1987 00:00:00 GMT http://hdl.handle.net/2142/1668 Conducting Performance Evaluations Cohen, Lucy R. In order for any performance evaluation system to be effective, it should provide believable information about a staff member's job performance. A performance evaluation system based on performance goals and measures is an effective system which satisfies those conditions. This article provides a summary of the discussions and materials covered during the performance evaluation workshop conducted at the 29th Allerton Institute. It reviews the reasons for conducting performance evaluations, the concerns and potential pitfalls to performance evaluations, and provides an in-depth description of a goals-based performance evaluation system. Library personnel management Thu, 01 Jan 1987 00:00:00 GMT http://hdl.handle.net/2142/1667 Stress in the Library Workplace Bunge, Charles A. This article provides information on organizational approaches to managing stress in the library workplace; defines stress as a person's psychological and physiological response to the perception of a demand or challenge; develops the concepts of stressors and coping strategies; and emphasizes the importance of library personnel officers, administrators, and managers knowing the dynamics of stress in the lives of individual workers and having awareness of the important sources of stress in the library workplace. The discussion also treats strategies for reducing stressors, assisting staff members in developing good stress management, and helping the employee who is at risk of burnout. Library personnel management Thu, 01 Jan 1987 00:00:00 GMT