Information and Knowledge Management w ww.iiste.org ISSN 2224-5758 (Paper) ISSN 2224-896X (Online) Vol.3, No.12, 2013 Division of Labour and Job Specialization as Catalysts for Better Job Performance among the Staff of a Nigerian University Library Samuel Olu Adeyoyin (Corresponding Author) soade2003@yahoo. c/ asamueladeyoyin@gmail.com Ajiboye, B.O. Federal University of Agriculture, Abeokuta Adegun, A. Isau Ladoke Akintola University of Technology, Ogbomoso Tomomowo-Ayodele, S. Oluyinka University of Ibadan, Ibadan Abstract This study brought into fore some salient discoevse raibout the strength and weaknesses of divis iolanb ofur and job specialization on the overall job performancf et hoe staff of a Nigerian university library. A dcerisptive survey method was adopted to elicit informationm f rothe respondents. A questionnaire was designehd 3w0i t structured questions including the demography oef rtehspondents. Fifty (50) copies of questionnawiresre distributed among the library staff of Federal Uenrisvity of Agriculture, Abeokuta and forty five (4 5w)ere returned. Forty two (42) out of these were founadb ules. This study finds that majority of respond eangtsree that job specialization makes their work easier ande fra, setnhances their job performance and they alrye sfautlisfied with their present area of specialization, whilsei zaa ble numbe wr ere dissatisfied because their training does not correspond with their present posting. The studsyo afilnds that library and information centres sctiallnnot do without division of labour and job specializationve en with the emergence of ICT infusion into libr aarnyd information services provision. The respondentso aplrseferred the present division of labour altho uag phaltry number disagreed. Recommendations were made bna stehde ofindings of the study and conclusions drawn. Introduction Division of labour has been described as a prowcehsesre by a single operation is split or divided inmtoany parts and different individuals or groups concentratet hoen performance of each part, in such a manne rt hthea etntire operation is completed much more quickly, efficliye natnd conveniently than if one person alone hardfo prmeed the whole operation from beginning to end (Abifa, ri2n008). Division of labour occurs in a library a nd information centre where separate processes likqeu isaiction, processing, organizing and dissemina taioren undertaken by separate workers in each case. Moo, rdeiv sision of labour can be undertaken by individu ianl san organization as indicated earlier on; it can bee urtnadken by several firms in an industry. This copnt cwehich is now universally accepted as an indispensable pf aervt eoryday life was first stressed by a classicaoln eomist and the father of economic thought, Adam Smith, in “hInisq uiry into the nature and causes of the weafl tnha otions”, published in 1776. He illustrated this theory wtithhe example of pin-making and from this illustrant iothe principle gained universal recognition and acceiplitya.b The theory is said to be a derivative of eteh rbasic features of life namely, • No individual and no nation is self-sufficient engohu to produce the good and services necessary to satisfy its wants; • Individuals and nations are unequally endowed btyu rnea with skills, talents, natural resources and climate; • The presence of an exchange system gives roomn dfoivr idiuals and nations to specialize in the production of those things which they can producoer em cheaply, efficiently and conveniently than others. The classification of a librarian depends on thned koi f library by which they are employed. Typesl iborf aries include public libraries, school library media ceernst, and college, university, or other academicra rlibes or special libraries. Some librarians interact dirye cwtlith certain groups, like children, young adu latsd,ults, or disadvantaged people. Librarians working in schlioboral ry media centers are commonly known as schmoeodl ia specialists and assist teachers in developing tchuerirriculum, acquiring materials in class instrounct,i and at times team teach with other teachers. 81 UNIVERSITY OF IBADAN LIBRARY Information and Knowledge Management w ww.iiste.org ISSN 2224-5758 (Paper) ISSN 2224-896X (Online) Vol.3, No.12, 2013 Other librarians are employed by information cesn toer libraries run by a wide body of organizatiolinkse government agencies, museums, professional asisooncsi,a ct orporations, law firms, advertising agen cmieesdical centers, hospitals, religious organizations, ansde arrech laboratories. They are responsible for aricnqgu iand arranging an organization’s information resourcwehs,ic h typically contain select subjects related stpoe cial interests of the firm. Many key information servsic, elike the preparation of abstracts and indexe csu orrfent periodicals, organization of bibliographies, or laynsias of background information and preparationr eopf orts related to key issues are performed by these sl pleibcriarians. For instance, a special librarian elomyepd by a company might provide the sales department with emriaalst and info related to their competitors or n ew developments and improvements affecting their mta. rAke medical librarian would likely find informatnio related to new medical treatments, clinical tr ialnsd, standard procedures and provide such mat etori ahlesalth professionals, patients, consumers, and corporsa. tGioonvernment