Introduction: Libraries, as bastions of knowledge and resources, rely heavily on the dedication and enthusiasm of their staff members to provide exceptional services to their users. Motivation, job satisfaction, and qualitative development are interwoven elements that significantly influence libraries’ overall effectiveness and success. Motivated library staff members exhibit increased productivity, engagement, and passion for their work, ultimately benefiting the library’s operations and services quality. On the other hand, job satisfaction is a critical factor that influences staff retention, performance, and overall morale, contributing to a positive and productive work environment. Additionally, the qualitative development of libraries, encompassing innovative approaches, modernization, and user-centric services, ensures that libraries remain relevant and impactful in the digital age.
Any organization’s development and success hinge upon its human resources’ growth and well-being. This relationship between organizational development and employee development is intricately intertwined. While institutional growth relies on factors such as infrastructure, administrative support, and financial stability, human resources’ effective utilization and qualitative development play a pivotal role. In this context, motivating employees to enhance their professional skills and contribute to achieving organizational goals becomes paramount.
As Jana and Panigrahi (2010) emphasized, the success of any organization, be it commercial or educational, depends on the enthusiasm and interest with which its employees work. Conversely, organizational failures may result from employee frustration, low morale, and a lack of willingness to perform their duties. Understanding and fostering motivation is essential for identifying factors that drive individuals to pursue their goals with intensity, direction, and persistence. In the case of libraries, the quality of their services is directly linked to the motivation of their professionals and workers.
Libraries, non-profit and labor-intensive service organizations, rely heavily on their staff to serve library users effectively. In this digital age, libraries face the challenge of finding innovative ways to motivate their employees and gain a competitive advantage. Motivated and satisfied employees are instrumental in delivering excellent library services and enhancing their professional competency. Consequently, understanding what motivates library staff to improve their performance becomes crucial in this competitive environment.
In the realm of Library and Information Science (LIS), discovering the motivational preferences of professionals in their workplace is equally vital. Such insights are indispensable for providing effective and efficient services to library users. Ultimately, the triad of motivation, job satisfaction, and qualitative development is the cornerstone of a thriving and impactful library that caters to the diverse needs of its users in the digital era.
1.1 What is Motivation?
Motivation can be described as the art of influencing individuals by providing incentives that encourage them to work for the betterment of society. Derived from the word “motive,” it encompasses the needs, wants, or impulses within a person that inspire them to intensify their willingness and utilize their capabilities to achieve specific objectives. In any organization, understanding and harnessing motivation is a common phenomenon, with Allan, Gadon, and Willits (2001) defining it as an inner state of mind that drives individuals to behave in ways that lead to accomplishing their goals.
Motivation is a compelling force that prompts individuals to act and provides reasons for their behavior. It is not about manipulating people but understanding their needs, desires, and the factors that prompt them to act. Stimulating and fulfilling these urges require effective communication and methodologies. Employing methods such as financial incentives, a supportive work environment, challenging roles with responsibilities, personal achievement recognition, and opportunities for growth and advancement can help stimulate and maintain motivation.
According to Halepota (2005), motivation reflects a person’s active participation and commitment to achieving desired outcomes. It is an abstract construct, as different strategies can yield varying results at different times, and there is no one-size-fits-all approach for guaranteed favorable outcomes. Jones (2000) defines motivation as the psychological forces that influence the direction, effort, and persistence of an individual’s behavior within an organization. Managers strive to motivate employees to contribute their best efforts, ensuring that individual needs are met, and high performance is maintained.
In summary, motivation is a multifaceted concept that involves understanding and leveraging the factors that drive human actions and behaviors under various conditions. It requires an invisible force that propels individuals to take specific actions in response to stimuli and incentives. By comprehending and nurturing motivation, organizations can encourage their workforce to excel and achieve individual and collective goals.
1.2 Types of Motivation:
Motivation can be classified into two main types: extrinsic and intrinsic.
1. Extrinsic Motivation: Extrinsic motivation is based on external factors or tangible rewards that influence an individual’s behavior and drive them to perform a specific task or activity. These external incentives can be of various forms but often revolve around financial rewards, such as bonuses, commissions, or salary increases. Other forms of extrinsic motivation include recognition, promotions, prizes, or even fear of punishment. Employees may be motivated to work harder or achieve specific goals in the workplace because they expect some form of reward or recognition for their efforts.
While extrinsic motivation can be effective in motivating individuals in the short term, there are debates about its sustainability in the long run. Some argue that extrinsic rewards may lead to a decrease in intrinsic motivation, as people may begin to focus solely on external rewards rather than finding enjoyment in the task itself. Additionally, once the rewards are removed, individuals may lose interest in performing the task.
