Title page:

Research/Article title: Does technology cause displacement in the library (E.g.

library automation), if so then how to cope with this situation?

Tamanna Nazneen Rahman

"MSc in management"

Supervisors: Des Mclaughlin/Vera Seridan

Dublin City University Business School, Dublin City University Dept. of Social

Science & Languages.

August 2014.

Disclaimer

“I hereby certify that this material, which I submit for assessment and for publication on the programme of study leading to the award of MSc in Management is entirely my own research work and has not been taken from the work of others save and to the extent that such work has been cited and acknowledged within the text of my work”.

Student Name: Tamanna Nazneen Rahman

signature:

Student number: 59100397

Date: 19/08/2014

Acknowledgements:

I am forever grateful to Allah to give me strength and the power of knowledge to

fulfil my dream of this Masters degree. I am very grateful to Des, my supervisor, who

has given me so much support. I can not thank enough to my lovely mother who has

given me strength, constant support through ups and downs of life. I want to thank her

because she never stopped believing in me. I wish my father and my grandparents

were alive to see that I have come so far in life. He would have been so happy that I

have done so much hard work in my life and reached to Masters stage. And hopefully

I will get the success in life. I want to thank my abbu and ammu to give me so much

love. I want to thank my uncle and aunt for giving me the opportunity. I want to

thank my friends Arick, Udit, Parin,Mina, Mo, Rome, Shruti bhabi, Tushar bhaia,

and to all my friends and cousins who has given me so much care when I needed the

most. Finally I would like to thank DCU to provide me excellent education

environment and a chance to meet so many spectacular people in every corner. I hope

this is another beginning to life's journey. Now that I am graduating from DCU's

Masters in Business Management; No matter where life takes me, I will always be

ready for any situation with a smile and a positive attitude.

Tamanna Nazneen Rahman.

Table of contents:

1. Chapter one1.1 Introduction

2. Chapter two: Literature review2.1 Defining technology2.2. Technology and its effect on job lost2.3 The technological Change in the library2.4 Did digital cataloguing deprofessionalise the work of traditional librarians2.5 Loss of job or displacement2.6 The software usage and barrier for librarians2.7 Library automation causing change in the workplace

2.8 Job Satisfaction due to technological change

2.9 Stating the obvious problem

2.10 Research questions

3. Chapter three: Methodology

3.1 Introduction to case study

3.2 Examining in the field of technology research

3.3 Case study strategy for research :

4. Chapter four: Data Collection

5. Chapter Five: Data Analysis5.1 The impact of digitalisation of library over the library staff5.2The brief history of years of the library automation came to be5.3 Factors which allow the library employers to automate library5.4 Job loss

5.5 The Change of workplace due to the technological change in the library

5.6 Job satisfaction

5.7 The automation in the library

5.8 The software interface

5.9 The digitalisation of the library and introducing supporting staff

5.10 The management of technological change due to library automation

6. Chapter five: Conclusion

Does technology cause displacement in the library (E.g. library automation), if so

then how to cope with this situation?

i. Abstract: In this dissertation I will seek weather technology is displacing jobs

especially in the library sector which is a public sector as well. If so is the case then

how will unskilled workforce will cope with this technological innovation which is

shaping the public domains rapidly now.

1. Chapter One

1.1 Introduction:

In this paper it will be examined weather technology is the issue for job loss and if so

how to cope with this. The public working sector is comprised of different kind of

workforce but even though there are various people working on various kind of jobs.

But there is change taking place all the time at work place. One of the biggest change

is due to the occurrence of new technologies. The debate is are these new

technologies effecting people and the skill of people at work place? ( Munro &

Rainbird, 2002). There has been a range of debates concerning interpretations of

generalised trends in the labour market towards either the deskilling or deskilling due

to innovation and adoption of new technology at workplace as a main mover for

change. There have been various attempts to test Braverman's (1974) classic account

of the degradation and deskilling of work. Gallie et al. (1998:3) have summarised the

debate, identifying an optimistic view in which computer technologies 'would

transform the traditional character of manual work by upskilling work task'. If

contrast with the pessimistic view sees such technologies as removing worker

autonomy, making work less skilled and giving fewer opportunities for self

development. There are a number of issues in these optimistic and pessimistic debate.

Warhurst and Thompson(1998) have criticised it as being too simplistic arguing that

transformations affecting work point in a number of different directions. In additions

to this Gallie (1996:156) notes that upskilling has ambiguous implications for

workers' experience of work- while there may be some improvements to work, it is

also linked with the job intensification. This theme is developed by Waddington and

Whitston (1996) who argue that work intensification lies at the core of workplace

relations rather than empowerment. There might be different results for workers at

different points of hierarchy of labour. Gallie(1996) has argued that the employer

response to the competition has been upskilling and job enrichment, there are fewer

opportunities open to semi-skilled and upskilled workers. Bradley et al. (2002) have

argued that a skill polarisation is developing with those who are already skilled

gaining more opportunities for training and skill development. Similar to that,

McLaughlin (1994) shows that many skilled jobs have disappeared through

restructuring and new technologies, there are nevertheless many jobs in the service

sector where the demand for skills will continue to be low and where some employers

may be actively deskilling sections of their workforce. Milkman (1998;38) indicates

that 'the low-wage, low-trust, is the "low road" path most firms are following'.

( Munro & Rainbird, 2002)

From these debates, the main research questions are how significant is the new

technology in these processes and what role does workplace learning has in the

change of jobs? What the reason behind this technological shift in the libraries? An

argument is developed which is there is not one strategy to the use of new

technology , but new technology is the domain to a minority of examples of job

change.

Chapter 2

Literature review:

This literature review will survey some journal articles, books, newspapers, scholarly

papers, websites to acquire data to proceed with the desired research. These sources

are really useful for the research because theories, will be collected which will give a

context for this paper through carrying out research from existing research carried out

by the scholars. The research will narrate a genre, and thus lead to whereabouts the

researcher is in the main story of the genre through the existing theories, research and

findings. So, it lies on the thesis or paper writers how to continue the experiment and

make a new research material. The person in charge of this has to have adequate

knowledge about his research topic and this will help him or her to move further. In

the research paper continued here are to identify the gaps in the existing knowledge,

will help stay away from the titles or ideas already been there in research conducted

previously. It will set a background for the topic has been explored before. It will

expand information and knowledge for the researcher in the research are, hopefully in

technology, jobs, in library. Further it will help to provide intellectual content for

researchers work and place the conducted research with similar researches. It will

help show, arguments and opposing views of critiques. This will help a researcher

discover research methods which will be linked to the research being carried out.

(Greenfield, T.2002).

Some theories are given here to help with the research progression. And this will

assist with the basis of the collection the data.

2.1 Defining technology:

First technology will be defined. Litterell, R.F (1988) says that technology is a

practical knowledge of how to make and do things. Litterell, R.F says technology is

not only for products and processes but it also forms techniques. As per Cohen,G.

(2004) " technology is categorised in four main types :

i. know-how or information: technology as theoretical and practical understanding of

how to do things.

ii. goods or tools: technology as objects

iii. processes: technology as installed techniques of productions

iv. skills: technology as the information or the know how ability of the workers to

perform at work.

Cohen (2004) also says that technology is the systematic knowledge of technique.

This technique in terms of communication or interaction of machines, tools, people

shows the way of doing specific jobs. Similar definition is given by Burgleman &

Maidique ( 2000), 'technology is a combination of people, material, physical and

cognitive process, plants, equipments and tools'. Bhagat and Kedia (1992) said that

technologies can be transferred through product, process and people.