document librarians, employed by rgnomvent agencies and depository libraries located in indduiavil states are involved in the preservation ofe grnomv ent publications, records, and important documents ftrhoem historical records actions taken and decis mioandse by the government. Quite a few libraries are able to remotely acceastas bdases and maintain their own computerized dsaetasb. aSince automation has become so common within librariet si,s iimportant that librarians are skilled in daataseb searching. Librarians are responsible for the doepvmelent and indexing of databases as well as intisntrgu c patrons how to efficiently search through and leodca nteeded reference materials. Many libraries hcarevaet ed consortiums with other libraries utilizing electrico nmail. Such relationships enable users to subremqiut est for needed materials to many different libraries a t stahme e time. The development of the internet is carlesoating a wider foundation of accessible materials. Thusa lriibarns need to understand how to utilize all tyopfe rse sources in the search for desired materials. Those skilled in computers and information systemisg ht be employed as automated-systems librarians, involved in the planning and operation of compustyesr tems, or as information architect librarians,o wdhesign information storage and retrieval systems and doepv etelchniques for the collection, organizatione, ripntretation, and classification of information. These librari awnosrk on analyzing and planning for information dnse ethat might arise in the future. An increasing number of librarians are utilizinge itrh information management and research skills ieinld sf beyond libraries, like database development, renfceer etool development, information systems, pubnligs,h i Internet coordination, marketing, web content maenmaegnt and design, and training of database usiebrrsa.r iLans with entrepreneurial desires might found their ocwon sulting firm, or work as freelance librariani nofro rmation brokers for other corporations, government agen, coire lsibraries. Commenting on the factors that hinder specializna, tiAobifarin (2008) noted that limitations to then coept of division of labour or specialization include thell ofowing: • The extent of the market, that is, the extent ofef cetifve demand for the commodity. A large output would be unnecessary where demand is relativelyll .s Pmeaople and countries specialize because they discover that they can exchange their surplus pcrtosd fuor the other products they need. The inab tiolit y of producers to sell their surplus and buy the ro theings they want in exchange would definitely discourage specialization; • Exchange and physical distribution facilities et.rga.n sport and banking system becomes necessary if the product of the division of labour are to beh eaxncged effectively; • Another factor has to do with the nature of thed purcot-the nature of some goods and services is such that their production does not lend itself to diiovnis of labour. The concept of division or speciatliozn is more applicable in manufacturing than in ser vinicdeustries. For instance, there is a limit to whh ic plaiting hair can be broken into separate proce asnsde sundertaken by different people; • Unique talent: This factor concerns such areas clrikeeative arts where individual talents are impnotr ta and such jobs cannot be mass-produced; • Another prominent factor is political and strate gcoicnsiderations. The fear of political crisis orv eandt of wars would cut off supplies and countries wowuladn t to aim at relative self-sufficiency; • Finally, the level of technology may limit or hinrd sepecialization. Division of labour and job specialization have b evensted with such strengths as time saving, th piso sissible since each worker concentrates on one processt,i maen dis saved as there is no need to change tionoclrse;a sed output because it gives room for specializationc,r einases technical knowledge and saves time; reodnu icnt iunit 82 NIVERSITY OF IBADAN LIBRARY Information and Knowledge Management w ww.iiste.org ISSN 2224-5758 (Paper) ISSN 2224-896X (Online) Vol.3, No.12, 2013 cost of output, increased output brings about au crteiodn of cost per unit and therefore lowers pr iAcet .lower price, demand may increase, which again leadsc troe ainse in output and greater skill, through reipoent iot f the same job, the workers develop greater skill, ths,a ti nicreased knowledge of the particular job isa ionbetd as a result of constant practice. Other strengths ofis dioivn of labour and job specialization include lefastsigue, a worker performs the same task as a routine and nmoat y have to strain himself mentally or physically. Specialisation encourages to a large extent then itniovn of special tools and equipment in order etorf oprm particular function more efficiently, doing the wko er xpected of men. We revery man would do everything himself, he would need all the tools required fhoer tprocess, but with division of labour, only thpee csialist in each process needs to have a set of tools. In fact, specialization has certain overwhelmingv aandtages, these notwithstanding, the concept uisg hfrta with many dangers. The division of labour may be of lienstesrest to workers where monotony resulting from repetitive tasks causes strain and fatigue. wTohrekers’ initiative, inventiveness and craftsmanps ahrie checked. The interdependence of each service unit or se cmtiaoyn lead to increased difficulties where theren ois p roper coordination. The more highly specialised labouqr urirees greater skill and it is subjected to thek roisf unemployment following changes in demand for thoed purcts or services, and industrial relations doertaetrei as relations between employers and employees becomp er simonal. Research Objectives This paper sets out to achieve the following obivjecst: 1. ascertain if division of labour and job specziatlion make work easier and faster? 