CAPACITY BUILDING AND JOB PRODUCTIVITY  
OF LIBRARY STAFF IN SELECTED UNIVERSITIES  
IN SOUTH-W EST NIGERIA
%
Olalekan A. ADEKUNJO, CLN
Kenneth Dike Library, University of Ibadan, Ibadan,
+234 8054063921; blessing_adekunjo@yahoo.com 
Senior Librarian, Kenneth Dike Library, University of Ibadan, Ibadan
Susanah O. TOMOMOWO-AYODELE, CLN
+2348033825558; susanyinka@yahoo.com 
Senior Librarian, Kenneth Dike Library, University of Ibadan, Ibadan
Tosin Folake BAMIDELE
Department of Library, Archival and Information Science, 
University of Ibadan, Ibadan.
Abstract:
The paper examined the level o f capacity building to library staff in 
selected University Libraries; it identified the various forms of 
capacity building strategies put in place, and the extent to which 
capacity building affected-library job productivity. It also looked at 
the relationship between capacity building and job productivity in 
the selected universities in south-west o f Nigeria. Survey research* 
methodology was used with a total sample size of 202 library staff 
using the total enumeration sampling technique due to the small size 
o f the population. Data was collected mainly through Questionnaire 
and analyzed using frequency distribution and regression analysis 
run on SPSS (2.0.) The result revealed that the level o f capacity 
building for libranj staffwas basically moderate with (20.5366) as it 
focused principally on job rotation and computer-basedfor library 
staff. The level o f job productivity was high with (17.1905) therefore 
regular and targeted training programs should be organized 
periodically for library staff base on the identified-job requirements of 
each library staff which would lead to enhanced organizational 
productivity and s taffjob performance among other"factors were part 
o f the recommendations.
Keywords: Capacity Building, Training, Job Productivity, library
Staff
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INTRODUCTION
Libraries are institutions of learning that strive to meet the 
information and knowledge needs of users. Porumbeanuz (2012) 
stressed that "a library is an investment in humanity in its progress and 
its struggles and its traditions". University libraries are responsible for 
providing relevant, comprehensive, and up-to-date information to 
diversified users. They are crucial for the future of the parent institution 
and for the nation as well. It is therefore necessary for library staff in the 
uhiversity system to keep in touch with the changing trend in library and 
information services in order to enhance their productivity.
In the present global economy, most employers have realized that 
for their organization to compete and be successful, the productivity of 
their employees is very important. For this reason, many employers of 
labour put several mechanisms in place to ensure that optimum job 
productivity is achieved. Job productivity, according to Munchinsky 
(2003) is the set of an employee's behavior that can be monitored, 
measured, and assessed at individual level. These behaviors are also in 
agreement with the organizational goals. Hence, Saetang, Sulumnad, 
Thampitak and Stingkaew (2010) believe that job productivity is a human 
behaviourwhich the result is an important factor for individual work 
effectiveness evaluation. Therefore, it is argued that optintum  
productivity within the library is related to achieving the quality, 
quantity, cooperation, dependability and creativity of the library staff. 
Moreover, the main objective of every organization is to improve its 
performance by increased productivity but it can never be possible 
without the efficient performance of employees. Job productivity needs 
to comply with knowledge acquisition, skills development and of course 
good personal values, which come as a reward of the employee having an 
annual salary increase and promotion (Igbaekemen, 2014).
Capacity building is concerned with improving knowledge and 
improving skills in relation to a job or occupation. Therefore, training is 
key element of Improving employees performance which leads to 
increase in production i.e. employee productivity. According to 
Igbaekemen (2014) capacity building increases the level of individual 
and organizational competence. Capacity building for employees is 
essential if peqple are to continue to be efficient member of an 
organization. Capacity building, according to Cole (2002), is a learning 
activity which is directed towards the acquisition of specific knowledge 
and skills for the purpose of an occupation or task.
