Core competencies and performance management in Canadian public libraries

Core competencies and performance management in Canadian public libraries 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. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Library Management Emerald Publishing

Core competencies and performance management in Canadian public libraries

Library Management, Volume 27 (3): 10 – Mar 1, 2006

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Publisher
Emerald Publishing
Copyright
Copyright © 2006 Emerald Group Publishing Limited. All rights reserved.
ISSN
0143-5124
DOI
10.1108/01435120610652897
Publisher site
See Article on Publisher Site

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.

Journal

Library ManagementEmerald Publishing

Published: Mar 1, 2006

Keywords: Competences; Performance management; Performance appraisal; Human resource management; Public libraries; Canada

References

  • Building competency models: approaches for HR professionals
    Mansfield, R.S.
  • A guide to developing a competency‐based performance‐management system
    Martone, D.

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