2. investigate whether job specialization enhanthce sw orkers interest and reduce boredom or not. 3. ascertain whether job specialization advanceosw klendge base among library professionals. 4. investigate if division of labour and job spelicziation result in monotony. 5. determine what section of the library requiroebs sjpecialization. 6. investigate if the present division of labou rt hine library settings is acceptable. 7. determine if the library can do without divis iofn labour and job specialization in the face ofof rinmation and communication technologies (ICT). 8. determine if division of labour and job specziatlion lead to better job performance within thbera liry. 9. identify the strength and weaknesses of divi soifo lnabour and job specialization in the librar y. Literature Review Allen (2008) noted that revolutionary change, thea llcenges of new technologies, a paradigm shmifto, nag others are words used to bring one’s attentionh eto nteed for adaptation and innovation by librar(iLeesw is, 2004). Corroborating the same, Flanagan and Hozro (w2i0t 00) agreed that these changes are occurr inagn in environment of decreasing resources (human andn cfianla) and increasing demands of users. Accordoin g t Adeyoyin (2005), change is an organizational connts tthaat encourages cross fertilization of ideaos,g rparms and roles. There is a need for a new organizationatle smy sthat encourages flexibility and empowerment alnsdo aligns structure with values, such as future-oeride,n tless hierarchical, facilitative, collaborat ivaen,d evaluative. The center of this new model is the hybrid librna.r iaAs the library profession needs to retain the n“egric material of librarianship” as its knowledge baseh,i lew adding new areas of knowledge, so too doe sli bthraerian of the 21st century. Seiden (1997) reported on an informal survey o f Othbe rlin Group in 1997, from which organizationahla cnge strategies were identified to leverage existingff srteasources in support of the news t2 c1entury library. One of these strategies was to redesign library posit iFoonsr .example, a reference librarian position atl hEaamr College morphed into an “information technology/referencnes triuctional librarian” responsible for web pagensd a software support. Numerous other studies have buenedne rtaken to analyze job advertisements in threa rlyib field, such as a comparison of those advertiseAdm ienr ican Libraries and Library Journal in 1983 and 2003, a study spanning 25 years of ads Cino llege & Research Libraries News (1973–1998), and one that analyzed subject specialist positions from 1990 through 1 (9L9y8nch and Smith, 2004; Starr, 2001). Starr (2001) provided a sampling of new job titilne s2 003: library educational technology coordina, teoler ctronic resources librarian, and digital information seervsi clibrarian, and reported that other researchbesrse roved an increasing number of digital positions and moree drsive functional areas. The study by Lynch and S m(2i0th04) included a new category of librarian that combinmedu ltiple core tasks of academic librarianship. We hil acknowledging the possible impact of budget coninsttsr,a the authors believed that the emergence iosf th category may have reflected a shift from traditilo tnoa “more expansive and complex” jobs. Such ponsisti 83 UNIVERSITY OF IBADAN LIBRARY Information and Knowledge Management w ww.iiste.org ISSN 2224-5758 (Paper) ISSN 2224-896X (Online) Vol.3, No.12, 2013 required broad computer skills obtained throughr alriyb education. White’s (2008) study indicated that technological skills, such as those related to treolencic resources and the Internet, were becomingre mo important, revealing the effect of the electronifco irmation environment. Allen (2008) dissected eight recent position depsticorni s requiring diverse and highly technical sk. ilTl hese positions are advertised as being integral to ethaec hting and learning mission of higher educatioitnle. sT of these positions are Information Literacy/Instructional cThenology Librarian, Instructional Technology Libiraanr, Academic and Digital Applications Librarian, Insctrtiuonal Design and Instructor Development Libra,r ian Technology Instruction Librarian, Web Manager ansdt rIuctional Design Librarian, Instructional Devpemloent Librarian, and Instructional Design Librarian. So mceommon vocabulary highlights the type of work environment and personal qualities such librarinaenesd to bring to these positions. The word “colrlabtiove” was often used to describe programs and projecitcsh w the individual would need to work on, as wehlel t individual’s work style. As would be expected, tewaomrk and communication skills were also highligh. ted Descriptors such as innovative, creative, and nvaisriyo also appeared in these ads. As far as tecl h nica competencies, knowledge and/or skill in the follnogw itechnologies were required: course