From all the definitions given by the scholars stated here on technology it can be

argued that all the characteristics of technology have similarities. Cohen (2004) says

technology consists of information, skills, tools and techniques. So when information

is transferred then tools are transferred too. So simply transferring technology with

instruction leaflet at market doesn't mean technology has transferred. So for proper

transferring of technology and implemented correctly requires adequate knowledge,

information on the technology in addition to get a service from it. So it can be argued

that technology and knowledge are interlinked. Cohen & Levinthal (1994) has

examined this and defined ' knowledge is an essential part of expectation formation in

the sense that it determines an organisation's ability to accurately predict the nature

of technology. At the same time complexity is defined in different types of technology

which can turn influence the transfer process of technology.'

Bhagat and Kedia (1992) said that there are three different types of technology:

a. process embodied technology: The technology lives in the process itself meaning it

contains blueprints, scientific details, engineering details.

b. person embodied technology: knowledge or the information of the technology

residing in the person.

c. product embodied technology: patent right of the physical product itself, the

technology resides in the patent of the product itself.

They also said that it is very important to have an skilled person present at the point of

transfer of process embodied and person embodied technologies. The transfer of these

kind of technologies are usually very difficult than product embodied technologies.

2.2 Now the technology and its effect on job lost is going to be defined:

Does new technology takes job away? There are various debate on this Warhurst and

Thompson(1998) have criticised it as being too simplistic arguing that transformations

affecting work point in a number of different directions. Adding to this Gallie

(1996:156) states that upskilling has ambiguous implications for workers' experience

of work- while there may be some improvements to work, it is also linked with the

job intensification. This theme is developed by Waddington and Whitston (1996) who

argue that work intensification lies at the core of workplace relations rather than

empowerment. There might be different results for workers at different points of

hierarchy of labour. Gallie(1996) has argued that the employer response to the

competition has been upskilling and job enrichment, there are fewer opportunities

open to semi-skilled and upskilled workers. Bradley et al. (2002) have argued that a

skill polarisation is developing with those who are already skilled gaining more

opportunities for training and skill development. Similar to that, McLaughlin (1994)

shows that many skilled jobs have disappeared through restructuring and new

technologies, there are nevertheless many jobs in the service sector where the demand

for skills will continue to be low and where some employers may be actively

deskilling sections of their workforce. Milkman (1998;38) indicates that 'the low-

wage, low-trust, is the "low road" path most firms are following'.

( Munro & Rainbird, 2002)

Recently there has been new interest in the idea of technological unemployment

according to ( Vainiomaki & Laaksonen, 1999). The new notion argues that technical

change leads to displacement of jobs. This is due to its pace, labour saving bias or

obsolescence of old products and production techniques. But then again high tech

firms are acting as creator of new jobs. Some studies on this have found that

innovations have a positive effect on employment (Reenan, V ,1993).

Technological change plays an important role in shaping the quantity and quality of

employment. , but very little attention has been paid to its differentiated nature- first

pointed out by Schumpeter(1934). He also contrasted the nature of new technologies

and to contrasting effects that new products or new processes may have on

employment. The former-based on research and development(R&D), design and

engineering might create new jobs when they meet adequate demand, and when they

are not confined to replacing old goods. Process innovations on the other hand tend to

replace labour with capital which leads to productivity boom and loss of jobs

(Edquist, Mckelvey. Hommen 2001, Pianta 2005)

Technology is being used to streamline and automate operations and reduce the need

for labour, while also requiring the remaining workers to do more. This means that

industries and organisations can respond to increase demand without hiring, at least

without hiring as many workforce as past. Even as the technology grows, many

companies earn benefits by rethinking how they use people and technology. (Collins&

Ryan, 2007)

2.3 The technological Change in the library:

Morris, D. (1990) talks about the innovation of technology and adaptation of

technology in library. The introduction of any automated system implies change. This

may not be welcomed by the staff and it is necessary to understand the reasons why

this might be. Managing the change requires good communications at all levels, the

encouragement of staff participation, as well as selecting and implementing an

appropriate system and training staff and readers in its use. the change to work

patterns must also be recognised and good job design should ensure creative ,

satisfying work for employees. Morris, D(1990) also says that employees in the

library may also feel that automation is a step towards eliminating their jobs, if not

immediately , at some point in the future. Economic insecurity is a prime reason for

employees in the library not to welcome new technologies. They fear that inability to

perform a task in a digital environment may lead to redundancy.

The management of technological change and the methods which can be adopted to

prevent or minimise anxieties towards technological change will be explored in the

following chapters.

2.4 Did digital cataloguing de-professionalise the work of traditional librarians?

Bringing in new changes especially digitalisation may create many changes into

workplaces including dis-placement of workers and change jobs for many. With the

newer technology in the libraries it can be seen that it will impact on the libraries

workers system of work. Libraries are true example of how digitalisation has affected

the older ways of carrying out jobs (E.g. in the cataloguing, listing part) in the

libraries. According to Smith,J.S (1994) 'Automation of library cataloguing

departments became the way libraries could participate in sharing catalogue copy

and get rid of their black logs'. Other than the main librarians containing smaller

number, mostly library are not filled with supporting workers. From an study

conducted in nineteen hundred century, it can be seen that American libraries has

more supporting workers in the libraries and fewer professional librarians according

to Oberg et al.(1994, p- 236). Supporting workers are doing most of the task in the

library cataloguing at present. The change in the library work due to technology is

difficult to cope with for the traditional librarians. Severson, R (1995, p.13) says

'Technological innovation is enabling us to create brave new worlds but automated

environment are unfamiliar worlds. Our old intuitive habits of evaluation, which are

best for determining what is the value in the traditional worlds, are insufficient in new

settings',

2.5 Loss of job or displacement:

Unemployment has significant negative effect on individual. Though casual

interferences have not been found but job loss has been linked to heart disease,

dysfunctional family, mental disease, alcohol and drug abuse as showed by Jin,

Shah(2005). Research has been conducted and result shows that as workers age they

are more prone to job loss. Hedge et al. (2006) says that this happens for increased

difficulty in finding new opportunities after individual suffers from a job loss. For

coping with this Fieldman ,D.C (2007) observed that older age grouped individuals

who suffered with the experience of job loss could not reverse their situation unlike

the younger aged people. Challenges occurring for technological changes (Fieldman,

2007) plus the notion of age discrimination in providing the access to training and

various other developmental opportunities are the external barriers which siege

employment of aged workforce.

2.6 The software usage and barrier for librarians:

According to Morris, A. & Hillary, D (1998, p 167-170). The technological change in

the library with software chosen has an impact on the technological shift in the library

system. Seton-Watson (1995) critised the use of software, argued that, 'human

operators could not increase their abilities to process beyond fixed limits.' The screen

should have an orderly appearance and should not be overcrowded. A cluttered screen

makes it difficult to locate specific information, causing an increase in search times

and errors (Galitz, 1984), cited in (Dunsmore, 1982). There are barriers for an

librarian to learning this new software. Carrol and Rosson (1987, p. 80) identified

that some people have considerable trouble in learning to use computers. The problem

they found , was that many people are motivated by productivity rather than learning.

2.7 Library automation causing change in the workplace

According to Oberg. R,L.(1997), The way of work and work itself has changed a lot

in the last twenty five years because of technology. These changes are seen in

organisations structure, campus perception of academic library. Oberg (1997) also

says that: 'achieving clarity on the age of change reminded readers that professional

librarians have yet to resolve issues of those what in the workplace or what to call

themselves.’ Traditional work that librarians used to carry out years ago is now being

completed by machines. This has an impact on redefinition of roles or imminent

extinction.

