Integrating Informal Professional Development into the Work of Reference

Block, Karla J.; Kelly, Julie

doi:10.1300/j120v34n72_17

Cited by 8 publications

(7 citation statements)

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“…However, Smith, Kendall andHulin (1969, cited in Saba, 2011) stated that JS is multi-faceted variable, implies employees' satisfaction is linked with different facets of work. Operationally defining JS as a multifaceted term, research literature reported the dominant facets of JS as promotion, supervision, work environment and remunerations (Ivancevich & Matteson, 1980;Block & Kelly, 2001;Testa, 2001). Further, Luthans (1998) categorized these facets as; 1) intrinsic JS-related with the type of work that make the job, for example skills, etc.…”

Section: Job Satisfactionmentioning

confidence: 99%

“…According to Pan and Hovde (2010), professional development programs are needed for librarians to obtain the needed competencies that are essential for effective performance. Similarly, Block and Kelly (2001) recommended in-service training to acquire the needed competencies that may further reduce work related anxiety, enhance workers' current levels of competencies and may escalate job satisfaction. According to Faraji, Badraghe and Masoumi (2013), training in the needed skills may enhance the performance of workers.…”

Section: The Relationship Of Tmc With Jsmentioning

confidence: 99%

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Technology Management Competencies and Job Satisfaction of Pakistani University Librarians: An Empirical Assessment of Relationship

Khan¹,

Masrek²

2015

jmr

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This research study examined the relationship of TMC with JS of Pakistani university librarians. A randomly selected sample of 225 Pakistani university librarians was used to test the relationship of four dimensions of TMC with general JS. Findings indicated a positive significant relationship of all variables of TMC with JS. Results further showed information assurance and security skills as the strongest predictor of JS while library content management system skills as the weakest contributor of JS. These results are consistent with the previous findings. TMC plays a significant role towards librarians' job performance and may be used to enhance their JS. This research broadens the scope of these two constructs

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Section: Job Satisfactionmentioning

confidence: 99%

Section: The Relationship Of Tmc With Jsmentioning

confidence: 99%

Technology Management Competencies and Job Satisfaction of Pakistani University Librarians: An Empirical Assessment of Relationship

Khan¹,

Masrek²

2015

jmr

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“…if users continue to perceive academic librarians as knowledgeable and service-oriented, the library will remain central to a university's mission and goals" (Smith, 1999). Block and Kelly (2001) elaborate on how the formal training provided to all new reference staff at their library has evolved into a voluntary, informal interactive professional development program. This ongoing training involves such activities as interactive group sessions, a compilation of reference competencies/basic skills needed at the reference desk, exchanges with other libraries, lectures and demonstrations of new electronic resources, and an in-house database of common reference questions and answers.…”

Section: Literature Reviewmentioning

confidence: 99%

“…This ongoing training involves such activities as interactive group sessions, a compilation of reference competencies/basic skills needed at the reference desk, exchanges with other libraries, lectures and demonstrations of new electronic resources, and an in‐house database of common reference questions and answers. They point to the need for these more informal training programs along with more formal ones to fill the constant need for updated professional knowledge (Block and Kelly, 2001).…”

Section: Literature Reviewmentioning

confidence: 99%

Becoming a renaissance reference librarian in academe

Smith

Oliva

2010

Reference Services Review

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -This article aims to explore the attitudes of academic reference librarians toward generalist and subject specialist reference service, and to present an examination of the ways that these librarians obtain training to handle a range of research queries that fall outside their areas of expertise. Design/methodology/approach -A literature search was conducted to explore the current best practices for ongoing professional training. A follow up survey was conducted among reference librarians to gain insights into their attitudes toward generalist and subject specialist reference activities, and their participation in, and attitudes toward, related professional education and training. Findings -The results suggest that the reference librarians who responded have a high comfort level for answering queries in a range of subject areas, and that while some librarians may defer to a readily available subject expert this is not a reflection of their confidence in their own ability to have assisted the patron. Practical implications -Based on the insights garnered from this survey, the authors did an additional review of the literature and incorporated the additional research for their conclusions and recommendations as to how reference librarians, regardless of whether they regard themselves as generalists or specialists, can best expand their knowledge of reference sources in additional fields and answer queries outside their areas of expertise. Originality/value -Other libraries and reference librarians can use the results of the paper to develop their own training/professional development programs and activities.

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“…When those components are present, outcomes are positive. A recent article by Block and Kelly (2001) discusses the program created at the University of Minnesota Bio-Medical Library to integrate informal staff development into reference work with a series of flexible, voluntary, and highly interactive components.…”

Section: Related Literaturementioning

confidence: 99%

Building reference strengths through peer training

Dankert

Dempsey²

2002

Reference Services Review

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What began as peer training instruction sessions for DePaul University librarians has grown into an electronic knowledge base available 24 × 7 for ongoing staff development. Using Blackboard course management software, DePaul University Libraries developed peer to peer instruction to keep communication open among staff members at all eight campus libraries while sharing subject expertise among librarians and sharpening skills needed in group and one‐on‐one instruction. In order to facilitate continued communication between librarians at different campuses at DePaul University, an annual program of structured peer training sessions was developed and implemented within the last two years to provide ongoing professional development.

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Integrating Informal Professional Development into the Work of Reference

Cited by 8 publications

References 0 publications

Technology Management Competencies and Job Satisfaction of Pakistani University Librarians: An Empirical Assessment of Relationship

Technology Management Competencies and Job Satisfaction of Pakistani University Librarians: An Empirical Assessment of Relationship

Becoming a renaissance reference librarian in academe

Building reference strengths through peer training

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