PurposeThe purpose of this paper is to ask how the academic library may better position itself to assist with the demonstrated need for improved research ability in doctoral students. The paper examines the literature on doctoral student retention, which demonstrates problems with research self‐efficacy in students, and connects this issue to the library literature demonstrating the impact of library instruction.Design/methodology/approachThe main approach is the review of the literatures in library science on the impact of instruction, and in the wider education literature on student retention and doctoral student attrition.FindingsIt was found that library instruction does demonstrably improve student research skills, and that doctoral students are generally underprepared to conduct dissertation level research. There is a case for partnering doctoral students with academic librarians to improve dissertation completion rates and lower attrition due to lack of research skill.Practical implicationsThe paper demonstrates an obvious need for focus of library instruction on graduate students, and doctoral students in particular. The paper poses a number of research agendas that can be taken up by practitioners in the field, including various models for implementing instruction for doctoral students.Social implicationsAttrition from doctoral programs has a burdensome impact on academic institutions, and has been demonstrated to have adverse social, psychological and financial impacts on the doctoral students themselves. The ability of library intervention to alleviate the problem has wide‐ranging implications.Originality/valueThe paper brings a wider literature base to bear on the practice of library instruction, and raises important questions relevant to librarians and graduate faculty about the value of the library to more advanced research students and the current focus of most library instruction programs at the undergraduate levels.

Purpose -The purpose of this paper is to explore the myriad non-financial ways in which library managers can motivate employees and address performance issues, reducing attrition and increasing productivity and satisfaction without increasing salaries. Design/methodology/approach -A critical self-reflection summarizing the author's experiential learning as a new assistant department head tackling a library department's productivity and cost issues with staff processing of course reserves. After an initial description of the situation, the paper explores the theories that apply to the experience, and includes analysis of the experience in light of those theories. The article includes how application by one library manager of findings from motivation, trust, and leadership theory literature was able to reduce staff attrition, increase staff satisfaction, and reduce costs. Findings -The literature from a number of fields demonstrates that there are areas aside from financial compensation that library managers can harness to increase the motivation and satisfaction of staff members. An awareness of the factors cited in these literatures can help library leadership and managers improve unit performance. As budgets continue to shrink and open positions remain unfilled, it is imperative library managers find creative, non-remunerative, and effective ways to address staffing needs.Research limitations/implications -The continued economic and budget limitations facing libraries create implications for library leaders and managers in terms of replacing and rewarding staff members, and creating workflow efficiencies in necessary library services. Practical implications -This paper brings the issue of responsible staff stewardship and practical management to the forefront in an effort to engage library leaders and managers in a discussion about engaging with other discipline literatures for suggestions on how to maintain productive, satisfied staff while faced with fewer resources for rewarding good work. Social implications -The culture of library management practice could (and should) be affected by this issue, and the work in other disciplines may have wider application in terms of human resources management, distributions of managers' effort, and performance management issues in libraries.Originality/value -The paper outlines one library manager's approach to an under-performing library department, relating those approaches to factors identified in the broader literature as important to managers and leaders, and addresses the issue of how to address library service needs as budgets are stripped and staff attrition without replacement becomes regular practice.Human resource and management practices have a significant impact on staff turnover and productivity, and there is evidence that staff turnover lower among good The current issue and full text archive of this journal is available at

Purpose -The purpose of this paper is to explore the implications of libraries using Netflix to supplement their own audiovisual collections. Design/methodology/approach -A review of the current discussion regarding breaking terms of service is presented along with several complications that arise from libraries disregarding the Netflix terms of service agreement. Findings -The problem of providing patrons with access to materials that the library cannot afford to purchase and which cannot be acquired via interlibrary loan has no simple answer. Librarians may be in a unique position to encourage changes to terms of service that may be more friendly to lending institutions, but only if they do not squander their legitimacy by disregarding current terms. Research limitations/implications -Most of the conversation is based on anecdote and recent practice. Very little has been written on how to fix this problem. Practical implications -This paper brings this issue to the forefront in an effort to engage librarians in a discussion about the ethical, practical and legal implications of breaking terms of service in the pursuit of serving patrons. Social implications -The culture of library practice could be affected by this issue, and may have wider ramifications in terms of future copyright, licensing, and terms of service agreements. Originality/value -The paper is timely, addressing a current question and debate within their field. It proposes that librarians should find solutions only after seriously considering the legal, ethical, and economic implications of their actions.As libraries face continued budget cuts, staff attrition, and increased demand from users whose budgets are similarly strapped, librarians and other service managers are forced to develop new and interesting methods for acquiring materials. As collections budgets are cut, interlibrary loan requests soar. At the same time, enrollments at many universities and colleges are increasing, placing heavier demands on library collections. In nearly all cases, there is simply not enough money to go around, and something has to give.It is no wonder, then, that libraries are looking to other lending services to supplement their own collections. Recently, there has been much discussion of libraries taking advantage of Netflix subscriptions to augment lending of materials. Given the fragile nature of audiovisual materials such as DVDs, the prohibitive cost of acquiring The current issue and full text archive of this journal is available at

The former Associate Head of Access and Delivery Services of the North Carolina State University Libraries reports on successful use of matrix management techniques for the Circulation and Reserves unit of the department. Despite their having fallen out of favor in much of the management literature, matrix management principles are useful for managing large access services departments involving a large staff and multiple supervisors on differing shifts. In implementing a matrix structure, the greatest challenges proved to be communication and transparency.

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