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Generally, human beings long to be motivated in other to perform;  
effectively. Thus,'the determinants of optimum job productivity are 
capacity building and motivation. It is therefore important that 
appropriate capacity building be given to library personnel in order to 
motivate them for efficiency and optimum productivity. These 
intellectual intangibles can be translated into an organizational resource 
through the people that acquire, infer and utilize such towards the 
achievement of the organization-wide capacity building. (Armstrong, 
2006). Capacity buildings are planned learning experiences whiclrteach 
employees how to perform current and future jobs more effectively. Sims 
(2002) emphasizes that training focuses on present jobs while 
development prepares employees for possible future jobs. Basically, 
the objective of capacity building is to contribute to the organization's 
overall goal.
Statement of the problem
The library helps in providing and solving the inf ormation needs of 
different users: students, lecturers, and other researchers. This is done 
through the assistance of the library personnel at various levels. 
However, research, "and observation show that most times users 
complain that library staff does not attend to their query properly, whicft 
could be attributed to lack of adequate training which as a result, effects 
their job productivity. This study therefore, seeks to investigate the effect 
of capacity building on job productivity of library staff in selected 
universities in south-west Nigeria. Obviously, most of the existing 
scholarly worksorttraining,manpower development, capacity building 
and job performance concentrated on industrial settings to the neglect of 
services organizations typified in government ministries and parastatals 
as well as library settings. It is therefore the need to extend frontiers in 
knowledge on the aforementioned theme that this study focused'on 
capacity building and its impact on job productivity among library staff 
in selected universities iyt south west Nigeria.
Research Questions
1. What is the level of capacity building accessible to library staff in 
selected universities in south west Nigeria?
2. What are the various forms of capacity building strategies 
accessible to library staff in selected universities in south west 
Nigeria?
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3. To what extent does capacity building affect job productivity of 
library staff in selected universities in Southwest Nigeria?
4. What is the perceived importance of capacity building on job 
performance among library staff in selected universities in south­
west Nigeria?
LITERATURE REVIEW
Concept of Job Productivity
Performance is considered as behavior or a method which operates 
based on the organizations, groups and individuals. In other words, 
performance is behavior by determined indicators which can be 
evaluated positively or negatively for employees (Jans, et al.) In
essence, performance can be regarded as almost any behavior directed 
toward a task or goal accomplishment. It may also involve the 
production of a certain number of goods or being seen as a satisfactorily 
performer by one one's boss. Organizational performance can be defined 
as when an organization meets its set targets putting into consideration 
all other variables, external and internal dimensions that influence 
performance (Kreitner&Kinicki, 2007).
. - Viswesvaran (2000) introduced a more recent definition of job 
productivity as "scalable action", that is, behavior and outcomes that 
employees engage in or bring about that the linked with and contribute 
to organizational goals. Hakala (2008), on his part, gave the following 
performance indicators: effectiveness, efficiency, profits, value, 
innovation, creativity, work relationships, job skill, decision-making, 
communication etc. Shadare and Hammed (2009), while also 
commenting on job productivity, proposed the following parameters to 
measure, performance: quantity and quality, speed and accuracy, 
creativity and innovation,- risk taking and skills for future development 
etc. the central theme of-all the definitions revolves round behavior that 
are relevant and contribute to the realization of the organizational goals 
and objectives.
The foundation of enhanced human resource productivity lies in 
development of their different abilities. Thus knowledge, skill and 
abilities are determ inants ofem ployees' perform ance w hich 
organizations need to continuously invest in wisely in order to improve 
their employees' productivity (Noe, 2006). To influence employees' job 
productivity and their willingness and ability to put in their best, 
employers need to/focus on two aspects of the work environment. First,
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they can provide work enablement, that is, the support that employSbs 
need to dp ttieir work efficiently and effectively. Secondly, employers can 
also create a healthful work environment, that is, one that supports 
employees' physical, • social and emotional well-being, referred to as 
energy. Thu**'when an organization builds a workplace that actively 
marries high levels of employee engagement with enablement and 
energy; it opens the door wider to significant performance lift and 
enhanced job productivity (Watson, 2011). * ‘
Managing human capital is one of the most difficult tasks and has to 
be taken carefully because the relative relevant of human capital to the 
overall performance of organization cannot be overemphasized. The 
success or failure of any organization is ultimately predicted on. the 
quality of its workforce. It is obvious that human capital commitment, 
support and determination are the most veritable means of sustainable 
productivity.
