Training, Grievances, and Performance Appraisal in the context of Human Resource Management (HRM) within libraries and information centers.
Training
Training is a critical component of Human Resource Development (HRD) for library and information professionals, aimed at improving individual, team, and organizational performance. It involves systematic and planned instruction to develop the knowledge, skills, and competencies necessary for staff to adapt to the changing information environment and meet user needs effectively.
Need for and Objectives of Training The need for training arises from the rapid changes in the library profession, especially those driven by Information and Communication Technologies (ICT). The objectives are to:
- Upgrade Knowledge and Skills: To keep staff abreast of current trends, new technologies, and evolving user needs. This includes developing competencies in ICT, management, communication, and marketing.
- Improve Performance: Training is performance-related, designed to achieve specific improvements and ensure employees can handle new roles and responsibilities.
- Support Organizational Change: Training is essential for managing changes like library automation, digitization, and the shift to new service models.
- Enhance Service Quality: Well-trained staff is a key factor in providing quality, user-centered services.
Types and Methods of Training Training programs for library professionals take various forms:
- Formal Education: This includes university-level programs like BLIS and MLIS, which provide foundational knowledge. The University Grants Commission (UGC) plays a role in restructuring these courses to keep them relevant.
- Continuing Education: This is for working professionals to update their knowledge and skills. It includes short-term courses, workshops, and seminars.
- In-service Training: This provides junior staff an opportunity to pick up practical skills in a particular section of the library. On-the-job training is considered highly effective.
- E-Learning: The use of the Internet and intranets to enhance self-learning. This supplements face-to-face learning and allows individuals to learn at their own pace.
Training Providers Several organizations and institutions are involved in providing training for LIS professionals:
- Professional Associations: National and international associations like the Indian Library Association (ILA), Indian Association of Special Libraries and Information Centres (IASLIC), and the Chartered Institute of Library and Information Professionals (CILIP) conduct need-based continuing education programs, workshops, and seminars.
- National Institutions: In India, organizations like INFLIBNET and NISCAIR organize workshops and short-term courses on topics like library automation, digital libraries, and the use of e-resources. The Raja Rammohun Roy Library Foundation (RRRLF) also provides financial assistance for training courses and has proposed training modules for public librarians at various levels.
- International Bodies: UNESCO, through programs like UNISIST, has been instrumental in initiating user education and professional training programs, especially in developing countries.
Training as a Human Resource Development (HRD) Function Training is a key element of a broader HRD strategy.
- Strategic HRD: It is a core part of a long-term strategic plan to develop the intellectual and human capital of an organization. The primary responsibility for development rests with the individual, but the organization provides guidance and support.
- Needs Analysis: Effective training policies are based on a systematic analysis of learning needs to identify areas for training and the number of people to be trained.
- Link to Performance Appraisal: Performance assessment often reveals deficiencies that can be addressed through appropriate training, counseling, or coaching.
Grievances
The sources do not provide extensive details on the specific procedures for handling employee grievances. However, they acknowledge the importance of managing conflicts and maintaining healthy interpersonal relations.
- Grievance Procedures: The sources mention that a staff manual, typically provided during the induction of a new employee, should outline the organization's grievance procedures. This suggests that formal processes for addressing employee complaints are considered a standard component of HRM.
- Conflict Resolution: The managerial role involves ensuring that relationships within the organization are as conflict-free as possible. Leaders are expected to resolve interpersonal differences and maintain harmony. The principle of "Discipline" in management also involves dissolving disputes with justice.
- Causes of Conflict: Internal forces for change within an organization can arise from human resource problems, such as dissatisfaction with working conditions or excessive interpersonal conflict, signaling a need for managerial intervention.
Performance Appraisal
Performance appraisal is defined as the systematic evaluation of an individual employee’s job-related strengths and weaknesses. It is a crucial element of the staffing function within HRM.
Purpose of Performance Appraisal The primary purposes of conducting performance appraisals are:
- Evaluation and Decision Making: It is used to make decisions regarding annual increments, promotions, and other rewards.
- Improving Performance: It serves to identify areas of inadequacy and provides a basis for planning corrective actions such as training, counseling, or coaching to help employees improve.
- Aligning Goals: The process helps in ensuring that individual performance contributes to the overall goals of the organization.
The Appraisal Process
- Systematic and Periodic: Performance appraisal is a formal process conducted periodically (e.g., annually) against accepted norms and standards.
- Use of Yardsticks: The evaluation is based on appropriate yardsticks and scales, which differ for employees at different levels. For example, the criteria for assessing top management are different from those for lower-level employees.