managemesntet msys, open source software, web design (including XML aJnadvaScript), multimedia applications, and digital libraries. Although one cannot observe a trend nbayl yazing such a small number of advertisements, athuithor has observed an increase in ads requiring, rahthaenr ptreferring, technical skills, particularly theo rselated to web development and design, which is also validatedS tbayrr ’s study. Cross-functional Teams Jaramillo (1996) defined a cross-functional team a agsroup of individuals from a variety of functio nwshose efforts are combined to achieve a common purpohsees;e t teams may include professional and parapironfeasl s staff. In a study of job advertisements conductye dL ybnch and Smith (2001), they noted a prevalenfc jeo bos combining roles or skills, jobs integrating a mtuldtie of library tasks, and this observation wasid vaatel d by other researchers who indicated that “job sharwinags” increasing. Allen’s (2001) review of several articles in thes binuess management literature revealed certain enltesm theat are required for a cross-functional team to be succuel.s Tsfhe article by Parker (200 1s)ummed up these essentials well. They include clear and problem-based teaml sg othaat are integrated with departmental goals, the importance of communication, a team’s authoritym taok e and implement decisions on its own, and a tleadmer who is knowledgeable, willing to change, and isl lesdki at facilitation and developing relationshipPsa.r ker also mentioned that the ideal number of team membefrosu irs to seven. In a description of organizationyasl tesms design at the University of Arizona by Athanasaw0 0(32), he compared the mission and goals of a cross- functional project or study team to those of a ftuionncal team. According to Phipps, a cross-functli otneam needed to have a clear mission including the te apmur’spose, problem or opportunity, outcomes, reseosu, racnd roles. In addition, these desired outcomes hade t od abta-driven, as successful team decisions wesred b oan research and learning rather than “groupthink.” wAos uld be expected, there are several challenges to implementing a cross-functional team. Parker (2 0s0t1a)tes that the diversity inherent in cross-fuonncatil collaboration makes such teams susceptible to ipnoteorp ersonal relationships, conflict, and lackt roufs t and honesty, although he asserts that training, su cinh caosnflict resolution, can help to overcome suocbhs tacles. In addition, Athanasaw(2003) also noted that crfousnsc-tional teams provide for interpersonal and sc-rcousltural learning; as a result, employees can become coambfloer tin working with a diverse group of colleagu aes, validated by a recent study in the public adminaitsiotrn sector. This diversity can lead to a new ucruel tthat exemplifies the familiar adage: “the whole is gerer atthan the sum of its parts.” In addition to th ecsueltural benefits, there are other benefits of utilizing scsr-ofunctional teams by recognizing that such ac tsutrue can foster new opportunities to collaborate, contrib uotnee’s own expertise, and discover “affinities” anmgo functions not present in the traditional, functilo noarganizational. Cross-functional integration aenmd ployee participation can also lead to a more flexible,l ea goirganization. Parker (2001) focused on the bitesn reeflated to problem solving, creativity, customer focus, andg aonrizational learning, as did Osif and Harwood (02 0) 0in their review of this management technique throuhgeh wt ritings of several authors in non-library maenmagent. Parker (2001) also asserts, for example, that sthee o uf cross-functional teams improves an organoinza’st iability to solve complex problems, as these problems terannds tcraditional functions. Methodology A descriptive survey method was adopted to elincifto rimation from the respondents for this stu dAy . questionnaire was designed with 30 structured qiouness tincluding the demography of the respondenifttsy. (F50) 84 UNIVERSITY OF IBADAN LIBRARY Information and Knowledge Management w ww.iiste.org ISSN 2224-5758 (Paper) ISSN 2224-896X (Online) Vol.3, No.12, 2013 copies of questionnaires were distributed among sthaeff of Nimbe Adedipe Library, Federal Univers iotyf Agriculture, Abeokuta and forty five (45) were rrenteud. This represents 90% of the distributed qounensatiires. The questionnaire was divided into four section so ridner to elicit necessary information relevantt htoe study from the respondents. Section A deals with the dgermapohic information while section B sought informioant on job specialization. Section C obtained informatoionn d ivision of labour and section D sought to kntohwe effect of job specialization and division of labour on jopberformance of the respondents. Three (3) quensatiorens returned were not found use fwulhile forty two (42) questionnaires were used fhoer tstudy. Percentage and simple average calculation was used to analyzed athtae collected and later presented in a tabulamr fionr the study. Data Analysis Table 1: Demographic Information Designation No % Qualification No % Section No % Age No % Librarian 15 35.7 Ph. D. 1 2.4 Readers’ Serv. 17 .5 40>60 1 2.4 Libr. Officer 7 16.7 Masters 22 52.4 Cat & Class 9 21.4 50-59 5 11.9 Libr. Ass. 4 9.6 Bachelors 1 2.4 Automation 7 16.470 -49 22 52.4 Porters 2 4.8 Diploma 11 26.2 Acquisition 2 4.8 3390 - 12 28.6 Administrative 6 14.3 SSCE 4 9.6 Serials 2 4.8 29 0-22 