LIS 770-03
Melissa Kizior
MIDTERM PAPER:
Library Managers: Motivating Employees &
Maintaining Morale
10/26/11
The role of library managers in today’s libraries has expanded from that of a mere
facilitator or director to one that is infinitely more broad and multi-faceted. Today’s library
manager, whether “line” manager, department manager, or director, must be not only a
“director” (can be the actual director or a line manager, but still must “direct” staff activities), but
also a leader, mentor, “provider of hope” (especially during times of crisis and turmoil),
motivator, example (“do as I do”), “active” instead of merely passive, and a team member. As
mentioned numerous times in library management and general management literature, library
managers must “wear many hats” and he or she must know when, where, and how to wear them
to promote the most efficiency in all areas.
In order to fully understand why contemporary library managers must live all of the
above roles (especially that of motivator), we must first examine several pertinent definitions.
The following definitions were found in Merriam-Webster’s 2004 dictionary. A “motive” is
described as “something (as a need or desire) that causes a person to act,” while “motivation”
means “to provide with a motive.” Motivation can be intrinsic or extrinsic, and it leads to morale
(in the library workplace). Finally, “morale” is “the mental and emotional attitudes of an
individual to the tasks at hand.” Another definition of morale is “a sense of common purpose
with respect to a group” (emphasis added) (Woodruff 2006, 45).
Why should library managers be so concerned with the motivations and morale of their
employees? One reason is that there are libraries that still exist that are “mired in hierarchical
leadership structures, closed communication systems, and restrictive policies [that] drain the life
out of users’ curiosity and damage staff morale as well” (Casey and Stephens 2008, 24). In order
to best ensure the safety and security of our precious libraries and information centers, we must
constantly seek to oust these old and suffocating structures and policies from them. Also, many
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studies (concerning libraries and other businesses) have shown that higher employee motivation
leads to better performance and thus, satisfaction. Then, inevitably, this level of satisfaction is
happily passed on to those we intend to serve – the cycle moves outward from staff to patrons to
communities. And do we not want a happier, more fulfilling workplace for all (including
ourselves)? Further, where would patrons, who are the lifeblood and purpose of our libraries,
rather claim as their “third place”?
Finally, staff motivation and morale must be important to library managers because high
staff morale leads to less employee turnover; thus, the costs and disruptions that are associated
with turnover will be lessened as well. Despite the fact that there is not a high level of library
employees who are continually coming and going from their positions, library managers should
still be concerned with attracting and retaining high-level employees. There are many reasons
why employees choose to stay with their companies. Paula Singer and Jeanne Goodrich, authors
of “Retaining and Motivating High-Performing Employees,” have found that there are five
primary reasons why employees choose to stay (2006, 59). These include that they feel
appreciated, that they have made a “difference,” there are growth opportunities available – both
within and outside of work, there exists “good” management, and acceptable salaries and
benefits. As library managers, we must strive to keep our “high-performing” employees from
recruitment through retirement. Their success and motivation should be one of our top priorities.
Let us now examine several different “traditional” motivation theories that have been
developed over the last century of philosophical thought. Edwin Ellis Badu, in his article,
“Employee Motivation in University Libraries in Ghana: A Comparative Analysis,” discusses
five important motivational theories (2005, 39). First, Abraham Maslow’s motivation theory
holds that there are five types of needs. He proposes a pyramid-shaped diagram with our (all of
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humanity’s) needs moving from the most “basic” at the bottom (such as physiological, safety,
and social) to “higher” needs at the pyramid’s top (self-esteem and then, self-actualization).
Maslow maintains that in order for any individual to grow to fulfillment of the higher needs of
self-esteem and self-actualization, the basic needs must be met first. Therefore, as library
managers we need to concern ourselves with meeting employees’ basic needs such as job
security and safety within the workplace (as far as possible in our current economy) before we
can assist them with meeting their more advanced and fulfilling needs. The more we can help
them to meet their needs, the better motivated and happier they will be. Another theory, by
Frederick Herzberg, discusses a “two-factor” theory of motivation – the two factors are
“maintenance” and “motivational” (Ugah 2008, 3). Maintenance factors do not build strong
motivation; some of these include employees’ salaries, job security, status, and even personal life
issues. Motivational factors do build high motivation at work – these are recognition,
responsibility, and growth. Therefore, we should strive to secure, increase, and satisfy those
factors that lead to higher employee motivation.