2. Intrinsic Motivation: Intrinsic motivation, on the other hand, is driven by internal factors and an individual’s innate desire to engage in a particular activity or task. People experience intrinsic motivation when they find personal satisfaction, enjoyment, or a sense of accomplishment in what they do. Intrinsic motivators can include feelings of pride, autonomy, mastery, curiosity, or the pleasure of learning something new.
Employees with strong intrinsic motivation are likely to be more engaged, creative, and committed to their tasks in the workplace. They may be intrinsically driven to excel in their roles because they genuinely find value and meaning in their work. These individuals are self-motivated and tend to have higher job satisfaction and overall well-being.
It is important to note that extrinsic and intrinsic motivation can coexist and influence an individual’s behavior. Some tasks may initially be motivated by extrinsic rewards, but individuals can develop intrinsic motivation over time as they find purpose and passion in their work. Conversely, intrinsic motivation may be reinforced or supported by appropriate extrinsic rewards, such as recognizing and appreciating an individual’s efforts.
1.3 Needs of Motivation in LIS professionals:
LIS professionals play a crucial role in the success of libraries, and their enthusiasm, zeal, and desire for growth are essential for both personal development and the betterment of the institutions they serve. As Tuzzolino (1981) aptly put it, an indifferent and inert attitude within the library personnel can be detrimental to both individual progress and the institution. Recognizing the significance of motivation and its necessity in the professional context becomes imperative.
In motivation, individual needs are categorized according to their life necessities, as proposed by Maslow’s theory. These needs form the foundation of employee motivation and can be grouped as follows:
- Psychological Need: Their basic physiological requirements lie at the core of employee motivation. Fulfilling these needs, such as providing food, shelter, and a fair salary, can easily motivate library professionals to engage wholeheartedly in their work. Ensuring these fundamental necessities are met fosters a conducive environment for motivation.
- Safety or Security Need: Job security and the safety of one’s position are other crucial aspect of motivation. Knowing that their job is secure for LIS professionals can be a strong motivator. Addressing safety needs encompasses factors like work safety, job security, and access to health insurance. Creating a positive working environment and atmosphere is essential for motivating library personnel.
- Esteem Need: Once an employee’s basic needs are met, they seek recognition and a sense of status in their job. Esteem must encompass factors like acknowledgment, high status, and responsibilities associated with their position. In some cases, library professionals might receive adequate compensation and benefits, but if their authority fails to recognize the significance of their role, this can impede motivation. Acknowledging and valuing their work becomes a crucial parameter for motivation.
- Self-Actualization: The pinnacle of motivation lies in self-actualization, wherein employees desire social recognition and the realization of their full potential. This includes responsibilities for performance, decision-making power, a high-status position, and admiration from subordinates and external stakeholders. Achieving this level of fulfillment in their job represents the ultimate aspiration for individuals in their respective roles. Fulfilling the above-mentioned needs empowers library professionals to feel motivated and perform their services exceptionally.
Understanding and catering to the motivation needs of LIS professionals is vital in creating a thriving work environment that fosters engagement, productivity, and personal growth. Addressing these needs ensures that library staff are motivated to excel in their roles, benefiting the individuals and the institutions they serve.
1.4 Motivating Factors:
Workplace motivating factors play a fundamental role in influencing employee behavior, engagement, and overall job satisfaction. These factors encompass various elements that inspire and encourage employees to perform at their best and contribute to the organization’s success. From financial incentives and a positive work environment to opportunities for professional growth, recognition, and supportive leadership, understanding and addressing these motivating factors are essential for fostering a motivated and fulfilled workforce. Various factors play a pivotal role in motivating staff within an organization. Some of these essential factors include:
- Monetary Incentives: Financial rewards, including competitive salaries, bonuses, incentives, and benefits, are among the primary motivating factors for employees. Adequate compensation not only meets the basic needs of employees but also recognizes and rewards their efforts and contributions to the organization. When employees feel their work is valued and adequately compensated, they are more likely to be motivated to perform at their best.
- Organizational Work Environment: The work environment is critical to employee motivation. A positive work culture that fosters collaboration, open communication, and mutual respect can significantly enhance motivation. Conversely, a toxic or unsupportive work environment can demotivate employees and decrease job satisfaction. Organizations prioritizing creating a healthy and positive work atmosphere are likelier to have motivated and engaged employees.
- Job Status and Position: The status and position of a job can influence an employee’s motivation. When employees are given roles aligning with their skills, expertise, and interests, they feel fulfilled and job satisfaction. Recognizing and valued for their unique contributions can boost employees’ self-esteem and motivation to excel.
- Supportive Authorities: Effective leadership and supportive management are crucial factors in motivating employees. When managers and supervisors are approachable, understanding, and supportive of their employee’s needs and concerns, it fosters a sense of trust and loyalty. Supportive authorities listen to their employees, provide guidance, and acknowledge their efforts, strengthening the employee-manager relationship and enhancing motivation.
