Core competencies and performance management in Canadian public libraries
| DOI | https://doi.org/10.1108/01435120610652897 |
| Pages | 144-153 |
| Published date | 01 March 2006 |
| Date | 01 March 2006 |
| Author | Donna C. Chan |
| Subject Matter | Library & information science |
Core competencies and
performance management in
Canadian public libraries
Donna C. Chan
Faculty of Information and Media Studies, University of Western Ontario,
London, Canada
Abstract
Purpose – The purpose of the paper is to present the performance management process and the core
competency frameworks of six Canadian public libraries. The core competencies that characterize the
qualities for superior performance of library staff are described, as well as the way in which
competencies are used throughout the performance management process and other related human
resource functions.
Design/methodology/approach – A survey of 59 public libraries serving populations greater than
50,000 was undertaken. A total of six libraries reported using core competency frameworks for
performance management purposes. Managers responsible for human resource functions were
interviewed about the process of developing the competencies and the ways in which the competencies
are used in their library systems.
Findings – The core competencies identified by the six public libraries are communication skills,
interpersonal skills, customer service, analytical skills, accountability, adaptability, technological
competence, planning and organizing skills, knowledge of the organization, creativity/innovation and
leadership. Employees are evaluated against the core competencies in the performance appraisal
process. Unsatisfactory performance in any competency requires an action plan to improve the
necessary knowledge and skills.
Research limitations/implications – The number of libraries which have implemented core
competencies for performance management is very limited. Future research should examine whether
competency-based performance management has achieved the aim of improving performance.
Practical implications – The paper provides a useful overview of the concept of performance
management and summarizes the strengths and weaknesses of competency-based performance
management.
Originality/value – The paper presents an overview of competency-based performance
management as implemented in six Canadian public libraries. The core competencies that
characterize the qualities required for superior performance of library staff are described.
Keywords Competences,Performance management, Performanceappraisal,
Human resource management, Public libraries,Canada
Paper type Research paper
Introduction
Performance management exists in many forms in most libraries. In some libraries, it
exists as simple goal setting for the unit or department as a whole; in many, it takes the
form of the annual, dreaded individual performance appraisal. Libraries that are
concerned with improving organizational effectiveness, creating nimble organizations
and enhancing employee performance and productivity are adopting a more structured
performance management process based on the use of core competencies for staff.
The current issue and full text archive of this journal is available at
www.emeraldinsight.com/0143-5124.htm
LM
27,3
144
Received 4 October 2005
Revised 13 November 2005
Accepted 7 December 2005
Library Management
Vol. 27 No. 3, 2006
pp. 144-153
qEmerald Group Publishing Limited
0143-5124
DOI 10.1108/01435120610652897
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