Still a Deadly Disease? Performance Appraisal Systems in Academic Libraries in the United States

Abstract

Performance appraisal of professional librarians in academic libraries is important because of the critical role these employees play. Professional librarians ensure that the library's resources and services are effective, relevant, and integrated within the parent institution. Performance appraisal and job feedback have been understudied in the library literature while, by comparison, these topics have generated great attention in other fields and in the corporate world. There have also been innovations in performance appraisal. Some large corporations have abandoned annual evaluations, substituting, for instance, quarterly performance snapshots and weekly check-ins with the supervisor. To investigate the current status of performance appraisal in academic libraries, we deployed a web-based survey in November 2013 to library directors in the United States. A national survey on this topic and with this population had not been conducted for 25 years. The results we report in this article relate to the following research objectives: The Snapshot research objective sought to identify the components of the performance appraisal systems currently being used. The Feedback research objective sought to identify who can give feedback during each performance appraisal event, the extent of peer-to-peer feedback, and whether there is sufficient feedback in library performance appraisal systems. We also report on programmatic effectiveness for libraries' annual evaluations as well as their overall performance appraisal system.

Quantitative analysis of workplace morale in academic librarians and the impact of direct supervisors on workplace morale

“…Feedback that is delivered more frequently than an annual evaluation appears to be beneficial in academic libraries as well. An extensive review of academic library performance appraisal systems by Stilling et al (2018) found that library leaders with feedback systems that contain an annual evaluation and additional feedback opportunities, rated the effectiveness of their feedback system's ability to create changes in the behavior of individual librarians, aid individual librarians in achieving job goals, and aid the library in achieving its overall organizational goals, at a statistically significant higher rate than library leaders with feedback systems that contain only an annual evaluation.…”

Pembuatan Perangkat Penilaian Kinerja Karyawan Berpola 360 Derajat Pada Koperasi Warga Polban Bandung

“…Dalam konteks ini, para manajer harus menilai kinerja karyawan, yang menjadi dasar untuk memutuskan tahapan apa yang harus diambil berikutnya. Penilaian kinerja menjadi perangkat dasar bagi terjalinnya komunikasi dan kesepahaman antara atasan-bawahan di berbagai jenis tempat kerja [2].…”

Development of relational construction for the GESR database

“…In this respect, the GESR database project aims at facilitating communication between the GCC countries' academic affairs and linking databases in universities, institutions and research centres (Stilling et al, 2018). This will help to make a high progress in databases, higher education institutions and research centres in the GCC.…”