Therefore, the development of the employees in any organization 
must not be neglected. Any organization that is continuity should invest 
not only on technology but also in the development and training of its 
workforce. It is pertinent to acknowledge the fact that people are unique 
because they have diverse needs, attitude, ambition, le^el of kifowledge 
and skills as well as potentials for growth-and development. The most 
critical issue confronting any organization is how to get staff apt to work 
in a constructive sense, in a manner that will achieve desired results and 
thus give the worker a sense of fulfillment and satisfaction - hence, 
training and employee development. - ,
Investment on human capital development is a Wise one. 
Employees who have not received adequate training before .being 
assigned with responsibilities may lack the necessary confidence with 
which to carry out the jobs. Therefore, employee with goqd training will 
have the experience to perform the tasks that are required of him/her in 
an effective manner. The need for staff development has becordfe 
inevitable in a dynamic world of which Nigeria is part. The library 
environment, in which we find ourselves are dynamic and volatile With 
the sophistication of machineries and equipment, development of new 
methods and more efficient and effective ways of information service 
delivery and of new services. Every library needs to have well-trained 
and experienced library personnel to perform their duties. Therefore, 
training strategies in human capacity building remains the main priority 
for job performance in any organization such as library.
Training and development play an important role in the 
effectiveness of organisations and to the experiences of people in work.
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Armstrong (2012) defined training as the systematic application of 
formal processes to impart knowledge and help workers to acquire 
requisite skills for them to perform their jobs satisfactorily. According to 
Olakunle and Ehi (2008), training is the systematic development of the 
knowledge, skill and attitude required by an individual employee to 
perform effectively on a given task or job.According to Obisi (2006), 
training is a process or procedure through which the skills, talent and 
knowledge of an employee is enhanced and increased. In other words, a 
successful training program me must contribute to the growth and 
development of the competencies and activation of employees at all 
levels Training affects attitude formation in a w ay that the employees' 
attitude is shaped with a view to getting their support and partnership in 
the enterprise.
Training is defined as a short term process utilizing a systematic 
and organized procedure by which non-managerial personnel learn 
technical knowledge and skills for a definite purpose. W hen employees 
are trained, they get their skills improved and develop progression in 
their skills that will enhance their productivity and performance and 
subsequently complete their tasks on time. Armstrong (2006) defines 
training as the systematic development of the knowledge; skill and attitude 
required by arr individual to adequately perform a given task or job.
Lwehabua tand Matovelo (2000) identified the library and 
information service managers as having a centre stage role for leading 
their subordinates in the process of bringing, an effective m anagem ent 
and good work output for their organizations. They stressed the 
importance of m anagers and their subordinates working together 
through managerial roles and sharing a strategy for an effective 
m anagem ent process. The study pointed out that self-management, 
understanding individual's behaviour assertiveness, delegation, 
em powerm ent and good relationship as some aspects that could help to 
harness an effective management process to improve and strengthen 
productivity. As pointed out by Aina (2004), it is generally known that 
the library and information profession borrows from a number of 
disciplines, such as sociology, psychology, com puter science, business 
management, mathematics, statistics, marketing, etc. Thus, anything 
that impacts on any of these disciplines would have a direct influence on  
library and inform ation science profession. Inform ation and  
communication technology (ICT) has radically transformed m ost of the 
services provided by a library. ICT is heavily utilized in the storage, 
processing and dissemination of information.
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Insaidoo (2001) ‘ aptly observes that human factor in the 
development of any organic society or institution is a very important 
element that ought to be addressed seriously to ensure optimum use and 
expression of individual talents and capabilities. It is a fact that^ society, 
institutions, or a nation could be endowed with logistics, natftral 
resources and other factors that lend support to life and development in 
the broader sense. However, without adequate human resources and a 
development capacity building scheme that is geared towards the 
ultimate goal of the society, or nation could be extremely difficult for 
such a nation to fully explore its resources and exploit them for socio­
economic, cultural and political development. There is no doubt about 
the fact that development is a product of education and education is a 
process through which people are formally and informally trained to 
acquire knowledge and skills. It is the realization of the enormous power 
of information that made libraries and information resource centers 
inevitably present in all the sectors of a nation's economy.