2.8 Job Satisfaction due to technological change

Definitions of job satisfaction: Locke, E (1976.p,1300) defines job satisfaction as a

pleasurable state resulting from an appraisal of one's job. Hackman, J.R & Oldham,

G.R (1975) gives a similar definition of job satisfaction: they say that job satisfaction

is one's affective reactions to their job characteristic model. Both definitions are

similar due to they infer to ones emotional being to one's job experiences. But some

scholars argue that affects of job satisfaction and attitude are different according to

Weiss , H.M (2002, p-170-176). This means that in-consistent treatment of job

satisfaction as affect and the attitude is job satisfaction. Hackman and Oldham (1975)

gives practical definitions of job satisfaction. Their measurement are consisted of

one's self motivation in doing the job, one's specific satisfaction about job security,

pay and compensations, peer, relationship with supervisor and opportunities of

personal growth. These definitions add an angle to various way of defining job

satisfaction. McMurtrey, M.E, & Lightener, N (2002) examined the relationships

among career orientation, technology sophistication and the job satisfaction of IT

professional And him and his team resulted that Technology professionals had a

higher job satisfaction than those hold the managerial competence in a technology

based environment.

2.9 Stating the obvious problem:

The new skills that have to be acquired by the librarians in the revolutionary

transformation of automation of the library is significant. This means they have to

gain competencies on the use of computer technology and their transformed roles and

responsibilities. Therefore academic librarians have to gain sufficient skills to use the

new technologies in the libraries. According to Shibanda, G.G (2001) 'academic

librarians must build on the positive aspects of information era while alleviating the

negative aspects of globaisation.....,effective management of new technologies

depends largely on the availability of skilled employees and the society's level of

literacy.' Garuba, A.R(2007) welcomes these ideas by saying that 'librarians learn

new ways of performing duties and computer literacy is of paramount importance to

library professionals.'

2.10 Research questions

There are several open research questions formulated. Which are:

a. How technology effect on job lost?

b. How did the technological change occur in the library?

c. Did digital cataloguing deprofessionalise the work of traditional librarians?

d. Has automation of library caused loss of job or displacement

e. What are the barriers for librarians due to the software usage in the library?

f. Is library automation causing change in the workplace?

g. How is job satisfaction is affected by the technological change in the library?

But the question that this research paper will look at is ' Is technology use in the

library/ digitalisation of library/ automation of library displacing work in the library?

and How to cope with this displacement?

3. Methodology:

3.1 Introduction to case study:

The sole purpose of this methodology chapter is to represent the philosophical

assumptions linked with this research. In here the research strategy is going to be

introduced also the techniques used are going to be explained. This chapter will talk

about the limitations of the research and also link with existing research which will

underlay the formation of the data and data analysis. This section also deals at the

methodologies and data sources used in measurement of technology impact that

fosters library automation on displacement of jobs. The approaches are not mutually

exclusive for example: existing survey, case studies may use data from several

sources but the validity has to be authentic. This research has mostly gathered data

from literatures, journals and on case studies. But they may be longitudinal,

examining changes over time. They may be detailed and can involve a number of

existing data sources. Case studies results are bound by the context in which research

is conducted. The results from the case study will not expand out side the context

explored but may create a hypothesis or some topic questions which can be

researched in the future. (UNISEF: Measuring the impacts of information and

communication technology for Development, 2011)

This methodology chapter is divided in two sections: The start will be shown the

examinating the field of technology, the next part is about research strategy meaning

the research approach conducted in the case study research .

3.2 Examining in the field of technology research:

According to Myers et. al(1998) : Based on the philosophical assumptions adopted,

research can be classified as positivist, interpretive and critical. Walsham (1995) says

about case study research is that: different research methods such as case study, and

action research can be a positivist or interpretive or critical, though often this

distribution is extremely contentious. This research is being dealt with the impact of

technology and its research project can be called positivist is there is hypothesis

testing, and if there are quantitative measures of the variables. linking to Orlinkowski

& Baroudi (1991). Basically positivist approaches assume that the existing

relationship among social reality and human experiences are independent of nature,

but it has a cause and effect. But there has been some arguments such as Galliers

(1991) argues that technology and its affect on organisational reality is complex and

can not be easy for deduction statistically...it is too deeply rooted in functionalism and

too concerned with casual analysis at the expense of getting close to the phenomenon

being studied. Hirschheim & Klein (1994) states that ' in critical research the

investigation is classified as emancipative if it aims to help eliminate the causes of

unwarranted alienation and domination, and thereby enhance the opportunities for

the realisation of human potential.' So these scholars say that workers can

consciously act to change their social and economic state.

3.3 Case study strategy for research:

Case studies are more to do with qualitative research because not all case studies can

be inter-pretive. But for to formulate a method for finding out positivist epistemology,

case study strategy can be used. Yin (1994) says that case study allows an

investigation to retain the holistic and meaningful characteristics of real-life events

such as individual life cycle, organisational and managerial process, international

relations and maturation of industries.

This is why case study is useful in situations where big events, changes occur, and a

researcher has no hold on how the events will reveal. Stake (1931) says there are three

types of case studies for research. These are intrinsic, instrumental and collective case

studies. Intrinsic case study is conducted as this type of case studies is unique. The

main aim for intrinsic case study is to build a theory as the researchers wants to. The

instrumental case study involves insights or to help create from an existing theory.

And the last one collective case study is instrumental and extends more than one

instance.

The case study which this research has approached is a mixture of the second and the

last case studies.

4. Chapter four: Data Collection:

This chapter will talk about the data collection and will give an detail account of the

case study previously mentioned in chapter 3.

According to Horsfall, K (2010) , 'Library automation report that automation has the

greatest impact on staff in the lower levels of the organization where the work is

routine; and less impact at the top where authority and decision making are

concentrated '( Prentice, 1990), (Forester,1989). 'Library automation report has the

greatest impact on staff in the lower levels of organisation where the work is routine,

and less impact at the top where authority and decision making are concentrated'

Prentice(1990) & Forester (1989)

The negative findings for library automation are-

a. the quality of working life degrades

b. fall in interpersonal communication and client relations

c. rise of employee stress, depersonalisation

d. lower job satisfaction

e. loss of control over work and organisational functions

f. lower self-esteem and staff morale

g. possible to lose job over computer intelligence and jobs taken up by supporting

workers.

The Case Study: collected from research work of Horsfall, K's (2010) work on

Library Automation.

"Faced with a dearth of library research in this area, a case study was devised to

investigate the effects of automation on library employees. The case study was carried

out at a campus library of a multi-campus tertiary institution over the course of 16

months (from May 1990-August 1991), when the library implemented an integrated

turnkey automated system. The system replaced the library's manual systems -

catalogue, circulation, holds, and reserve loans - thereby dramatically changing the

work of some of the library staff. Horsfall, K (2010)

"Faced with a dearth of library research in this area a case study was formulated to

find out the effects of library automation on library employees. This case study was

carried out at a library of a multi campus territory institution over the course of

sixteen months from May 1990 to August 1991, when the library implemented an

integrated automated system. This system replaced library's manual systems-

catalogue, circulation, holds, reserve loans thus dramatically changing the work of

some of the library staff. Horsfall, K (2010)

The study particularly concentrated on how an integrated digital library affected the

negative findings mentioned earlier in this chapter. Other aspects are staff training,

and staff's attitude towards the automation of the library. However, the limitations

were time, and the impact of the new system on working life. staff, employees were

interviewed. And the procedure continued thrice before automation, five months later

and nine months after the system was installed. Horsfall, K (2010)

Quantitative Data resulted from this method and later analysed.

a. The quality of working:

According to Horsfall, K (2010) "automation has often been accused of affecting the

quality of working life because it effectively allows for deskilling of work. That it

allows tasks to be broken down to their most basic level or replaced by the machine

altogether.' This means that library workers need low skill to complete these tasks.

And then the job of the library workers become little creative, monotonous. So

through this case study It would be important to investigate if the library employee's

jobs got less skilled in the automation of the library. Horsfall measured the quality of

working life of the library employees by interviewing them about skill change and the

level of work in their workplace. The findings were more support staff thought that

they gained newer skills from library automation from their existing skills. Or the new

system has replaced their existing skills in the library. These employees said that their

new skills were contained to computing only. ( Figure one)

Diagram one: Impact of automation on the skills of support staff in the library.