Victor Vroom developed his “expectancy theory” in 1966. Through it, Vroom talks of
positive and negative “rewards.” He purports that more and greater rewards lead to higher
motivation. In other words, the more positive rewards that we offer our employees, the higher
will be their motivation to succeed at work. Fourth, John Stacey Adams’s motivation theory
maintains that rewards should be equal or “fair;” that is, “outcomes” (rewards and results) of
employees’ actions should be comparable to their “inputs” (Ugah 2008, 3). Positive “inputs” can
be defined as the positive efforts or actions that employees display while at their place of
employment. For example, if an employee works successfully on some long-term project and we
hardly acknowledge their efforts and subsequent great successes, Adams would not consider this
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to be a fair reward to match that employee’s actions. Thus, we must recognize and reward our
employees fairly for the positive works that they do. Finally, Burrhus Frederic (B.F.) Skinner’s
theory of reinforcement claims that positive reinforcement leads to positive behaviors, while
negative reinforcement leads to negative behaviors. In the workplace, we should examine how
we are reinforcing our employees’ negative or positive behaviors to see what types of motivation
and behaviors that we are habitually perpetuating. If any changes are needed, we must move
forward with them at once.
There are many different approaches that library leaders take in order to better motivate
their employees. Michael Casey and Michael Stephens, authors of “Let’s All Lighten Up,”
claimed that the tendency is for managers to push their employees harder and “turn up the heat”
during difficult times, but studies have shown that is neither productive nor beneficial to either
staff or patrons whatsoever (2008, 24). Another approach that is too often attempted to increase
morale is that of offering monetary motivations. According to Elisa F. Topper, past director of
Dundee Township Public Library District in Illinois, “you may be surprised to learn that
monetary rewards do not produce long-term performance and production results anyway. In fact,
some research shows that reward programs that only emphasize cash incentives can actually ‘demotivate’ staff by shifting the goal from a sense of accomplishment and contribution to attaining
the carrot of the fiscal award” (2004, 96). This is not to say that some economic rewards may not
be useful at all; they can be useful in positively motivating staff, as long as they are not the sole
objective or purpose of an individual employee’s daily library work. Some “inexpensive morale
boosters” include a praise letter, lunch or dinner paid for by the library, an extra paid break,
dinner at the manager’s house, plaques, and etcetera (Bruce 1999, 55).
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Another, quite successful approach to increase motivation and improve morale at work is
to increase the “fun quotient” there. According to Adrian Gostick and Scott Christopher, authors
of The Levity Effect, “fun at work can provide a competitive advantage, help attract and retain
[excellent] employees, and provide the spark to jumpstart creativity” (Casey 2008, 24). Gostick
and Christopher also maintain that sometimes it may be necessary to initiate fun activities at
work. In their words, “where humor and mirth grow organically, born spontaneously from
trusting relationships [at work], these suggestions may be unnecessary. But in our experience, the
wheels must be set in motion with some committed attempts at programmed fun” (2008, 151). In
chapter seven of their book, they provide us with examples of fun activities at work that we can
use to boost library employees’ morale. Some of these are playing games (board, video, card,
etc.), themed potlucks, celebrating accomplishments or goals met with food (breakfast, lunch, or
dinner), dressing up for Halloween, company-wide sporting events such as bowling or gocarting, holding meetings outside, having a baking contest, and “[creating] a fun committee, and
[rotating] membership” (155-161). There are many more (142, to be exact) fun suggestions that
they offer in The Levity Effect’s chapter 7 (151-169). Also of importance is that as library
managers we must gain our employees’ trust and respect first, be genuine, and if at first we don’t
succeed (in applying “fun tactics”) we must try and try again. We should not require
participation in any of these planned fun activities, or else they may backfire and thus, defeat our
intended purposes.
In addition, we should help our employees to set goals that are both clear and attainable,
review their goals with them on a regular basis, and do annual or bi-annual assessments of their
progress and accomplishments. These goals and assessments can lead to offering employees
merit-based pay. That is, their salaries would depend on how they did or did not achieve (and to
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what degree) the goals and objectives that they set for themselves. Merit-based pay can possibly
motivate staff members to stretch themselves to grow in new areas or areas that they themselves
have identified as being lacking or needing improvement. It is also important to rotate their
duties and projects within the library so that employees may experience first-hand what it is like
to truly “walk in each other’s shoes” for a time. This may lead to increased understanding and
empathy towards other employees and their daily duties, which may then lead to greater
camaraderie and more team-based motivation at work.
