Therefore, services have been enhanced to ensure easy access and equitable delivery of resources and services" (p. 384).
Clearly, then, although the mission of many university libraries to provide the resources and tools students need to achieve successful academic outcomes has not changed in substantive ways in recent years, technological innovations have demanded that they transform the manner in which they achieve these missions. A survey of university librarians conducted by Moore and Anderson (2003) determined that, "By far the major thrust of the libraries surveyed was the inclusion of information literacy skills into the curriculum, either imbedded into the discipline-specific information or as assessable tests within foundation or first-year subjects" (p. 382). The provision of these types of services, Moore and Anderson suggest, may represent a departure from previous approaches but represent the types of initiatives that are needed today. For instance, the authors note that, "These initiatives are a far cry from voluntary information literacy or reader education classes offered by university libraries during orientation week. It reflects a growing trend in higher education to embody generic attributes, such as information and it literacy, into the curriculum" (p. 383).
These are some difficult goals for many libraries already squeaking by on modest budgets, but these goals can be reasonably stated to be more achievable if existing resources are used to their best advantage. From a strictly pragmatic perspective, because the costs associated with low employee morale and employee turnover are well established, identifying opportunity to improve library staff's sense of job satisfaction and what factors contribute to their motivation at work represent valuable steps to achieving the optimum use of library resources. Therefore, making any workplace more productive by improving employee morale just makes good business sense; however, "happy" employees do not necessarily translate into "productive" employees, and it is important to recognize the relationship between job satisfaction and work motivation, and these issues are discussed further below.
Job Satisfaction.
The definition provided by Anderson (1984) indicates that, "Job satisfaction refers to both general and specific work satisfactions. The specific satisfactions included both intrinsic and extrinsic satisfactions, as well as satisfaction with pay, job security, peers and co-workers, supervision, and opportunities for personal growth on the job" (p. 9). According to Ting (1997), "Early organizational theorists such as Abraham Maslow and Frederick Herzberg stated that job satisfaction is caused by individuals' desires to fulfill personal needs, which include intrinsic and extrinsic needs. Researchers adopting this approach argue that an individual's job satisfaction is determined by the degree to which job characteristics will fulfill the person's needs" (p. 313). The growing body of research into job satisfaction consistently indicates that pay satisfaction and the need for career growth are two of the most important predictors of job satisfaction, based on their strong theoretical linkage to the formation of individual job attitudes (Ting).
Individuals who are satisfied with their pay and promotional opportunities would therefore experience a greater cost in leaving their organizations; as a result, they are likely to develop more positive attitudes toward their jobs (Ting). A number of studies to date have also found that the diminishment of pay and lack of promotional opportunities are associated with job dissatisfaction of public employees and their tendency to leave the civil service (Ting). Generally speaking, Pool suggests that the five essential dimensions for measuring job satisfaction are (a) the job itself, (b) pay, - promotion opportunities, (d) supervision, and (e) co-workers. Among these, pay and supervision are frequently cited as leading elements. For instance, Pool notes that, "A leader's behavior or leadership style may influence the subordinate's job satisfaction. Leadership behavior is defined as the ability of a leader to influence subordinates in performing at the highest level within an organizational framework" (p. 273).
According to Carson and her colleagues (2001), librarians in particular may be compelled to remain with a particular organization even when their job satisfaction diminishes because of a commitment to the profession itself. For instance, these authors emphasize that, "To cope with the stress and uncertainties, many workers have turned to their individual careers to provide them with the sense of security that is no longer supplied by their organizations. This commitment to a particular career or occupation provides the worker with greater control over job mobility and the circumstances...
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