(Horsfall, K.2010)

Diagram two and three: Horsfall, K (2010)

Figure two indicates automation of library has replaced library staff's duties and tasks.

So it can be seen that the impact of this system on workplace. The staff said the work

has become repetitive. But the automation of the library did not introduce a variety of

duties. Nor new duties were allocated except for shelving. According to figure three

and four, more library employees reported that their work had become more routine

and less variety. They have little interest or challenge which they had before library

automation. So , this means that library worker's job has gotten deskilled during the

library automation. This also indicates that the new skill they learned did not make up

for the loss of previous skills or duties. The lack of variety affected the performance

of the library workers. Especially at check-ins which the library assistants found it

not possible to look at the computer screen the whole time, so the mistakes were made

by the supporting staff because of the abstract of library automation. According to

Zuboff (1988) 'employees have great difficulty concentrating on tasks that are not

only conceptually abstract but also routine- just like check-in and check-out duties.

Therefore mistakes are due to boredom and poor concentration.' Horsfall, K (2010)

The opposite happened to the librarians who learned new skills and was happy to get

new duties shown in figure 5. But Why is the impact so different among the two types

of employees? May be it is because of most of the supporting staff's work have been

automated and puts greater impact on them.

Diagram: Five and six ( Horsfall, K, 2010).

b. client relations:

According to Bergen (1988) ' a great fear for most library staff when implementing

an automated system is the decline in interpersonal and client relations.' Library staff

fear that client relation will be hampered because of system picking up more

infringements, making them more strict. ( Horsfall, K, 2010)

Library employees found out the factors which constraint client relations are: the need

to concentrate on the screen, height of circulation desk, staff not being allowed by

management to help with anything more than general directional queries, lack of

privilege level, staff not dealing with borrower's enquires, the users being able to

place holds by themselves and the systems breaks down according to Horsfall, K,

(2010).

c. Job Satisfaction:

Job satisfaction is the perception of one's job fulfill or lets one desire, need. Job

satisfaction studies in the library have shown that it is an attitude that is closely

connected to the quality of the working life by Horsfall, K (2010).

Diagram: First Table ,Horsfall, K (2010)

Horsfall used Friedman two way analysis variance ranks test to test the library staff's

job satisfaction before and after automation. In the table one it is seen that by the end

of July 1991 support staffs job satisfaction was much lower than before library

automation. Horsfall, K (2010).

Diagram: Figure 7 and 8 (Horsfall, K 2010)

From figure 7 and 8 it can be seen that the gradual change that occurred in library

staffs autonomy and control over their work. Before the library automation took place,

most of the library support staff believed that autonomy and control they had over

their job was standard as Horsfall mentioned. But this idea changed by the end of the

second post automation library time from April till July 1991. Then most staff felt

they had less autonomy and control over their work. Analysis of the staff by Horsfall

indicates that this gradual change portrayed on management's decision about control

over the automation of the library systems. Horsfall, K (2010).

d. Self-esteem:

According to Horsfall, K (2010) 'Self esteem is the favourable opinion of one's self

which lead to feelings of self confidence , worth, strength, capacity and of being

useful, valuable, and necessary to the organisation.'

Diagram: Figure 9, Horsfall, K (2010).

From figure 9, it can be seen that support staff had difficulty in identifying their

output in the first automation period (November 1990- March 1991). According to

Horsfall this change was due to the physical end-products or service disappearing (no

cards, no files etc). Support staff in the library were used to producing something

concrete from their work. Switching to work that didn't seem to produce anything

initially caused them to face a lot of problems in identifying the product or result of

their work. However , by the end period , by the second post automation period (April

1991 to July 1991) they couldn't distinguish their output at all but identified the

machines adjustment to library automation. Horsfall, K (2010)

According to Horsfall, K (2010) the change in the librarians' ability to identify their

output was linked with the functionality of the existing system. Some examples show

how they know they have successful work produces are: the daily basis of loans

figures, helping lecturers plan their units by being able to tell them which books are

being used on reserve plus how often, able to get accurate bibliographies of current

material on a subject printed out for a lecturer and their students.

e. Library staff morale due to automation:

Diagram : 11 and 12. Horsfall, K (2010)

As per Horsfall, K (2010) 'Morale is a pervading sense of cheerfulness, confidence,

excitement etc that exists in workplace. Staff morale seems to be a function of

management policy, the quality of working life and job satisfaction. Therefore it will

clearly vary in different work situations.' In this case study staff morale was

measured by getting feedback from the library workers about their perceived changes

in the workplace due to the automation of the library. From figure eleven and twelve,

it seems some of the morale of the library staff not all had declined. The librarians,

and supporting staff's various results which seem conflicting were due to lack of clear

communication between them, the experience of new work atmosphere (automation),

less skill, and last but not the least the automation had on job satisfaction, job loss, job

security, and the quality of working life of the librarians and supporting staff.

Horsfall, K (2010)

Chapter Five: Data Analysis

5.1 The impact of digitalisation of library over the library staff

The new technologies which creates digital library has raised concerns on how it

shapes the types, quality or capacity of jobs. Does it have any direct impact on the

library workers? The total impact of technology is based on why/how the technology

is used, more than the technology being used (Renvil, D 1990).

5.2 The brief history of years of the library automation came to be:

Image collected from: http://www.ecvv.com/product/3231381.html on 5th August

2014. (RFID technology, also can be seen in Dublin City University Library).

Technology is there in every aspect of our lives. Shopping, communicating,

borrowing/returning books, banking everything is technology based. Without

technology life can not be run smoothly. Information technology has grew quite

rapidly in our world because it has mega capacity to save enormous volume of data,

analyze. As a result data can be transmitted speedily and stored vastly with the help of

technology. Hence libraries have adopted to newer technologies because it thrives on

information storage. That is why libraries are turning digital and big libraries have

installed public cataloguing online since late 60's. And in the 70's libraries have made

it possible for users to access online data from even a different country. In the 80's

library has installed computers(micro) and CD technology for ease of data access and

receiving. The innovation of 4th and 5th generation computer technologies in the 80's

have provided more readily, easytouse software system. This has lead to automation

of the whole aspect of library and library's mechanism.

5.3 Factors which allow the library employers to automate library by-

image collected from http://mlmage.com/library-management-system-software-

features.asp on 5th August 2014.

So what is the affect of technology on library workers? Zuboff, S (1992) argues that

technology can be defined my its characteristic duality. Zuboff, S (1992) states that

'the same innovation that abstracts work and increases,....,can also be experienced as

a new source of divisiveness and control'.

According to Forester(1989, Zuboff, S. (1992) Technology can cause the library

owner to digitalise the workplace with the use of technology to replace manual/human

skill, effort, knowledge to provide and process at cheaper cost, it allows the library

employer to emphasise the computers artificial intelligence over human intelligence,

it allows the employer to uphold more control over the industry or organisation's

information, data or knowledge, and finally using the technology in the library as a

full proof fail-reduced system to observe and maximises the surety by having control

over organisations functions. Among the research conducted on the digitalisation of

the libraries, most of them deals with the organisations environment. A literature

search shows that three percent of library studies investigate the impact and effects of

automated library systems on the library workers. The other studies investigate the

atomisation effect of the library on library's organisational structure, economic

concerns, health and safety regulations, the management of installing digital

technologies and provide solutions to the problems.

According to Forester (1989), Prentice(1990) 'A study on library automation report

that automation has maximum impact on staff in the lower levels of the organisation

where the work is routine, and less impact at the top where authority and decision

making are concentrated.' The positiveness of digital library are- reduction of

repetitive work and tedious procedure, rise in skilled workforce, may lead to job

satisfaction, a rise in task variety, and more ease and flexibility ( According to

Prentice, 1990).

