HUMAN CAPITAL DEVELOPMENT AND PERFORMANCE OF ACADEMIC LIBRARIANS: SAM JONAH LIBRARY IN FOCUS

Authors

Gloria Bosomtwi Amoah, University of Cape CoastFollow
Harry Akussah Prof., Department of Information Studies, University of Ghana

Date of this Version

3-14-2017

Document Type

Article

Citation

Alemna, A. A. (2012). Libraries: Key to national development. Ghana Library Journal 24(1), 1- 8.

Armstrong, M. & Baron, A. (1998). Performance Management Handbook, IPM, London.

Boateng, A. A. (2012). The role of human resource information systems (HRIS) in strategic human resource management (SHRM). Master of Science theses, Accounting Swedish School of Economics and Business Administration, Palovartijantie.

Brenya, P. (2014). The effect of human capital development on employee commitment in the

Judicial Service: A case study of Western Region. A thesis submitted to the Department

Of Managerial Science, KNUST. Retrieved from: ir.knust.edu.gh:8080/handle/123456789/7661

Dessler, G. (2013). Human resource management, London, Pearson Education Limited.

Martínez, W. (2013). Factors that affects the maintenance of Qualified Employees today’,

Publishers, Howard & Thomas, USA

Ezeani, C. N. (2008). Gender as a Determinant of Job Satisfaction of Academic librarians in Nigeria. Ghana Library Journal 20 (2), 61.

Fitz-Enz, J. (2002). How to measure human resources. McGraw-Hill Inc., New York.

Gratton, L. (2000). Living strategy: Putting people at the heart of corporate purpose, Prentice Hal,

London.

Hiller, S. & Kyrillidou, M. (2008). Performance measurement in libraries. Retrieved from:

https://www.reseachgate.net/profile/steve_Hiller/publication/265998638

Igun, S. E. (2006). Human capital for Nigerian libraries in the 21^stcentury.Library Philosophy and Practice (e-journal). Paper 82.

Josan, I. J. (2013). Human capital and organizational effectiveness. Change and Leadership 17, 39-45.

Kuvaas B. & Dysvik A. (2009). Perceived investment in employee development, intrinsic innovation and work performance. Human Resource Journal 19 (3), 217- 236.

Mabawonku, I. (2005). Capacity building for the sustenance of library. Consortia in African University Libraries. Proceedings of SCAULWA Conferences, Darka, 7-11^th November, 107.

Malaolu, V.A. & Ogbuabor, J.E. (2013). Training and Manpower Development, Employee Productivity and Organizational Performance in Nigeria: an Empirical Investigation, International Journal of Advances in Management and Economics 2 (5), 163- 177.

Mathis, R. L. & Jackson, J. H. (2006). Human resource management (11^thed.), South-Western,

Australia.

Ninh, T. K. T., Tanner, K., Johanson, G., & Denison, T. (2010). Systematic performance measure for university libraries in Vietnam. Library Management, 31(8/9), 702-716.

Patton, M. Q. (2003). Qualitative research and evaluation method (3^rded.), Thousand Oaks, CA: Sage.

Poll, R., & TeBoekhorst, P. (2007). Measuring quality: Performance measurement in libraries 2^nd revised edition. IFLA Publication series 127.

Rastogi, P. (2000). Knowledge management and intellectual capital: The new virtuous reality of competitiveness. Human Systems Management 19(1): 39-49.

Saka, K. A. & Haruna, I. (2013). Relationship between staff development and job performance among personnel in branch libraries, University of Maiduguri, Nigeria. Meditarranean Journal of Social Sciences 4(5), 9-17.

Van Scotter, J., Motowidlo, S.J. & Cross, T. C. (2000). Effects of task performance and contextual performance on systemic rewards. Journal of Applied Psychology 81, 525- 531.

Yin, R. K. (2003). Case Study Research: Design and methods. Thousand Oaks, CA: Sage

Abstract

The contribution of human capital to the survival of libraries cannot be underestimated, this necessitates their regular training and development for increased performance. The aim of the study was to assess the extent to which human capital development in the Sam Jonah Library improves performance of staff. The qualitative method was used, where interview was used to solicit information from senior management. Six out of the eight senior management members were interviewed. Thematic analysis was used to analyze data from the interviews conducted. The findings of the study showed that though there were training programmes organized in the library and outside the library, they were not adequate for the number of staff who required training. It was also found out that some staff had training in other fields other than library related programmes. Further, there was no improvement in the performance of staff who received training especially those who undertook professional library studies. Based on the findings and conclusions of the study, it is recommended among others that the library should regularly measure the performance of trained staff in order to identify gaps in their skills which will enable the library to design relevant training programmes to boost staff performance. The Library should also develop and document a training policy to be used as a guide to training so as to select programmes that will be constructive to all staff from all sections of the library.