4.8 Others 8 19 Others 3 7.1 Administrative 5 11.9 Orst he- - Total 42 100 42 100 Total 42 100 Total 42 100 Table 1 above reveals the 42 respondents that ccruots sa all departments in the library. It laso sh otwhast librarians with Masters qualification are more t hoathners and Readers’ Services has more numbear fof fw shtile the staff between age 40-49 are more in number oththaenrs. Table 2: Job Specialization Strongly Agree % Undecided Strongly Disagree Responses Agree % % Disag. % % Job specialization makes my work easier 24 (57.1%16) (38%) 2 (4.8%) - - Job specialization makes my job performance2 5 (59.5%) 15 2 (4.8%) - - better (35.7%) Job Specialization makes my job faster 19 19 3% (7) .1 - 1 (2.4%) I am fully satisfied with my present area of 11 (26.2%) 18 3 (7.1%) 2 (4.8%) 8 (9%) specialization I am fully trained to perform my present tasks 3134. 3( %) 12 5 (11.9%) 4 (9.6%) 7 (16.7%) (28.6%) My training does not correspond with my 6 (14.3%) 7 (16.7%) 5 (11.9%) 14 10 present posting (33.3%) (23.8%) Library can do without specialization in the 3 (7.1%) 2 (4.8%) 4 (9.6%) 17 16 (38%) face of ICT (40.5%) Table 2 shows that the highest number of respons daegnrteed that job specialization makes their woarski eer while 40 respondents also agreed that job speactiaiolinz makes their job performance better. 38 redsepnotns agreed that job specialization makes their jobe fra asnt d 29 respondents also agreed that they alyre s fautlisfied with their present area of specialization. The table also shows that 26 respondents affirtmhaetd they are fully trained to perform their prets teansks.13 respondents said that their training does not csoprorned with their present posting while 33 respontsd eangreed that the library and information centres still coatn dno without division of labour and job speciatliozan even with the emergence of ICT infusion into library and irnmfoation services provision . 85 UNIVERSITY OF IBADAN LIBRARY Information and Knowledge Management w ww.iiste.org ISSN 2224-5758 (Paper) ISSN 2224-896X (Online) Vol.3, No.12, 2013 Table 3: Division of Labour Responses Strongly Agree % Undecided Strongly Disagree% Agree % % Disagree % I am able to perform with less supervision 23 (5%4). 8 16 (38%) 2 (4.8%) 1 (2.4%) - My job specification corresponds with my 17 (40.5%) 15 (35.7%) 2 (4.8%) 2 (4.8%) 6 (14.3%) training I prefer to be transferred out of this section 2161. 2(%) 9 (21.4%) 4 (9.6%) 2 (4.8%) 16 (38%) Being an extrovert, I don’t enjoy this section 31 (%7.) 2 (4.8%) 4 (9.6%) 15 (35.7%) 18 (42.9%) Being an introvert, I enjoy this section 6 (14.3%) 5 (135.7%) 5 (11.9%) 7 (16.7%) 9 (21.4%) Cataloguing section is the most boring section1 (2.4%) 4 (9.6%) 4 (9.6%) 18 (42.9%) 15 (35.7%) to work in Users’ restriction from sections enhances 12 (28.6%) 13 (31%) 3 (7.1%) 6 (14.3%) 8 (19%) concentration There is enough to keep me busy in my section 92.55 %(5) 16 (38%) - 1 (2.4%) - Serial section is an interesting section to work 10 (23.8%) 25 (59.5%) 4 (9.6%) 1 (2.4%) 2 (4.8%) in I prefer automation section because of ICT 15 (35.7%) 18 (42.9%) 6 (14.3%) 1 (2.4%) 2 (4.8%) knowledge I prefer the present division of labour in the 16 (38%) 15 (35.7%) 2 (4.8%) 4 (9.6%) 5 (11.9%) library settings Table 3 reveals that 39 respondents agreed thay t atrhee able to perform their job with less superovnis, i32 respondents also agreed that their job specifinc actoiorresponds with their training, 33 respondenistas gdreed that cataloguing section is the most boring section otork w in. This table also reveals that 25 respondents agthreaet du sers’ restriction from some sections of tibhrea lry such as cataloguing and classification and acquisition isoencst enhances concentration. 41 agreed that tsh eerneo iugh to keep them busy in their sections while 25 respotnsd eanlso agreed serial section is an interestingti osne. c33 respondents preferred automation section becau IsCeT o kfnowledge while 31 respondents preferred trhees epnt division of labour in the library and informatione nctres setting. Table 4: Better Job Performance Responses Strongly Agree % Undecided Strongly Disagree % Agree % % Disagree % I carry out my assignment with less interest 1 %(2). 4 6 (14.3%) 2 (4.8%) 20 (47.6%) 13 (31%) My job becomes boring on daily basis - 2 (4.8%) 3 7( .1%) 22 (52.4%) 15 (35.7%) My contact with students exposes my weakness 1% ()2 .4 2 (4.8%) 4 (9.6%) 19 (45.2%) 16 (38%) I enjoy interacting with students 19 (45.2%) 20. 6(4%7) 2 (4.8%) 1 (2.4%) - My low performance is as a result of 1 (2.4%) 5 (11.9%) 5 (11.9%) 16 (38%) 15 (35.7%) monotonous task I am not creative due to job monotony 1 (2.4%) 2 (4.8%) 7 (16.7%) 17 (40.5%) 15 (35.7%) Subject cataloguing advances my knowledge of 17 (40.5%) 19 (45.2%) 4 (9.6%) 1 (2.4%) 1 (2.4%) different subjects Reader services section is very effective in 22 (52.4%) 14 (33.3%) 3 (7.1%) 1 (2.4%) 2 (4.8%) service delivery My sectional head is proactive and efficient 17. 5(4%0) 20 (47.6%) 4 (9.6%) - 1 (2.4%) I need further education to perform well in this 22 (52.4%) 15 (35.7%) 2 (4.8%) 1 (2.4%) 2 (4.8%) section I need regular professional retraining to perform1 0 (23.8%) 14 (33.3%) 4 (9.6%) 5 (11.9%) 9 (21.4%) in my section Table 4 shows that 33 respondents carry out thsesiirg nament with enthusiasm while 31 respondentsg dreisead that their performance is as a result of monoto ntoausks. 