Prentice(1990) also says that the impact of digital library on the workforce are-

degradation of the quality of working life, decline in interpersonal communication and

client relations, increased employee stress, depersonalisation leading to boredom,

lower job satisfaction, loss control over the pace of individual's work and

organisations functions and lower self-esteem of staff morale.

But this research did not show that does technology have a positive or a negative

impact on workers in an organisation. But it showed that the impact of technology

relies on why/how technology is used, rather than the technology itself.

5.4 Job loss:

Throughout their career lives a lot of employees face the scary notion of job loss.

According to Latack, & Prussia (2001) 'job loss is considered an extremely stressful

and jarring life event in which paid employment is involuntarily removed from an

individual'. Hanisch, K,A (1999) argues that ,'It is important to more deeply

understand the stressor of job loss, considering the impact of mass job loss on

workers, family, their future and past employers and society as a whole'. Wanberg,

&Kinicki (2005), Feather, N ( 1990) shows in an unemployment research that there

are 'numerous negative physical and psychological consequences associated with the

experience of job loss, it has been established through both individual and aggregate-

level studies that unemployment projects a negative impact on physical and

psychological well-being beyond the obvious financial hardship.'

Unemployment has significant negative effect on individual. Though casual

interferences have not been found but job loss has been linked to heart disease,

dysfunctional family, mental disease, alcohol and drug abuse as showed by Jin,

Shah(2005). Research has been conducted and result shows that as workers age they

are more prone to job loss. Hedge et al. (2006) says that this happens for increased

difficulty in finding new opportunities after individual suffers from a job loss. For

coping with this Fieldman ,D.C (2007) observed that older age grouped individuals

who suffered with the experience of job loss could not reverse their situation unlike

the younger aged people. Challenges occurring for technological changes (Fieldman,

2007) plus the notion of age discrimination in providing the access to training and

various other developmental opportunities are the external barriers which siege

employment of aged workforce. So globalisation, insufficient training, low skill and

technological change are the main obstacles for stability and future security for aged

work group as per Alley & Crimmins (2007).

So, it can be argued that involuntary job loss was perceived as more deep and not

fixable as age increased in older workforce. In contrast age was not related in coping

with technological change in the library which lead to the well-being of life. But

organisational professional should take older employees into consideration.

5.5 The Change of workplace due to the technological change in the library

The way of work and work itself has changed a lot in the last twenty five years

because of technology. These changes are seen in organisations structure, campus

perception of academic library. Oberg (1997) also says that: 'achieving clarity on the

age of change reminded readers that professional librarians have yet to resolve issues

of those what in the workplace or what to call themselves.’ Traditional work that

librarians used to carry out years ago is now being completed by machines. This has

an impact on redefinition of roles or imminent extinction.

Library work has been more intellectualised and hence lot of traditional Librarians

role has been transformed according to Veaner, A, B (1994). Some of the roles have

been stretched to content expert, guide, trainer etc. But as said earlier, new jobtitles

have been created for supporting staff like Library technical assistant, library

technician, computer specialists which are new type of works and has made new tasks

for newer workforce other than the traditional staff in the library (According to

Berger, M, A ., 1997). The tasks that traditional librarians used to carry out has been

distributed among the supporting staff. According to Oberg(1997), 'overlapping

exists at all levels, creating tension and resentment, devaluation....,more ambiguous

work assignments and blurring job responsibilities'.

5.6 Job satisfaction:

Job satisfaction is closely linked to this research paper. According to Abele,A.E &

Dette, D.A (2006) 'Job satisfaction has been of interest to organisational researchers

due to its relationships with job performances and organisational commitment.' This

statement is supported by Landry, M.B(2000) which states that a positive correlation

between job and life satisfaction of librarians in public libraries. There are many

literature related to job satisfaction. In this research some of definitions of job

satisfaction and some arguments by different scholars will be mentioned. This and the

previous defined concepts in the literature will improvise my research hypothesis.

Definitions of job satisfaction: Locke, E (1976.p,1300) defines job satisfaction as a

pleasurable state resulting from an appraisal of one's job. Hackman, J.R & Oldham,

G.R (1975) gives a similar definition of job satisfaction: they say that job satisfaction

is one's affective reactions to their job characteristic model. Both definitions are

similar due to they infer to ones emotional being to one's job experiences. But some

scholars argue that affects of job satisfaction and attitude are different according to

Weiss , H.M (2002, p-170-176). This means that in-consistent treatment of job

satisfaction as affect and the attitude is job satisfaction. He also says that this attitude

is not an effectual reaction. This is an attitude creating judgement that consists of

objects. So Weiss defines job satisfaction as either negative/positive evaluation

judgement one makes about one's job or situation. Some scholars who agree with this

notion are Llies,R & Judge, T.A (2004) saying that job satisfaction is an 'attitudinal

concept reflecting one's evaluation about one's job as well as an emotional reaction

to it.'

So based on these arguments it is important to observe how researchers are measuring

of the idea of job satisfaction. Thornton, J.K (2002) says how researchers conduct

these measures as a definition of job satisfaction in the literature. Hackman and

Oldham (1975) gives practical definitions of job satisfaction. Their measurement are

consisted of one's self motivation in doing the job, one's specific satisfaction about job

security, pay and compensations, peer, relationship with supervisor and opportunities

of personal growth. These definitions add an angle to various way of defining job

satisfaction. McMurtrey, M.E, & Lightener, N (2002) examined the relationships

among career orientation, technology sophistication and the job satisfaction of IT

professional And him and his team resulted that Technology professionals had a

higher job satisfaction than those hold the managerial competence in a technology

based environment.

5.7 The automation in the library

Image collected from http://mlmage.com/library-

management-system-software.asp on the 6th August 2014.

According to Morris, A. & Hillary, D (1998, p 3) The mental and physical make-up

of a person affects the way in which he reacts to the world around him. In terms of an

automated or digital library system, the surrounding environment will contain several

factors which impinge on a person's private world. For example , a change of system

will generate stress to a greater degree depending on the attitude of the person towards

the change.

The need to learn and remember new procedures will make demands on his memory

process; and the need for concentration and attention may alter Concentration is

placed on aspects of his information processing system , its importance in the library

digitalisation process and factors which affect it. Morris, A. (1990) also talks about

the innovation of technology and adaptation of technology in library. The introduction

of any automated system implies change within the workplace. This may not be

welcomed by the staff and it is necessary to understand the reasons why this might be.

Managing the change requires good communications at all levels, the encouragement

of staff participation, as well as selecting and implementing an appropriate system and

training staff and readers in its use. the change to work patterns must also be

recognised and good job design should ensure creative , satisfying work for

employees.

5.8 The software interface:

According to Morris, A. & Hillary, D (1998, p 167-170). The technological change in

the library with software chosen has an impact. The chosen software for a library will

have to be easy to use from a range of viewpoints: the operator, the user, the task to be

performed and a number of other factors will affect its ease of use.

User requirement: In order for a software package to be an effective tool, the user

needs to be able to interact with it without frustration, boredom or confusion. This

means that the dialogue used by the system should be appropriate to the user's level of

skill and knowledge. The term 'Dialogue' is used to mean the instructions that the user

issues to the computer and the information that the computer displays for the user.

Computer users are not uniform in their experience, skills or expectations by Cole et

al. (1985). He identifies four groups of users in computer systems:

i. Naive users: who have little or no knowledge of the task to be performed or of

computer systems.

ii. Casual experts: who understand the application thoroughly but have little computer

knowledge. A librarian, well versed in cataloguing, for example, but used to manual

systems only would be a casual expert.

iii. Associative experts: who have considerable familiarity with the computer systems

but little knowledge of particular application. An example would be students from

computer studies but who have little library knowledge.

iv. Experienced professionals: who have skills in both computing and the task for

which computer is used.

