Search results

The Reference Use Study Group of the University of Toledo’s William S. Carlson Library utilized a questionnaire to determine how faculty used the reference collection, as well as their reasons for using it. This questionnaire was part of a comprehensive study of local reference collection use that employed a variety of evaluation methods. Some of the findings corroborated those identified in the literature. The results of this component of the study, as well as other components, will be used to weed the collection, to improve collection management, and may suggest strategies to develop channels of communication with the faculty. This article provides a description of the methodology used to query faculty, selected questionnaire results, brief analysis of these results and a copy of the questionnaire.

The following classified, annotated list of titles is intended to provide reference librarians with a current checklist of new reference books, and is designed to supplement the RSR review column, “Recent Reference Books,” by Frances Neel Cheney. “Reference Books in Print” includes all additional books received prior to the inclusion deadline established for this issue. Appearance in this column does not preclude a later review in RSR. Publishers are urged to send a copy of all new reference books directly to RSR as soon as published, for immediate listing in “Reference Books in Print.” Reference books with imprints older than two years will not be included (with the exception of current reprints or older books newly acquired for distribution by another publisher). The column shall also occasionally include library science or other library related publications of other than a reference character.

About two years ago, when I took up my present duties, it was pointed out to me by the Assistant Director that when the telephone rang in the Reference Department, it was to be answered, “Good Morning, Information Desk!” This greeting (with variations according to the time of day) was even written into the library's policy and procedures manual. I, enthusiastic about the new job and the opportunity to be a dispenser of information, heartily agreed and willingly complied. Recently, however, I changed the policy and informed the department staff that they could start identifying themselves as the Reference Department or Desk, rather than as the Information Desk. As for me, I was changing to “Good Morning, Reference Department!”

It is now over twelve years since I presented a paper to the Northern Branch of Aslib comparing the working of an industrial library with that of a public library. Since then, there has been a considerable growth in the number of special libraries and this, together with the counter attractions of employment openings elsewhere created by the industrial situation, has resulted in considerable difficulty in obtaining the desired type of library staff. The present time, therefore, would appear to be appropriate to re‐examine the staffing problem, particularly as it affects special libraries.

MY reaction to being appointed Director of Library Services would be one of frank amazement, rather as if I had been a commercial traveller in a rather dubious line of trade, such as ladies' underwear, who had suddenly been offered a bishopric. The recovery from this amazement would take about ten seconds flat and I would doubtless find myself in the thick of finding an office, a desk, a rubber plant and a regulation‐size piece of carpet appropriate to my grade. My first real task would be to bring some order to the seven sections of the D.E.S. now dealing with library matters and to initiate among librarians generally some radical thinking on the problems that face us all.

While some libraries have done their best over the years to inform the public as to what they are doing and can do as regards helping readers, others seem to move along without making any special effort to publicise their facilities. In the old days modesty was a virtue, but now it is its own reward. Government departments, which used to shun the limelight, now employ public relations officers in large numbers, and professional bodies and big business houses constantly seek publicity. Times have changed, and the battle is to the strong; and it is unfortunately generally felt that the institution or service that does not speak for itself has little to speak about. It may frankly be said that if a service is in a position to enlarge its sphere of influence and esteem it should do so to the utmost of its endeavour. But it will be granted that if its publicity is not justified by performance, there will likely be an unhappy reaction.

The purpose of this paper is to present a retrospective of the career life of Michael Driver, from the time of his Princeton graduate studies and early faculty years at Purdue University through the over three decades he spent at USC.

The history and development of his theoretical and research interests are presented, as well as the many contributions he made to both management consulting and the education of MBA students. His 1970s role in the founding and development of the Careers Division of the Academy of Management and his contributions to career research are highlighted and illuminate one of the critical periods in the renewal of the field. His orientation towards complexity and integration stand out as characteristics that positively impact theory building and research.

Michael Driver's career life was one of depth, scope, growth, and continuity. As a humanist, he would want us to not only continue our pursuits to better understand the complexities of human behavior, but to integrate them into something more meaningful.

This retrospective provides insight into the history and development of Mike Driver's theoretical and research interests and underscores his many contributions. The essay also highlights the history of career studies during the renewal period of the 1970s and 1980s. Hopefully, Mike Driver's legacy will inspire younger scholars to extend the field and carry it forward.

The purpose of this paper is to investigate recent healthcare reform in the USA, which allows insurance companies to proactively intervene in improving the long-term health of employees, by providing wellness programs as part of their benefits package.

The authors present and analyze data on how employees of a large US Midwest “media and education” company (n=154) perceive economic incentives toward well-being. Data are collected using survey methods and analyzed with a logistic regression.

This study suggests that fairness, accessibility, intention to switch to a healthier lifestyle and desire to see more health-related initiatives affect the way employees seek to participate in the new involuntary wellness programs. By contrast, satisfaction, participation, and income to not affect how these new programs are perceived.

These findings suggest that human resource managers should pay attention to employees who are not active in existing wellness programs, and provide support during the transition toward the new involuntary programs, to avoid potential frustration, demotivation, disengagement and, ultimately, decreasing performance among employees.

The study is among the first to analyze involuntary wellness programs in the USA, and it provides a basis on which to expand further studies. This research contributes to support the idea that employee wellness is unlikely to be enforced by rule or policy.