Library managers must also be flexible when it comes to creating employee work
schedules. We need to demonstrate that we truly value (in words and actions) our employees’
personal time spent outside of the working environment. These actions will most definitely
increase employees’ intrinsic motivation and cheerful productivity while performing their work
duties. We (all staff members) should make a great effort to attend professional events and join
organizations/groups, both within and outside of our libraries. The effects here of team-building
cannot be underestimated when attempting to further strengthen staff morale. Finally, another
approach towards meeting our overall aims is to foster working relationships with all of our staff
members. In order to do this, we must be both present and visible. This means that we should be
available for our workers when they need us and obviously not “hole” ourselves into our
respective offices for much of our time on the clock. We should both “show our faces” and be
willing to jump in and assist/fill in for our team members as often as necessary. Giving useful
feedback is also important. Our staff must know what we expect of them while at work and feel
that we are “on their side” – that is, that we wish more than anything to help them grow and
improve (with their accomplishments definitely and duly noted).
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Several so-called “best” approaches that library managers can take while trying to
increase employee motivation and improve morale are plentiful and as follows. They may or
may not actually be the best approaches, but I feel that they hold much promise. Library
managers should communicate openly and honestly with all staff members. If he or she does not
know an answer, then the response to the question(s) must be “I don’t know” and then he or she
should make a concerted effort to locate and deliver the answer(s) as quickly as possible.
Admitting that we do not have all of the answers is both humbling for us, as well as teambuilding for all staffs. Also, we must offer much recognition and praise (when warranted) – both
in public and privately. Don’t be afraid to have a standing ovation from time to time in order to
celebrate goals met or outstanding individuals.
Creativity must be both harnessed and encouraged. Several ideas to do this in the library
are to encourage and hold brainstorming meetings, start (or maintain) a staff blog, and mount a
board in a staff hallway with the purpose of capturing employees’ fleeting creative ideas and
thoughts (Umbach 2008, 48). All new ideas and suggestions do not need to (and should not) be
immediately implemented, but we must give them careful consideration, while remembering that
most change is usually frightening and/or uncomfortable at first. These above ideas will
encourage staff members to use all of their best ideas and create positive changes together; thus,
this will lead to both positive motivation and morale.
Don’t forget the importance of celebrating employee birthdays and anniversaries. Simply
remembering these special events can go a long way towards intrinsically motivating your
employees and helping them to look forward to performing at their best each day. Perhaps the
most essential suggestion for us is to “walk the walk” at work, and not just “talk the talk.” If we
are not willing to do as we say that others should do, why should anyone else be? Or, they may
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do as we say, but under only half-steam and/or with brewing anger or resentment. Finally, if you
are not sure what your employees would like to have or receive as incentives at work, ask them!
Who better to tell you what motivates them than those you aim to encourage? If all else fails,
don’t forget to ask.
In conclusion, there are nearly infinite methods and ideas that library managers can
utilize for increasing staff motivation and morale. Our job is to discover which will fit both our
personalities and those that we wish to lead, and then patiently try them out. If one approach
doesn’t work, try another. Not all methods are (or can be) useful for all persons, but if we
persevere the results are likely to be amazing, even if they occur ever so slowly at first. Positive
motivation has a way of being unconsciously contagious; this is definitely something that we
want our staff to become intimately afflicted with. Remember to listen to suggestions from all
staff members. If managers “allow creative input and suggestions,” … “[then] staff members feel
a sense of ownership and pride in where they work. This … fosters a more positive environment
which booster’s morale” (Woodruff 2006, 45-46). Then, even the morale of our communities can
go up through our positive influence.
Library managers need to motivate and keep up the morale of their staffs because public
expectations are so rapidly changing as both technology and the world changes. Also, during
difficult economic times, “it’s natural for work morale to suffer” (Casey 2008, 24). Thus, it is
always our responsibility to help to ensure the satisfaction and happiness of our employees (and
consequently, ours as well). As the “flattening” of the management structure of organizations
increases in many areas of the world, we are becoming much more team-oriented than ever
before. What we do or do not do to our fellow workers, we also do to ourselves as well. As
library teams, we must work together or perish. That includes each and every staff member,
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manager or not. And finally, if all of the above suggestions and information has not convinced
you of the true importance of employee motivation and morale in today’s libraries, simply ask
yourself, “What type of library environment would I like to work in and perpetuate?”
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