METHODOLOGY
A survey research design was adopted for this study which 
requires the selection of representative samples of a given population 
namely: University of Ibadan, Ibadan, Obafaemi Awolowo University, 
lie Ife, Osun state university, Osogbo, Lagos State University, Ojo, Bowen 
University Iwo and Babcock University, Ilishan-Remo. Descriptive 
statistics of frequency counts, percentage, mean and standard deviations 
were used in analyzing the research questions 1 to 4.
The Statistical Package for Social Scientist (SPSS) version 2.0 was 
used to analyze the data.
The Stratified sampling was used to select the six universities 
because the universities in south-west Nigeria were made up of federal, 
state and private universities and each of the group is needed in the 
sample. Total enumeration was therefore used to make up the sample 
size since the population of the library staff in the six selected universities 
was sizeable. Therefore, a total of two hundred and two 202 consisting of 
111 librarians and 91 library officers constituted the sample size.
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RESULTS AND DISCUSSION OF FINDINGS
Table 4.1: Response rate
S/N Libraries No o f copies No o f copies No o f copies %
administered returned usable
'1 ObafemiAwolowo 34 27 26 76.5
University, Ife
2 University 62 49 47 75.8
of Ibadan, Ibadan
3 Bowen 20 14 14 70.0
University, Iwo
4 Babcock 38 27 27 71.1
University,
Ilishan-Remo
5 Lagos 26 18 17 65.4
State University, 
Ojo
6 Osun 22 16 16 72.7
State University
TOTAL 202 151 147 72.8
Table 4.1 revealed that the highest return rate was recorded in 
Obafemi Awolowo University (76.5%) while the least response rate was 
,recorded in Lagos State University (65.4%).
Two hundred and two (202) copies of the questionnaire were 
administered on the respondents in all the six universities selected for the 
study. Of the 202 copies of the questionnaire distributed, 151 were 
returned while one hundred and forty seven were duly completed and 
found'usable for analysis. This represents 72.8%. This is presented in 
Table 4.1. qualifications, master's degree holders ranked highest with 76 
(51.7%) while PhD holders were the least with only 4(2.7%) claiming to 
have Ph.D as their highest educational qualifications. The table further 
shows that of the job status of the two cadres selected for this study, 
librarian dominated with 78 (53.1%) while Library Officer 69 (46.9%) 
respondents respectively.
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Table 4.2: Level of capacity building in selected universities
s/ Items I Monthly Quarterly Annually Occasionall Never
N attend: y • Mean ST.D
N % N % N % N % N %
1 Workshop 8 5.4 15 10. 43 29.3 73 49.7 8 5.4 2.679 1.2412
2 0 6 4
2 Computer 6 4.1 65 44. 46 31:3 22 15.0 8 5.4 3.061 .61069
based 2 /• 2
training 1
3 Job rotation 14 9.5 60 40. 51 34.7 .14 9.5 M 9.5 2.809 .90155
8 i» 5 1 '
4 Conference - - 51 34. 65 44.2 15 10.2 16 10. 2.319 .93623
attendance 7 fr9 7
5 Coaching 70 47. 6 4.1 41 27.9 24 16.3 6 4.1 2.870 .97413
6 7
6 Classroom 45 30. 8 5.4 32 21.8 54 36.7 8 5.4 2.040 1.1755
courses 6 i 8 4
7 Self- 37 25. 37 25. 30 20.4 29 19.7 14 9.5 2.530 .89371
instruction 2 2 6
8 In service 6 4.1 12 8.2 37 25.2 84 57.1 8 5.4 2.224 1.3588
training 5 7
Weighted means =20.5366 Standard deviation = 8.09196
The result presented in the table revealed that itern 2 which stated 
that "I attend computer-based training" ranked highest in‘ terms of 
means score of 3.06(St. Dev.= 0.61069) as 71 (48.3%) of respondents 
claimed to attend computer based training either monthly or quarterly. 