Cole and his colleagues point out that these catagories are not discreet and people

move between them.

User characteristic: Morris, A. & Hillary, D (1998) states that all people have

different characteristics which affect the way in which they process information in

which, in turn, has implications for the software interface.

Mental capacity: According to Morris, A. & Hillary, D (1998) people vary in their

ability to receive and process information. Some people become bored and frustrated

with too little information, such as having to scan through several screens each of

which contains two or three items. And others can suffer from mental overload if

given too much information. A poorly designed, cluttered screen filled with too much

information can cause him to miss out salient items. Seton-Watson (1995) critised the

use of software, argued that, 'human operators could not increase their abilities to

process beyond fixed limits.' The screen should have an orderly appearance and

should not be overcrowded. A cluttered screen makes it difficult to locate specific

information, causing an increase in search times and errors (Galitz, 1984), cited in

(Dunsmore, 1982).

Practical advice: There are many factors which makes library software's easy or

difficult to use, and in order to choose the right one. Good way to do it is to see how

other users of the software has reviewed of the system, assess the reaction of the

operators (rather than the managers) concerning its ease of use.

Barriers to learning: Carrol and Rosson (1987, p. 80) identified that some people

have considerable trouble in learning to use computers. The problem they found , was

that many people are motivated by productivity rather than learning. Initially,

therefore, their response is to jump in and try out certain procedures in preference to

reading a manual or screen based instructions. When in doubt they will turn to a

source of advice find out where they have gone wrong. There are times when these

users will persist in incorrect or inefficient methods of performing certain tasks

because, as they achieve the desired result and there is no apparent error, they will not

be motivated to seek help. Carrol and Rosson also identified that the skill of such

users tends to peak at relative mediocrity. Once again, learning time seen by these

users as ineffective, so they will adhere to known procedures to achieve a result,

rather than procedures to acquire greater skills.

5.9 The digitalisation of the library and introducing supporting staff:

Libraries have faced budget-cuts for last few years. The plan was to how to achieve

more with less was the main notion of digitalising libraries. Whenever automation is

introduced many big changes follow. Technological shift in the library has displaced

many librarians. Bednar (1988,p 147) says that ' staff lay-offs were a direct result of

automation, with the reporting of Pennsylvania State Libraries lost approximately

twenty five percent of its stuff over five years, but they also experienced higher

production levels during the same period of time'. Hafter (1986, p-63) says that

automation has lowered workers at clerical jobs, since computer can perform more

speedily and more accurately. Horny, K,L (1987, p-74) says that in an automated

workplace, jobs are typified by an upward reclassification. Another change in

workplace is surrounding the computer systems. Computer is directing people, rather

than people commanding the computers. Horny, L,H (1987) says in new turns for a

new century: Library services in the information era. So it can be said that computers

are creating technological change in the libraries today. So it can be said that if

computer technology fails in the libraries than blacklogs are going to come at play

again. It has been seen that it takes a few hours for Library congress cataloguers to

catalogue eachitems. So if libraries wanted to get original copy that would take a lot

of cash, but if they can get a high quality digital copy that will save a lot of money.

Futura, (1990, p-242) states that the introduction to the automation of the libraries and

bibliographic utilities allowed cataloguing librarians to move away from clerical work

and learn new skills in database searching.

5.10 The management of technological change due to library automation

Introduction to any automated system implies change. This may not be welcomed by

the staff according to Morris, A. & Hillary, D (1998). So it is necessary to understand

first of all why the reasons be linked. As mentioned in the case study there were some

reporting due to library workers experiencing and disliking the automation of library.

But this part will show in depth analysis of why do they not welcome technological

shift in the library after all. Managing the huge change in workplace requires good

communications at all levels, the encouragement of staff participation as well as

selecting and implementing an appropriate system and training staff and readers in its

use. The change to work patterns must also be recognised and good job design should

ensure creative, satisfying work for employees. Otherwise disaster will happen. No

one will follow the system and the organisation will fall apart. Even though library is

digital, librarians are of value to conduct their duties to run the public organisation

smoothly. Morris, A. & Hillary, D (1998)

Reactions to technological change: According to Morris, A. & Hillary, D (1998)

There has been an unprecedented escalation of technological developments in the last

few decades. Burton et al.(1987,p-211) comments on the overall affects of that

change: 'it is now almost a tourism that the introduction of library automation created

more conflict and stress than any other type of change'. This observation seems

particularly appropriate for libraries where new and upgraded computer systems are

constantly appearing on the market. In such an environment it is very easy to become

obsessed and over involve in technical aspects in the digital library. To maintain a

balance between human consideration and technology of library automation , it is

necessary to have an understanding of the complex and varied attitudes that people

have towards change, especially technological change in particular according to

Morris, A. & Hillary, D (1998). Fine et al. (1982) states that there are a few changes

in our social lives other than war or calamities, this seems to produce the same

intensity of reaction that the coming of technology has aroused. The human response

to technology may be resistance or conflict. As stated by Morris, A. & Hillary, D

(1998), many people have ambivalent feelings that computers are marvellous but at

the same time computers are disturbing. Turner et al. (1981, p-13) makes a similar

point . He acknowledges the infinite variety in staff attitudes to automation but goes

to suggest that the most remarkable features about computers is their ability to

provoke an emotional response from human beings. He says that it is an ironic

paradox that these machines are of 'mechanical apparatus which are designed to

promote man's logical thought processes but inspires the most irrational and impulsive

behaviour from their potential users. He says that this 'latent luddite' tendency should

not be dismissed out of hand because fear experienced by the library staff can create

an aggressive or best unhelpful attitude. Morris, A. & Hillary, D (1998). Any

alteration of circumstances is almost invariably accompanied by an element of stress.

This is true even when people have a positive attitude towards change. As per Morris,

A. & Hillary, D (1998) ' the spectrum of responses will vary from mild apprehension

mingled with excitement which in itself can be stimulating to fear'.

Adverse reaction: In Morris, A. & Hillary, D (1998), people will show their

opposition to change in many different ways. Some may complain loudly or predict

failure whilst others may attempt to ignore the topic. Reaction against technology

change in the library automation may be for one or more reasons.

Fear of the unknown: Uncertainty or fear of the unknown is a strong influence

against change. Change is threatening because individuals find no matter how

attractive the present may be , they have largely adapted to it. According to White

(1985) 'most individuals not only bend to meet the requirements of their jobs but that

to some extent they also bend the requirements of their job to meet their own

expectations.- with or without their supervisor's knowledge and agreement.' So

therefore the perceived virtue of any long standing system lies in its familiarity.

Technology represents change. It means giving up familiar ways and facing the

unknown according to Morris, A. & Hillary, D (1998). The introduction and running

of computer based systems in organisations therefore may lead stress producing

experience for individuals within the work place. Olsgaard et al. (1985) attribute this

stress, which can be temporary or permanent, to the alienation of the employee from

his environment. Even the most experienced employee may approach change in the

form of automation with some trepidation because automation represents change in

the way things have been done. White(1985) says that quite aside from the

automation promises to do for the library, individuals E.g. library workers will be

concerned about what it means for them. Resistance to change is not exclusive to

junior or middle grade staff according to Morris, A. & Hillary, D (1998). Similar to

this Rooks(1988) observes that change is often resisted by administrators, those who

have the authority to accept or reject any proposal, which is said resistance to power.