- Review and Feedback: The process includes reviewing the appraisal data and providing feedback to the employee. This feedback is essential for their development. In many Indian libraries and their parent organizations, performance appraisal is conducted through confidential reports.
A Critical View While performance appraisal is a common management practice, it is not without its critics. W. Edwards Deming, a key figure in Total Quality Management, advocated for the elimination of the annual rating or merit system, arguing that such systems can rob people of pride in their work. This perspective suggests that while appraisal is a common tool, its application should be handled carefully to avoid negative impacts on employee morale.
🎯 IMPORTANT MCQs: TRAINING, GRIEVANCES & PERFORMANCE APPRAISAL
Q1. The primary objective of training in libraries is to:
A) Reduce staff numbers
B) Improve individual, team, and organizational performance
C) Replace senior staff
D) Cut operational costs
✅ Answer: B) Improve individual, team, and organizational performance
Explanation: Training is a core HRD function aimed at enhancing performance in a changing ICT-driven environment.
Q2. Which of the following is NOT a stated objective of training?
A) Upgrade knowledge and skills
B) Support organizational change
C) Increase employee turnover
D) Enhance service quality
✅ Answer: C) Increase employee turnover
Explanation: Training aims to retain and develop staff, not increase turnover.
Q3. “On-the-job training” is considered highly effective because it:
A) Is conducted online
B) Is theoretical and classroom-based
C) Provides practical skills in real work settings
D) Is only for top executives
✅ Answer: C) Provides practical skills in real work settings
Explanation: In-service/on-the-job training allows junior staff to learn by doing in actual library sections.
Q4. Which organization proposed training modules for public librarians in India?
A) UGC
B) UNESCO
C) RRRLF
D) INFLIBNET
✅ Answer: C) RRRLF
Explanation: Raja Rammohun Roy Library Foundation provides financial aid and has proposed structured training modules for public librarians.
Q5. E-learning in training refers to:
A) Training only through printed manuals
B) Use of Internet/intranet for self-paced learning
C) Mandatory classroom attendance
D) Training by external consultants only
✅ Answer: B) Use of Internet/intranet for self-paced learning
Explanation: E-learning supplements face-to-face methods and allows flexible, individualized learning.
Q6. Performance appraisal is primarily used to:
A) Replace underperforming staff immediately
B) Make decisions on promotions, increments, and rewards
C) Reduce library budgets
D) Assign new office spaces
✅ Answer: B) Make decisions on promotions, increments, and rewards
Explanation: Appraisal is a systematic tool for evaluating performance to inform HR decisions and development plans.
Q7. According to the text, performance appraisal should lead to:
A) Punishment of low performers
B) Training, counseling, or coaching for improvement
C) Automatic termination
D) Salary reduction
✅ Answer: B) Training, counseling, or coaching for improvement
Explanation: Appraisal identifies weaknesses and triggers corrective HRD actions like training or coaching.
Q8. W. Edwards Deming criticized performance appraisal because he believed it:
A) Is too expensive
B) Robs people of pride in work
C) Takes too much time
D) Favors senior staff only
✅ Answer: B) Robs people of pride in work
Explanation: Deming, a TQM advocate, argued that merit rating systems damage intrinsic motivation and morale.
Q9. Where are formal grievance procedures typically outlined for new employees?
A) In job advertisements
B) In the staff manual
C) In annual reports
D) In library catalogs
✅ Answer: B) In the staff manual
Explanation: The staff manual, provided during induction, includes policies on grievances and conflict resolution.
Q10. What is a key managerial responsibility regarding grievances?
A) Ignoring minor complaints
B) Ensuring relationships are as conflict-free as possible
C) Outsourcing all conflict resolution
D) Promoting competition among staff
✅ Answer: B) Ensuring relationships are as conflict-free as possible
Explanation: Managers must resolve interpersonal differences and uphold discipline with justice to maintain harmony.
Q11. Which of the following institutions conducts need-based continuing education programs for LIS professionals in India?
A) UGC only
B) RRRLF only
C) ILA and IASLIC
D) Ministry of Finance
✅ Answer: C) ILA and IASLIC
Explanation: Professional associations like Indian Library Association (ILA) and IASLIC organize workshops and continuing education.
Q12. Training needs analysis is important because it:
A) Reduces the number of employees
B) Identifies areas and people requiring training
C) Replaces performance appraisal
D) Eliminates the need for e-learning
✅ Answer: B) Identifies areas and people requiring training
Explanation: Needs analysis ensures training is targeted, relevant, and aligned with organizational goals.