32 respondents also disagreed that they cwreraetive due to job monotony. The table also depicts that subject cataloguinga nacdevs 36 respondents’ knowledge of different sutsb,j e3c6 respondents agree that readers’ services sect ivoenr yis effective in service delivery, and 37 respeonntds agreed that their sectional head is proactive and effitc. ie3n7 respondents agreed that they need furthecra etidoun to perform well in their section while 24 respondeangtsre ed that they need regular professional tra itnoin pgerform in their sections . 86 UNIVERSITY OF IBADAN LIBRARY Information and Knowledge Management w ww.iiste.org ISSN 2224-5758 (Paper) ISSN 2224-896X (Online) Vol.3, No.12, 2013 Findings and Discussions This study has endeavoured to achieve the objesc stievte outa b initio through its findings. About nine objectives were outlined for the study and each of them wadsr easdsed by the questionnaire which was used arse stheea rch instrument to elicit information from the respontdse onf this study. This section discusses some eo f inthdings in relation to the research objectives. This study finds that majority of the responden9t5s.,2 % agree that job specialization makes theirk weoarsier. The same number also agreed that job specializ amtioankes their job performance better while 90.5% respondents agreed that job specialization makeeirs jtohb faster. The first objective of this studya sw addressed by these findings. This is in tandem with the grdo-ubnreaking thought of the father of economics, Ads aSmmith who theorized that individuals and nations are unaellyq endowed by nature with skills, talents, nalt urer sources and climate; hence, division of labour and job siapleizcation is like putting the round pegs in theu nrod holes thereby making job performance easier, better asntde rf. The second objective of the study was to inveseti gwahtether job specialization enhances the worknetresr eist and reduce boredom or not. The study finds thalte w 6h9i% respondents agreed that they are fully fsieadt iswith their present area of specialization, some of ethsep orndents 23.8% however said that they were ntiostf iesda. Weiss (2002) has argued that work satisfactionn i sa tatitude towards our works by taking into acco ouunrt feelings, our beliefs, and our behaviors. This ifningd is in agreement with Boldon (2006) who gave a comprehensive definition of work satisfaction ase apslurable or positive emotional state resultingm frtohe appraisal of one’s work or work experience. Wortkis sfaction is a result of employee's perceptionh owf well their work provides those things that are viewe di mapsortant. This study also finds that job specziaatliion advances knowledge base among library professi.o Tnhails was admitted by 85.7% respondents who ag trheaetd subject cataloguing advances their knowledge offe rdeinf t subjects. Subject cataloging is a key infaotriomn retrieval mechanism that exposes the librarian twoi dae variety of subjects across many fields ofc idpilsine. Imam et al (2008) noted that subject cataloguinvgo livnes the process of analyzing the intellectuanlt ecnot of the document and assuming subject heading. By takincgis idoens to assign subject headings from a stanudnairtd, the cataloguers’ knowledge base increases. The fourth objective of this study was to know iivf isdion of labour and job specialization result mino notony. This study however finds that 73.8% respondentsn eodp ithat the monotony of their job has not affe cttheedir productivity while another 76.2% respondents nottheadt their creativity does not have anything tow ditoh the monotony of their job. Adeyoyin (2012) observed twheighty importance of creativity in meeting the customers’ demands in the s2t 1century library and information centres pervadedith wscientific and technological advancement. He further asserted i tt hhaats become inevitably clear that library anfdo rimn ation centres must be receptive to creative ideas thaut ldw ohelp drive the services delivery to the poinf t o effectiveness and efficiency. A professional sh otuhlderefore be complete by possessing spontaneodu s an adaptive flexibility that would help to display h cisreativity in other related assignments. The fifth, sixth and seventh objectives were toe drmetine what section of the library requires job csiapleization, investigate if the present division of labour ine tlhibrary settings is acceptable and to determfi nthee i library can do without division of labour and job specializant iion the face of information and communication tneoclhogies (ICT). This study finds that 78.6% respondents woaf sth e opinion that library and information cent rsetsill cannot do without division of labour and job spelizcaiation even with the emergence of ICT infusionto i nlibrary and information services provision. This impliesa tt hsome sections of the library such as catalog, uing classification and automation section of the liby rarerquires job specialization, while division ofb olaur is required for the general day-to-day operationsh eo fe tntire library. Adeyoyin (2010) noted that detes pthi e era of Internet that had led skeptics to foresee the efn ad noeed for libraries, the library users now hahvigeh er expectations of libraries and library professio;n awlshich requires that information professionals tm duesvelop new skills; more technical knowledge and a betntedre urstanding of user-information-seeking. The eighth objective set out to know if division laobf