Then again, the resistance may be stem from fear of the unknown. The arguments

runs that, while there are acknowledged faults and inefficiencies in the present system

are at least known quantity. An overworked supervisor may only be able to envisage

problems of any new scheme and fail to see beyond them to subsequent advantages in

Morris, A.(1998). Change is insistent and demands efforts. Change requires

acceptance of new ideas and concepts and it disrupts well established behavioural

patterns, habits and securities. Stueart (1984) points out that the most vehement

opponents of change are not surprisingly, those who have been in their job for the

longest. They have the most invested in their status quo and have fixed ideas on what

is necessary, whether or not this coincides with the broad aims of the organisation .

Fear of obsolescence and failure: Fine (1982) has stated that change inevitably

results in a short term reduction of efficiency, calling self-esteem into question. There

is a feeling that the knowledge of judgement acquired gradually over a number of

years may become obsolete with the emergence of new system and procedure.

Experience suddenly seems to count for very little stated in Morris, A. & Hillary, D

(1998). Hand in hand with the fear of obsolescence goes the fear of failure. , of a

inability to adjust and do new work. Status, privilege, authority are threatened by lack

of proficiency causing enormous apprehension and potential resistance to change.

With the library automation many employees feel threatened with loss of esteem,

position, power within the library. Hard-earned skills apparently lose their value. In

Morris, A. & Hillary, D (1998) an example cited by Clayton (1987): a traditional

reference librarian may consider that his own professionalism is being undermined by

the presence of relatively junior member of staff with the experience of online

searching . Rooks (1988) articulates fears that the redistribution of information as a

result of computerisation can lead to loss of ownership. Staff who no longer find

themselves in charge of critical information may experience a sense of loss or a

diminishing of self value worthwhile to the organisation. Bichteler (1986) recognises

the particular problems faced by the managers who may have felt pressurised to

purchase and use computers and who at the same time were suffering with the similar

anxieties. They may fear that many of the decision making skills and supervisory

functions may be taken over by sophisticated software, causing them to fell less

important to the library organisation according to Morris, A. & Hillary, D (1998).

One point raised by Mann (1984) in his survey of public libraries, is that many middle

and senior managers received their training before the automation of the libraries and

their lack of knowledge and awareness may make them feel vulnerable to replacement

by younger librarians who are more knowledgeable about computers. As stated in

Morris, A. & Hillary, D (1998) librarians may feel that their own important

diminishes in comparison to that of the system designers and programmers.

Experienced librarians may be largely ignorant in this particular sphere and

consequently feel down graded. Zoltan and Chapanis(1982) call this a fear of

'technological elitism'. Fear of obsolescence is perhaps greatest in middle-aged

workers or those near retirement. They may feel that retraining isn't worthwhile and

management holds that view stated in Morris, A. & Hillary, D (1998). Uncertainty

about the kinds of jobs created by the library automation can also be an area of

concern. Staff may wonder whether the jobs will be as interesting a carry as much

responsibility as before the change , or if the functions of one department will be

emerged with those of another. In this uncertainty Lovecy (1984) says that some

library staff will worry about the possibility of increased work load due to technology

taking over in the library. Many will be more concerned about their ability to master

the new skills necessary for job change. A study done by Skyes (1986) of automation

and non professional stuff he says that 'competence to operate new system is the

principal fear of library automation'.

Fear of economic security: Employees may feel that automation is a step towards

eliminating their jobs. Economic insecurity is a prime reason for responding in a

hostile fashion to new concepts. This fear is sometimes coupled with that of failure

and these are mentioned by Morris, A (1988). The employee in the library automation

of libraries may worry that inability to perform a task may lead to redundancy.

Automation has brought redundancies in some industries and therefore anxieties of

job loss will exist. The extent of this fear will largely depend on the economical

climate of the individual organisation. Lovecy(1984) says on this topic that academic

libraries, where senior staff have contractual job security, it will mainly concern

clerical grades. Redeployment, also indicates fear since the individual often has to

adapt to a new workplace, new work environment, new tasks, new colleagues etc.

Fear of computers: Many people experience fear related to actual use of computers.

There is an aversion to physical interaction with the machine which Schraml (1981)

connects partly to the workers lack of understanding of the computer technology

and/or decrease of the workers' interaction with other people. Schraml (1981) isolates

three fundamental ways in which automation can seem dehumanising: its pace, its

tolerance of human error and the requirement that its operators communicate in a

coded language. Ignorance of how computer works often leads to a feeling that one

wrong move can bring the whole system down according to Morris, A. & Hillary, D

(1998). Lovecy (1984) identifies several common concerns: lack of printed record,

unwillingly deleting a set of data,, Corrupting data, damaging equipment.

Skyes(1986) confirms that all non professional staff are apprehensive about the

prospect of automation. Many of the staff fears relating to regarding of jobs and

deskilling of tasks are perfectly legitimate. Fine (1982) says: 'however, it is imperative

to acknowledge that all human behaviour has value.' Resistant responses are far from

being totally negative. He says also that 'their resistance serve a purpose in causing

management to re-examine proposal or act as natural check on too avid an

acceptance of innovation for its own sake.'

6. Chapter six: Conclusion

In any situation it is far easier to prevent fear and adverse reaction than it is to remove

once they have become established. The library manager therefore anticipate

responses to the library automation of new systems in the workplace and wherever

possible take appropriate action to reduce stress. Clayton (1987, p. 167) observes :

'change should be seen as a way of improving existing services and of being able to

provide new ones, that is, change as a provider of challenge and opportunity rather

than a threat.'

The evidence gotten from the case study earlier in this research and other research

shows that the impact of technological change or library automation will not be

greeted by library staff happily. The main aim of library management is to increase

resources well to serve their criteria which unfortunately impacts negatively on the

workers of the library who are libraries human resources.. These negative impacts

waste on libraries human resources stretch from ideas , skills, knowledge etc. It is

important for library management to not degrade human potentials vs.

machines(computerisation). Through communication, participation , consultation and

training the displacement at libraries can be reduced and resistance of workers

towards library automation will significantly lessen once they have a notion of what it

actually is and will slowly overcome there fears. Library management should not only

look at making the library digital which is the operational side of library automation

system, but to put more work to integrate the system into the workplace to benefit

from all side and benefit to everyone. Participating management techniques can build

the basis of human-impact main ideas. This should be done as a requirement to

implement technology in the library and automate the library bearing in mind the

human resource expertice, which are value assets too.

Library automation is a complex and demanding management task according to

Morris, A. & Hillary, D (1998) and which this research has seen from the topic

question. How to cope with this has been advised by Turner (1981), where he

emphasises that there must be a mutual sense of purpose and a mutual sense of

direction between all involved for the project to be a complete success. He gives four

important pointers for creating a positive attitude among staff which can be equally

applied to all users. They should become: confident, informed, aware and trained. If

these are ensured in automation of library there will be little or less displacement of

workers.

Referencing:

Introduction:

Munro, A. & Rainbird, H. (2002) 'Job change and workplace learning in the public sector: the significance of new technology for unskilled work', New technology ,work and Employment 17:3, pp. 1-13.

Braverman, H. (1974). Labour and Monopoly Capital (London: Monthly Review Press)

Gallie, D. (1996), 'Skill, gender and the quality of employment' in R. Cromption,D.Gaille and K. Purcell (eds), Changing Forms of Employment, Routledge, London.

Gallie , D. M.. White, Cheng,Y. (1998) Restructuring the Employment Relationship, Oxford University Press, Oxford, London.

Rainbird, H. Munro,A. Holly,L (1999), The future of work in public sector: Learning The Workplace Inequality, ESRC Future of Work Working Paper2, University of Leeds. Warhurst, C. Thompson,p.(1998), Hands, hearts and minds: Changing work and workers at the end of the century (eds.), Workplaces of the Future (Basingstoke:Macmillan)

Milkman,R. (1998), The new American workplace: high road or low road?' in Warhurst, C. Thompson,p.(1998), Hands, hearts and minds: Changing work and workers at the end of the century (eds.), Workplaces of the Future (Basingstoke:Macmillan)

Literature review:

Greenfield, T. (2002). Research methods for postgraduates , London.

