The implication of
developmental opportunities
and diversity on social
perception at CPUT: a case
study
Petro Coreejes-Brink
Debbie Becker
29/9/2010
LIASA conference 2010
Contents
 Background
 Diversity variables
 Research findings
 Our results
 Conclusion
 Way forward
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Background
 Merger Cape Technikon + Peninsula Technikon
(2005)
 9 campuses; 95 staff
 Library staff satisfaction survey done to determine
effect of merger and staff adjustment
 Based on the survey done by Elizabeth Jordan at the
University of Queensland, Australia
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Survey
Important considerations:
 Responses would be anonymous
 Answers would be confidential
 Staff have the option of adding their name if they so
wished
 All questions must be answered
 Staff have the option of completing the questionnaire
over a period of time
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Background
Total of 97 questions divided into 19 areas
 Question 1 – Work area (BV, CT, Other, Tech/IT/Fin)
 Question 2 – Staff level (grouped into 2 – professional
and non-professional)
 Covers 19 areas of work experience (e.g. teamwork,
communication, etc.)
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Background
 Staff rated each question on a 5-point scale for both




importance and performance
Each option on the scale was allocated a value (5 for
high and 1 for low)
The mean for performance was subtracted from that
of importance to create a “gap”
A gap of 1.34 or more is significant
Areas with a high importance and a large gap
require attention
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←
Importance
→
↑
Gap
Important issues that need attention
Less important issues that need attention
Important issues the library is doing well
Less important issues the library is doing well.
↓
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Scatter graph indicating areas of excellence (all staff)
4.6
4.5
4.4
4.3
4.2
4.1
4
3.9
3.8
3.7
3.6
1.7
1.6
1.5
1.4
1.3
71
1.2
72, 79
1.1
1
0.9
0.8
0.7
3
63
75
3173, 77
14, 35, 36, 84, 70, 81,
65
68
40
82,28
4,7,16,17,218,19, 91,
89,34,41,7
1112, 27, 39 2,74
66
96
32, 33, 8
20,21,26,9
23,24
4, 15
5,38, 42 37,13,64
88
0.6
0.5
0.4
10,44
25
90,80
69
78
4745,46, 58 50,48,92
30
93
49
6
8786,83
60
67
85
62
53
61,29
52
0.3
0.2
51
59
3.5
Areas of concern (all staff)
Pink area
Yellow
area
I understand what is required of
me in my job
Good customer service is
acknowledge and recognized
The library is a safe and healthy
place to work
Library staff have a positive
attitude
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3
63
75
71
LIASA conference 2010
Library staff are motivated
If things go wrong my colleagues focus
on the problem (and not the person)
Library security is visible and effective
The library has the necessary
resources with regard to space and
facilities
The library’s hiring/promotion policies
offer equal opportunities to all staff
The library provides opportunities for
advancement
I am able to effectively contribute to
the library’s planning processes
Staff are kept adequately and promptly
informed on issues that impact on them
in any way
72
73
79
77
86
87
83
31
Recognition
I am encouraged to share my ideas
Good customer service is
acknowledge and recognized
BV
CT
Other
I receive recognition for suggesting
improvements or innovative ideas
Tech/Fin/IT
Prof BV
Prof CT
Prof Other
I receive recognition from
colleagues when performing at a superior
level
Prof Tech/Fin/IT
I receive recognition from senior
staff when performing at a superior level
0.0 0.3 0.5 0.8 1.0
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1.3
1.5
1.8 2.0 2.3
Variables
Work area
Staff level (Professional vs non-professional)
Age
Experience
Mobility (Developmental opportunities)
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Age study
“ least satisfied group … under 25 years” –
Lynch
Experience
“more years of experience report higher job
satisfaction”
Mobility
Staff “ working in the same library five years …
more satisfied than persons with other plans”
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Effect of change on branch staff
versus other staff
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Staff age and experience at
CPUT
Average age and years of experience
Ave years of service
Non-Prof (Branch staff)
Non-Prof (All except branch staff)
Prof (Branch staff)
Prof (All except branch staff)
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Ave Age
8
41
9
42
10
49
12
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Mobility
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Conclusions
 Breaking down of work relations and trust
 Not utilizing existing expertise (lateral moves)
 Change in procedures
 Many vacant positions
 Library strategic direction unclear (3 directors in 3
years)
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Way forward
 Survey in 2012
 Policies and procedures in place
 Stable top management with clear vision and
strategic objectives
 Culture of interactive professional staff involvement
 Improve communication
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References
Becker, D. 2009. Staff satisfaction survey 2009: Feedback.
Presentation to library staff
Jordan, E. 2008.
Keeping a finger on the organisational pulse:
surveying staff satisfaction in times of change. Library Assessment
Conference Seattle Washington August 4-6 2008
Lynch, B.P. and Verdin, J.A. 1983. Job satisfaction in
libraries: relationships of the work itself, age, sex, occupational
group, tenure, supervisory level, career commitment, and library
department. Library Quarterly (Oct 1983), pp. 434-447
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Questions?
Thank you
Petro Coreejes-Brink
Coreejesp@cput.ac.za
Debbie Becker
Beckerd@cput.ac.za
29/9/2010
LIASA conference 2010