our and job specialization lead to better joebrf oprmance within the library. This study finds that 73.7% preosndents prefer the present division of labourh ien ltibrary settings. This may not be unconnected with thei eera srtlated merits of division of labour and job csipaelization. The last objective was to identify the strength awnedaknesses of division of labour and job specaiatiolizn in the library. The study finds that the overall strengotfh division of labour and job specialization outwghe i its weaknesses because the entire operation is comd pmleutech more quickly, efficiently and convenienthlya nt if one person alone had performed the whole operaftriomn beginning to end. Also, it engenders the 87 UNIVERSITY OF IBADAN LIBRARY Information and Knowledge Management w ww.iiste.org ISSN 2224-5758 (Paper) ISSN 2224-896X (Online) Vol.3, No.12, 2013 harmonization of skills, talents and natural rescoeus r to achieve the organizational goal (Abifarin0,0 82). Notwithstanding, some negative effects such as dboomre, monotony and lack of creativity or innovatifoonrm parts of the weaknesses of division of labour aonbd s jpecialization. Recommendations 1. A sizable number of respondents were not seadti swfiith their present area of specialization des tphiet fact that their job performance was better, faster aansdi eer. Library management should therefore ide ntthifeyse particular staff members and ensure that their red efsoir job satisfaction is met in order to enhanthcei r productivity. 2. Each section of the library should be fully ignrtaeted into ICT as many now prefer to work at anto Amuation section because of ICT knowledge. 3. Round pegs should be placed in round holes.e Sctu bjackground of each professional should be dcoenresdi in assigning special and professional duties to them. 4. Staff position should correspond with their ntrinagi - educational qualifications, on-the-job trinagins and experiences. 5. Redeployment and transfer of professional sstahfof uld be done regularly, especially among the gyo un professional librarians who are just learning tohbee r. This is to enable them to know in details atchteiv ities and operations of each unit or section of the library. 6. Professionals who are graduates of Informaticoine nSce without undergraduate training in libraryie nsce do not have adequate training in organization of kneodwgle and may ne etdo have on-the-job training. Therefore, they should not be posted to sections such aso cgautianlg and classification section when coming f rferoshm the school. 7. Experienced librarians who transfer their seersv icfrom one institution to another should be inietewrved by the head of th elibrary to be able to determine the sections whtheerey will perform optimally. 8. Subject librarianship should be encouraged htoa necne specialization and division of labour in ltibhera ry. This should be done by ensuring that people are poasiltliyo nplaced in the area where they have specia ltirzaeidning, especially those with subject background. Conclusion This study has brought into fore some salient dviesrcioes about the strength and weaknesses of dniv oisfi olabour and job specialization on the overall job performcea nof the staff of a Nigerian university libraryv. eEn when the majority of respondents agree that job speciaolizna tmi akes their work easier and faster, enhanceirs jothbe performance and they are fully satisfied with t hperiresent area of specialization, a sizable numberre w dissatisfied because their training does not coprorneds with their present posting. This implies thaas t good as division of labour and job specialization are tod iviniduals in an organization and several firms nin i nadustry as indicated earlier on; the managers of library anfdo rimation centres should have holistic approacwha rtods division of labour and job specialization in thediirf ferent libraries by putting the round pegs inu nrod holes considering the subject background of every stTahffi.s will help to mitigate against lack of inter easntd low quality service delivery. It is no doubt that harmonization of skills, talse natnd natural resources help to achieve the oragtaionnizal goals faster, easier and quicker as revealed by then fginsd oi f this study. However, it can be flawed by eso nmegative effects such as boredom, monotony and lack of icvriteya, tamong others, if adequate provisions are mnoatde to create a conducive environment where break, reds rt eacnreation can be enjoyed by members of staff. Based on the results of the findings of this st ulidbyra, ry and information centres still cannot dot hwoiut division of labour and job specialization even with the egmeenrce of ICT infusion into library and informatiosne rvices provision. The respondents also preferred the pnrt edsievision of labour in the library and informanti ocentres setting although a paltry number disagreed. References Abifarin, L. (2008).O rganizational Management. Ibadan: Brown Publishers. Academic and Digital Applications Librarian: htt/pw:/ww.acrlny.org/jobs/j41126j.htm; Adeyoyin, S.O. (2009). “The Changed Role of Refecere nLibrarian by Cultural Disposition of Users in sPt-o Internet Era.” The Information Technologist: An eInrntational Journal of Information Technology in Africa. Vol.6 114-120. 88 UNIVERSITY OF IBADAN LIBRARY Information and Knowledge Management w ww.iiste.org ISSN 2224-5758 (Paper) ISSN 2224-896X (Online) Vol.3, No.12, 2013 Adeyoyin, S.O., Alabi, R. and Imam, A.