Littrell,R.F., Baguma,P., 2004. Education, Management, and the World's Work: Leadership Traits of Educators in Undeveloped and Developing Countries Focusing on Sub-Saharan Africa.

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Alley, D. & Crimmins, E. (2007). The demography of aging and work cited in Shultz , K.S. & Adams, G. A. (Eds.), Aging and work in the 21st century,(pp. 7-23). Mahwah, Lawrence Erlbaum Associates, NJ

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Cole et al (1985) cited in Morris, A. & Hillary, D (1998) Human aspects of library automation, Gower, London.

Seton-Watson (1995) cited in Morris, A. & Hillary, D (1998) Human aspects of library automation, Gower, London, p- 169.

Oberg. R,L.(1997) Library Support and Staff Development Utilization: Achieving Clarity in an Age of Change, Journal of academic Librarianship, 23.pp 40- 43

3. The impact of digital library on workforce:

Renvil, D (1990) Personnel Management in Libraries, Gower Publishers, England.

Image collected from: http://www.ecvv.com/product/3231381.html on 5th August 2014

photo collected from http://mlmage.com/library-management-system-software-features.asp on 5th August 2014

Forester, T. (April 18, 1989). "Automation: for better or worse?" The Australian, page. 45

Forester, T. (1989). Computers in the human context, Blackwell, Oxford, London.

Zuboff, S. (1992). In the age of the smart machine: The future of work and power. Oxford University press, London.

Prentice, A. E. (1990). "Jobs and changes in the technological age," Journal of Library Adminis-tration, 13 (1/2), pp. 47-57.

Alley, D. & Crimmins, E. (2007). The demography of aging and work cited in Shultz , K.S. & Adams, G. A. (Eds.), Aging and work in the 21st century,(pp. 7-23). Mahwah, Lawrence Erlbaum Associates, NJ

Feather, N. (1990) The psychological impact of unemployment, Springer, NY

Jin, R. L., Shah, C. P. (1995) The impact of unemployment on health: A review of the evidence. Canadian Medical Association Journal, pp153,530, 544

Hanisch, K. A. (1999) Job loss and unemployment research from 1994 to 1998: A review and recommendations for research and intervention. Journal of Vocational Behaviour, pp-55,200,225

Latack, J. C. & Havlovic, S. J. (1992). Coping with job stress: A conceptual evaluation framework for coping measures. Journal of Organizational Behavior,pp- 13, 479-508.

Latack, J. C., Kinicki, A. J., & Prussia, G. E. (2001). An integrative process model of coping with job loss. Academy of Management Review, pp- 20, 311–342

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Feldman, D. C. (2007). Career mobility and career stability among older workers cited In ] Shultz, K,S & Adams,G,A. (Eds.), Aging and work in the 21st century (pp. 179 -197). Mahwah, NJ

Oberg. R,L.(1997) Library Support and Staff Development Utilization: Achieving Clarity in an Age of Change, Journal of academic Librarianship, 23.pp 40- 43

Veaner, A, B (1994) Paradigm Lost, Paradigm Regained? A Persistent Personnel Issue in Academic Libraries, College and research libraries, 55,pp 389.

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Locke, E.A 1976 The nature and causes of job satisfaction, Handbook of industrial and organisational psychology,pp.1290-1350.

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Garuba, A.R(2007) Impact of automation on library stuff: A case study of John Harris Library, University of Benin. Library link 5,83.

Chapter 4:

Morris, A. & Hillary, D (1998) Human aspects of library automation, Gower, London.Cole et al (1985) cited in Morris, A. & Hillary, D (1998) Human aspects of library automation, Gower, London.

Seton-Watson (1995) cited in Morris, A. & Hillary, D (1998) Human aspects of library automation, Gower, London, p- 169.

Carrol and Rosson (1987) cited in Morris, A. & Hillary, D (1998) Human aspects of library automation, Gower, London, p- 172.

(Galitz, 1984), cited in (Dunsmore, 1982) cited in Morris, A. & Hillary, D (1998) Human aspects of library automation, Gower, London, p- 178.

3. Methodology

UNISEF: Measuring the impacts of information and communication technology for Develpoment, United Nations Conference: Trade and development, (2011), New York. Myers et. al(1998) cited in Cohen,G. (2004). Technology transfer: strategic management in developing countries. SAGE.

Walsham (1995) cited in Cohen,G. (2004). Technology transfer: strategic management in developing countries. SAGE.

Orlinkowski & Baroudi (1991) cited in Cohen,G. (2004). Technology transfer: strategic management in developing countries. SAGE.

Galliers (1991) cited in Cohen,G. (2004). Technology transfer: strategic management in developing countries. SAGE.

Hirschheim & Klein (1994) cited in Cohen,G. (2004). Technology transfer: strategic management in developing countries. SAGE.

Yin (1994) cited in Cohen,G. (2004). Technology transfer: strategic management in developing countries. SAGE.

Stake (1931) cited in Cohen,G. (2004). Technology transfer: strategic management in developing countries. SAGE.

4.Chapter Four: Data Collection

Horsfall, K (2010) The human impact of library automation, University of South Australia library, Australia.

( Prentice, 1990) & (Forester,1989) cited in Horsfall, K (2010) The human impact of library automation, University of South Australia library, Australia.

Diagram one to eleven and table one: Impact of automation on the skills of support staff in the library. (Horsfall, K.2010) cited in Horsfall, K (2010) The human impact of library automation, University of South Australia library, Australia.

Zuboff (1988) cited in Horsfall, K (2010) The human impact of library automation, University of South Australia library, Australia.

Bergen (1988) cited in Horsfall, K (2010) The human impact of library automation, University of South Australia library, Australia.

5.Chapter five: Data analysis

Morris, A. & Hillary, D (1998, p 197 - 230) Human aspects of library automation, Gower, London.Burton et al.(1987) cited in Morris, A. & Hillary, D (1998, p 197 - 230) Human aspects of library automation, Gower, London.Fine et al. (1982) cited in Morris, A. & Hillary, D (1998, p 197 - 230) Human aspects of library automation, Gower, London.Turner et al. (1981) cited in Morris, A. & Hillary, D (1998, p 197 - 230) Human aspects of library automation, Gower, London. Olsgaard et al. (1985) cited in Morris, A. & Hillary, D (1998, p 197 - 230) Human aspects of library automation, Gower, London.White (1985) cited in Morris, A. & Hillary, D (1998, p 197 - 230) Human aspects of library automation, Gower, London. Stueart (1984) cited in Morris, A. & Hillary, D (1998, p 197 - 230) Human aspects of library automation, Gower, London. Clayton (1987) cited in Morris, A. & Hillary, D (1998, p 197 - 230) Human aspects of library automation, Gower, London.Rooks (1988) cited in Morris, A. & Hillary, D (1998, p 197 - 230) Human aspects of library automation, Gower, London.Bichteler (1986) cited in Morris, A. & Hillary, D (1998, p 197 - 230) Human aspects of library automation, Gower, London.Mann (1984) cited in Morris, A. & Hillary, D (1998, p 197 - 230) Human aspects of library automation, Gower, London.Zoltan and Chapanis(1982) cited in Morris, A. & Hillary, D (1998, p 197 - 230) Human aspects of library automation, Gower, London.Lovecy (1984) cited in Morris, A. & Hillary, D (1998, p 197 - 230) Human aspects of library automation, Gower, London.

Skyes (1986) of Automation and non professional stuff cited in Morris, A. & Hillary, D (1998, p 197 - 230) Human aspects of library automation, Gower, London.

Schraml (1981) cited in Morris, A. & Hillary, D (1998, p 197 - 230) Human aspects of library automation, Gower, London.