EVALUATING LIBRARY STAFF --- A PERFORMANCE APPRAISAL SYSTEM
by Patricia Belcastro. American Library Association, 1998
INTRODUCTION --- Evaluating quality of performance (p1-4)

Continuous improvement has become a key phrase for all types of organizations.

The goal of "continuous improvement" is to ensure the highest quality possible.

    [1] Background--staff's overwhelming cry:

      "EVALUATE US FOR WHAT WE DO DAILY!"
Thus, the objective of this book --- "need being fulfilled" --- is to provide librarians and supervisors with a performance evaluation method that measures staff work performance fairly and objectively and links their daily performance to the mission objectives of the library system!

    [2] The key is communicating expectations

    [3] The purpose of the appraisal

    [4] Focus is on the practical

    [5] Use of the appraisal system

    [6] The need for ACCOUNTABILITY for good library services is increasing.

A performance appraisal system based on "expectations" of quality service not only provides that accountability to the library's clients, customers, or patrons, but also reinforces the value of the service the library provides.

Most important, it is FAIR to the library employee being evaluated!

1) Expectations for quality service (p5-8)

    [1] What is quality service?

    [2] What are the values of the organization?

    [3] Standards express the library's expectations?

    [4] Behaviors must be measurable:

    Whatever the standard of performance, it is based on BEHAVIORS that can be MEASURED not on ATTITUDES that may be interpreted SUBJECTIVELY.

    For example, the phrase "is friendly" is a subjective expression reflecting someone's perception of an attitude. However, "speaks in a friendly manner" is an act or way of conducting oneself. It is observable and can be documented by noting the reactions which that particular manner evokes from the recipient.

    Every employee, whatever his or her temperament, is capable of speaking in a friendly manner and can be fairly evaluated according to his or her acts or behaviors.

2) Code of service (p8-10)

3) From the code to the standards (p11-15)

4) Applying the standards (p16-18)

5) Standards of performance --- guidelines (p19-22)

7) Reviews of Performance (p26-31)

8) Documenting behavior (p32-36)

9) Specific job standards (p34-36)

10) Supervisory standards (p37-39)

11) The overall evaluation (p40-42)

CASE STUDIES

    [1] Introduction (p43-44)

    [2] New Employee (p45-70)

    [3] Long-term employee (p71-100)

    [4] Supervisory employee (p101-132)

    [5] Problem employee (p133-166)

APPENDIXES

    [1] Code of service (p197-198)

    [2] Standards of Performance guidelines (p199-216)

    [3] Supervisory procedures (p217-220)

    [4] Tabulation sheet (p247-250)

INDEX (p251-253)

Go to: Achievement Issue at Work
Go to: Character Issue at Work
Go to: Feelings Issue at Work
Go to: Leadership Issue at Work
Go to: Performance Issue at Work
Go to: Success Issue at Work
Go to: Teamwork Issue at Work
Go to: Time Management Issue at Work
Go to: Leadership Control Essay
Go to: Home Page Index
Go to: Interactive Index