- Professional Growth and Development: Opportunities for professional growth and development are powerful motivators for employees. Offering training programs, career advancement prospects, and skill development opportunities shows that the organization values its employees’ growth and development. When employees see a clear path for personal and professional advancement within the organization, they are more likely to be motivated to stay and contribute to its success.
- Work-Life Balance: A healthy work-life balance is crucial for employee motivation and well-being. Organizations prioritizing work-life balance initiatives, such as flexible work hours, remote work options, and wellness programs, demonstrate a commitment to employee welfare. This can increase job satisfaction and reduce burnout, ultimately boosting motivation and productivity.
- Recognition and Appreciation: Recognizing and appreciating employee contributions is a powerful motivator. Simple appreciation acts, such as verbal praise, written acknowledgments, or employee recognition programs, can significantly boost employee morale and motivation. Feeling valued and appreciated for their efforts encourages employees to maintain high engagement and dedication.
Understanding and addressing these motivating factors are essential for promoting employee engagement, productivity, and overall organizational success. Organizations can create a motivated and fulfilled workforce by providing financial incentives, cultivating a positive work environment, aligning employees with suitable positions, and ensuring supportive leadership. Such a workforce is more likely to be committed to their roles and contribute significantly to the organization’s growth and success.
1.5 Importance of Motivation for LIS professionals:
The importance of motivation for Library and Information Science (LIS) professionals cannot be overstated. Motivated professionals are the backbone of successful libraries, as they play a crucial role in providing excellent services, fostering innovation, and meeting the diverse needs of library users. Understanding and nurturing motivation among LIS professionals is essential for several reasons:
- Enhanced Performance: Motivated LIS professionals are likelier to exhibit higher dedication and commitment to their work. They go the extra mile to ensure the efficient functioning of the library, improve service quality, and stay up-to-date with advancements in the field. This increased performance directly benefits library users and contributes to the organization’s overall success.
- Job Satisfaction: Motivation is closely linked to job satisfaction. When LIS professionals are motivated, they tend to experience a sense of fulfillment and contentment in their roles. A satisfied workforce is more likely to have lower turnover rates, reduced absenteeism, and higher levels of engagement, which, in turn, creates a positive work environment.
- Innovation and Creativity: Motivated professionals are more open to exploring innovative problem-solving and service-delivery approaches. Their enthusiasm and passion for their work lead to fresh ideas, improved workflows, and a willingness to adopt new technologies and methodologies to enhance library services.
- Continuous Learning and Professional Growth: Motivated LIS professionals are eager to continually develop their skills and expertise. They seek out opportunities for professional development, attend workshops and conferences, and engage in lifelong learning. This proactive approach to learning ensures that library staff stay current with industry trends and best practices.
- Positive Work Culture: A motivated workforce contributes to a positive work culture. As LIS professionals support and encourage each other, collaboration and teamwork flourish. A positive work culture fosters effective communication, creativity, and a sense of belonging, ultimately improving employee morale and productivity.
- User-Centric Services: Motivated LIS professionals prioritize the needs of library users. They strive to create user-centric services and experiences, tailoring their offerings to meet the diverse requirements of their patrons. This customer-focused approach strengthens the library’s relationship with its users and increases patron satisfaction.
- Adaptability to Change: In an ever-evolving information landscape, motivated LIS professionals are more adaptable to change. They enthusiastically embrace technological advancements and shifts in user preferences, ensuring that the library remains relevant and responsive to the changing needs of its community.
Motivation plays a pivotal role in shaping the performance, job satisfaction, and overall success of LIS professionals and their organizations. By recognizing the importance of motivation and implementing strategies to foster a motivated workforce, libraries can thrive as dynamic and innovative institutions that continue to serve as valuable knowledge hubs for their users.
1.6 Eight Key Principles for Motivating Others:
In the book “Leadership and Motivation,” Adair (2008) presents eight fundamental principles for effectively motivating individuals in their work. These principles are as follows:
a) Self-motivation: The cornerstone of motivation lies in self-motivation, where individuals must inspire themselves before inspiring others. A self-motivated leader can effectively motivate their subordinates or employees. Self-motivation is a foundational parameter for motivating LIS professionals to foster effective and efficient development.
b) Selecting Highly Motivated Individuals: Motivating individuals who lack self-motivation can be challenging. Therefore, the selection process should prioritize individuals with high levels of intrinsic motivation. As John Bunyan stated, it is better to choose someone with high motivation and modest talent over someone with considerable but lacking motivation. High-motivation individuals are selected, and their performance is an example to motivate others.
c) Individualized Approach: Treating each person as an individual is essential for understanding their motivations and desires. Leaders should listen to their subordinates to identify what motivates them most. This individualized approach allows leaders to fulfill their team members’ unique needs and aspirations. In the library context, understanding and addressing the desires and problems of library professionals creates a motivating work environment.
