Search results

The professionalisation of library and information work in England appears to have had an impact on the library assistants′ perceptions of their work. The failure of some senior members of staff to entrust their subordinates with authority and responsibility appears to engender feelings of mistrust. As the library becomes bigger and more complex, petty hierarchies develop within sections, resulting in some library assistants getting less variety of jobs and less information. This brings about a condition of low trust relationship. What is needed is a more human‐oriented approach, with more attention being paid to job content; intellectual stimulation (scope for creative thinking); training of a professional nature (scope for personal development); achievement, self respect, promotion and pay.

Analyses the relationship between motivation, organizational structures and work design. Advocates the work team approach rather than bureaucratic management and introduces the triple‐tier, dual‐concept organizational structure. Describes the features of an effective payment system. Concludes that, to motivate employees, it is first necessary to study job content with a view to enriching it.

Refers to the growing popularity of “Fidonet” in Africa and compares it with the Internet. Acknowledges that developing countries may miss the information revolution because they lack national information infrastructures and the knowledge and skills required to provide the relevant content for them. Argues that global information should promote human development in areas such as education, health, social services and commercial activity. The Conference of African Ministers recently declared support for the building of Africa’s information highway, recognizing the need for African countries to develop information networks for full Internet connectivity, enabling access to the same information systems for Africa’s economic recovery and sustainable development.

The question of low productivity in Botswana is a cause of concern and a study has been carried out into perceptions about productivity in a sample of academic and public librarians. The main barriers to productivity were a lack of: job satisfaction, technological facilities and employee empowerment, together with poor management, working environment, relationship among staff, and inefficient use of human and material resources. The authors suggest that a serious culture change is required which would involve modifying both management and employees attitudes towards work, behaviour and commitment.

Discusses what the most important aspects of training must be in a changing South Africa, where inequality in skills between Blacks and Whites is enormous and cuts in university education have reduced training departments for librarianship. Cost‐effective training is the priority, skill‐based training, relevance and job‐relatedness are some of the factors mentioned, which are critical to the success of any training programme. To be effective training must be carefully thought out and reflect the needs of the participants, as well as the organization.

The article explores Africa’s initiative at building a regional plan for the formulation and development of a National Information and Communication Infrastructure (NICIP) in every African state. The paper also examines the challenges and opportunities confronting Africa in its bid to launch itself into the information age. The role of information, communication and knowledge in accelerating African socio‐economic development is emphasised. The paper makes a critical examination of the globalisation of economies and argues that globalisation appears to favour the rich and not so much the poor. It challenges the Organisation of African Unity (OAU) to provide funding for the project if it is to succeed. It eventually concludes by making the observation that Africa’s Information Society Initiative (AISI) should promote Africa.

Reports a study to determine the perceptions of the clients of the University of Botswana Library as they relate to quality service, and how far the University Library has succeeded in delivering quality services. A questionnaire was used as the data‐gathering instrument and is appended to the paper.

Discusses the full range of library services in Botswana and public services, including village reading rooms and book box services. The information activities of the Botswana National Library Service, University of Botswana Library, National Institute of Development Research and Documentation Library and the Southern African Development Co‐ordination Conference Library, are all considered.

Begins by tracing the efforts that have been undertaken to establish an agricultural information programme in Southern Africa. Argues that in order to develop an appropriate agricultural information programme in the Southern African Development Community (SADC) there is need to establish in each SADC country an agricultural information policy which supports both the generation of agricultural information and the development and training of agricultural information specialists. Gives an illustration of a programme which will provide the necessary professional training. Stresses that existing agricultural libraries need to be empowered in such a way that they are able to carry out their function effectively. A regional network should also be established to provide for the speedy delivery of information to end‐users. Concludes by calling for stability in the region to enable the agricultural information programme to succeed.

Aims to shed some light on the modalities and the need for human resources planning in Swaziland libraries. Systematic forecasts of the libraries′ future demand for, and supply of labour should be meticulously undertaken so that Swaziland libraries can put themselves in a better position to plan for the recruitment, selection, training, and career paths of staff. Swaziland′s lack of trained personnel with sufficient knowledge to handle the intricacies of automation has necessitated the external recruitment of expatriate staff, with serious implications for the budget. Swaziland assumed the chairmanship of the SADC Regional Training Council (RTC) which now controls the affairs of the Human Resources Development Sector. One of the projects of this sector has been to create a Regional Human Resource Information System (RHRIS). This project has provided guiding principles to those in the region whose responsibility is human resources planning and development. It is essential that SWALA should develop a human resources database for the library profession through its Sub‐Committee for Human Resources. The development of a human resources audit in Swaziland libraries will help to determine what skills, knowledge, and abilities are required for particular vacancies or jobs. The idea is to collect enough information which will enable library managers to match their employees to the available jobs.