(2011). “Stetrgaic Management of Library Information Services Delivery.” The Medium. Abadina Media Resource Ce,n Utrniversity of Ibadan. 3:3 Adeyoyin, S.O. (2012). “Libraries, Archives and Meusms: Identifying the Bond.” Library and Informanti o Science Digest: Journal of the Nigerian Library oAcsiastion, Anambra State Chapt eVro.l 6. 27-38. Adeyoyin, S.O. (2013). “Promoting Creativity in Lraibry and Information Services Delivery in the Erfa o Information Communication Technology”. InformatioTne chnology Review. (2013). (In Press). Allen, L. (2001). “Hybrid Librarians in the 21st Cnteury Library: A Collaborative Service-Staffing Meold”. A paper presented at the ACRL Twelfth National Coennfecre. Athanasaw, Y. (2003). “Team Characteristics andm T eMaember Knowledge, Skills, and Ability Relationpssh i to the Effectiveness of Cross-Functional Teamsh ein P tublic Sector,” IJPA. 4:3 Boldon, D. (2006) .The MM-questionnaires - A tool when solving indoor climate problems. Department of Occupational and Environmental Medicine. Swedene:b Öror University Hospital. Flanagan, P. and Horowitz, L. (2000). “Exploringe wN Service Models: Can Consolidating Public Ser vice Points Improve Response to Customer Needs?” JA9L.: 32 Instructional Design Librarian: http://www.libraryya.le.edu/lhr/jobs/mp/LDTB8991.html. Instructional Development Librarian: http://www.jolisbs.com/jobs/111734.htm; Jaramillo, Greg. “Utilization of Teams in an Acadiec mLibrary Environment”. Colorado Librarie s: .(1996)19– 20. Kaarst-Brown, M., Nicholson, G., vonDran, M. anda nStton, J. (2004) “Organizational Cultures of Libieras ras a Strategic Resource.” Library Trends Summer: 42. Lewis, D. (1997). “Change and Transition in PublSice rvices, in Restructuring Academic Libraries: Organizational Development in the Wake of Technioclaolg Change” ed. Charles A. Schwartz Chicago: Association of College and Research Libraries, 41. Lewis, D. (2002). “Crossing the Cultural Divide: aTmes and the IUPUI University Library,” Presenta ti omnade at the Living the Future 4 Conference. Retrieved omf r http://dizzy.library.arizona.edu/conference/lptfr4e/s/iupui_files/slide0006.htm Lewis, D. (2004). “The Innovator’s Dilemma: Disruivpet Change and Academic Libraries”. Library Administration & Management: 69. Lynch, B., Smith, K.R. and Starr, J. (2001). “Thhea Cnging Nature of Work in Academic Libraries,” Ceoglle & Research Libraries: 407. Martin, R. (1997). “Restructuring the University Voef rmont Libraries: Challenges, Opportunities, aCnhda nge, in Restructuring Academic Libraries: Organizatio naDl evelopment in the Wake of Technological Change,” ed. Charles A. Schwartz Chicago: Assiocni aotf College and Research Libraries: 174. Parker, M. (1994) “Cross-Functional Collaboratio Tnr”a, ining & Development: 50–51, 53. Phipps, E. (2004). “The System Design Approach rtgoa Onizational Development: The University of Arizao n Model,” Library Trends: 109. Seiden, P. (1997). “Restructuring Liberal Arts Ceoglel Libraries: Seven Organizational Strategies, in Restructuring Academic Libraries: Organizational Development in the Wake of Technological Change,” ed. Charles A. Schwartz (Chicago: Associatio n of College and Research Libraries, 229. Starr, J. (2004). “A Measure of Change: Comparinibgr aLry Job Advertisements of 1983 and 2003,” LIBR ES Electronic Journal. Available: http://libres. cunr.teidu.au/index.htm. Technology Librarianh: ttp://www.buffalostate.edu/library/news/instrucntaiol.html; Weiss, G .(2002). The nature and causes of job satisfacItnio Mn,. Dunnette, (ed.H) andbook of Industrial and Organizational Psychology, Rand McNally, Chicago, IL. White, G. (1999). “Academic Subject Specialist Ptionsis in the United States: A Content Analysis of Announcements from 1990 through 1998,” The Jouornf aAlc ademic Librarianship: 372. 89 UNIVER ITY OF IBADAN LIBRARY This academic article was published by The International Institute for Science, Technology and Education (IISTE). The IISTE is a pioneer in the Open Access Publishing service based in the U.S. and Europe. The aim of the institute is Accelerating Global Knowledge Sharing. More information about the publisher can be found in the IISTE’s homepage: http://www.iiste.org CALL FOR JOURNAL PAPERS The IISTE is currently hosting more than 30 peer-reviewed academic journals and collaborating with academic institutions around the world. There’s no deadline for submission. Prospective authors of IISTE journals can find the submission instruction on the following page: http://www.iiste.org/journals/ The IISTE editorial team promises to the review and publish all the qualified submissions in a fast manner. All the journals articles are available online to the readers all over the world without financial, legal, or technical barriers other than those inseparable from gaining access to the internet itself. Printed version of the journals is also available upon request of readers and authors. MORE RESOURCES Book publication information: http://www.iiste.org/book/ Recent conferences: http://www.iiste.org/conference/ IISTE Knowledge Sharing Partners EBSCO, Index Copernicus, Ulrich's Periodicals Directory, JournalTOCS, PKP Open Archives Harvester, Bielefeld Academic Search Engine, Elektronische Zeitschriftenbibliothek EZB, Open J-Gate, OCLC WorldCat, Universe Digtial Library , NewJour, Google Scholar UNIVERSITY OF IBADAN LIBRARY