d) Realistic and Challenging Targets: Setting realistic and challenging targets is vital for motivation. John Lancaster Spalding emphasized that inspiration lies in challenging tasks rather than plenty and stability. Skilled leaders set achievable yet ambitious goals to foster team development and individual growth. Objectives should be realistic to impact professionals’ working lives positively.
e) Progress as a Motivator: Progress is a powerful motivator, driving individuals to increase their efforts. Positive feedback and recognition of progress are essential for inspiring individuals to move forward. In the library context, receiving user feedback contributes to better utilization and the qualitative development of library professionals.
f) Creating a Motivating Environment: While individuals have limited control over directly motivating others, they can contribute to creating an environment conducive to motivation. Following Herzberg’s Hygiene factor, a motivating environment prioritizes individuals’ physical and psychological well-being. Involving employees in decision-making, providing job variety, and encouraging innovation contribute to a motivating workplace.
g) Fair Rewards: A well-defined reward system is a strong motivator for library professionals. Linking performance to rewards, promotions, and facilities based on merit ensures a balance between providing service and receiving recognition. Monetary rewards align with the contribution of specific work, as per McGregor’s theory, encouraging better contributions.
h) Recognition: Recognition is a powerful motivator that shows appreciation for employees’ work. Providing job recognition fosters motivation and encourages individuals to perform their tasks diligently. Library management should demonstrate recognition to all members working in the library, valuing their contributions and encouraging high performance.
These eight key principles serve as guiding pillars for motivating others effectively. By understanding and applying these principles, leaders and organizations can create a motivated and high-performing team, driving success and growth in the workplace.
1.7 Job Satisfaction:
Job satisfaction refers to the contentment, happiness, and fulfillment employees experience in their work environment. It is a subjective and multidimensional concept encompassing various factors contributing to an individual’s overall satisfaction with their job. When employees are satisfied with their work, they tend to be more engaged, committed, and productive, which, in turn, benefits both the employees and the organization.
A combination of intrinsic and extrinsic factors influences job satisfaction. Intrinsic factors include the nature of the work, opportunities for personal growth and development, autonomy and responsibility, and the sense of accomplishment derived from the job. Extrinsic factors encompass salary, benefits, work-life balance, job security, relationships with supervisors and colleagues, and the organizational culture. Employees who experience high job satisfaction are likelier to exhibit a positive attitude, take initiative, and remain loyal to the organization. They tend to have lower turnover rates and are more committed to their roles, leading to higher productivity and efficiency. Additionally, job satisfaction can improve physical and mental well-being, reducing stress and burnout.
Organizations that prioritize employee satisfaction benefit from a motivated and engaged workforce. By creating a positive work environment, offering opportunities for growth and recognition, and addressing employee concerns, organizations can enhance job satisfaction and, in turn, achieve higher performance levels and a more conducive workplace culture. Understanding the factors contributing to job satisfaction is essential for employers to design effective retention strategies, promote employee well-being, and foster a harmonious and productive work environment. Job satisfaction is a key element in attracting and retaining talent, ultimately contributing to the organization’s long-term success.
Van (1998) review of job satisfaction studies in LIS found that:
- Older staff are more satisfied than younger,
- Department heads with more responsibility are happier in their work than the staff under them,
- Reference librarians are more satisfied,
- Professional staff are more satisfied, and the biggest cause of job satisfaction is the nature of employment.
1.8 Motivation and Job Satisfaction.
Numerous researchers have explored the relationship between employee motivation and job satisfaction. Heneman (1988) examined the significance of motivation in job satisfaction and suggested treating work motivation and job satisfaction as distinct entities to identify influencing factors better and gain deeper insights.
Tietjen and Myers (1998) discussed Herzberg’s motivation-hygiene theory, which distinguishes intrinsic motivators, such as achievement, recognition, and the nature of the work, from more extrinsic hygiene factors like company administration, supervision, and salary. According to Herzberg, these motivators contribute to job satisfaction by fulfilling an individual’s self-actualization needs.
The implementation of work enhancement programs can lead to an increase in intrinsic motivation and boost employees’ morale. However, it is crucial to strike a balance, as excessive focus on intrinsic rewards might undermine extrinsic motivation. Advocates of the self-determination theory argue that supportive pay practices, encouraging employee autonomy and self-esteem, can positively impact intrinsic motivation (Mensah, 2016, p. 255). By understanding these dynamics, organizations can create a motivating work environment that fosters intrinsic and extrinsic sources of employee satisfaction.
Reference Article:
- Kukila, G. (2018). Motivating library and information science lis professionals in engineering college and institute libraries of assam for qualitative development. retrieved from: http://hdl.handle.net/10603/230392