This is followed by "coaching" with a mean score 2.8708 (St. 
Dev.=0.97413) while the least ranked item was item 6 "classroom 
courses" with a mean score of 2.0408 (St. Dev.=1.17554). This result could 
be analysed further by using a test norm where mean score of 1.0-13.3 
indicates low level of capacity building, 13.4-26.6 indicates a moderate 
level of capacity building and 26.7- 40.0 indicates a high level of capacity
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huilding.The weighted mean as observed from table 4.2 is 20.5366which 
fall within the moderate level of capacity building. It istherefore 
concluded that the level of capacity building for library staff in 
universities in south-west Nigeria was moderate.
Table 4.3: Types of capacity building strategies available in selected 
libraries
S/N Item: SA A D SD Mean STD
The following N % N % N % N %
mechanisms are adopted 
in my library:
1 Workshop 47 32.0 35 23.8 33 22.4 32 21.8 2.4898 1.26798
2 Computer based training 49 33.3 47 32.0 42 28.6 9 6.1 2.6986 1.11441
3 Job rotation 23 15.6 49 33.3 38 25.9 37 25.2 2.8299 1.02952
4 Conference attendance 26 17.7 26 17.7 48 32.7 47 32.0 2.3605 1.11001
5 Coaching 23 15.6 44 29.9 23 15.6 57 38.8 2.5034 1.14302
6 Classroom courses 33 22.4 41 27.9 33 22.4 40 27.2 2.6122 1.03665
7 Self-instruction 30 20.4 47 32.0 36 24.5 34 23.1 2.5850 1.20980
8 In service training 42 28.6 57 38.8 45 30.6 3 2.0 2.3673 1.15321
Among the various forms of capacity building mechanisms 
indicated in table 4.3, job rotation had the highest mean score of 2.8299 
(STD1.02952) which means that majority of the respondents agreed that 
job rotation is common to their respective libraries as a form of capacity 
building'strategy. The essence of this is that when job is rotated skills are 
acquired in every department and unit; thereby enhancing 
professionalism. Another mechanism given prominence by respondents 
as shown in the table is computer-based training with a mean score of 
2.6986 (STD=1.11441). the implication of this is that it is the consensus of 
the respondents that computer-based training as a form of capacity 
building strategy for library staff is employed in selected universities in 
South-West, Nigeria. However, the least in terms of mean ranking is 
Conference attendance with mean score of 2.3605 (STD=1.11001) which 
means that majority of universities in south-west Nigeria do not sponsor 
their library staff for conference attendance.
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Table 4.4: mean and standard deviation scores ort capacity building 
and job productivity
S/N Items SA A D SD Mean • STD
N % N % N % N %
1 Capacity 49 33.3 38 25.9 37 25.2 23 15.6 2*803 .86789
building 
helps me to 
be more 
creative
2 It helps me to 57 38.8 54 36.7 30 20.4 6 4.1 2.7211 .85032
complete
assignment
within
schedule
3 It helps me to 49 33.3 37 25.2 38 25.9 23 15.6 2.7415 .75024
respond 
appropriately 
to the needs 
and feelings 
of different 
people in 
difficult 
situation
4 Capacity 48 32.7 57 38.8 33 22.4 9 6.1 3.0680 :9H57
building 
helps me to 
work with 
others
5 Capacity 44 29.9 36 24.5 37 25.2- 30 20.4 2.8095 1.11854
building 
helps me in 
ensuring that 
jobs within 
the areas of 
specific 
responsibility 
are completed 
in a timely 
manner
6 Capacity 65 44.2 41 27.9 27 18.4 14 9.5 3.1701 .95354
building 
equips library 
personnel 
skillfully and 
psychologically
Overall mean 17.1905 5.4521
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From Table 4.4a it could be observed that item 6 which states that 
"cap acity  build ing equips library personnel sk illfu lly  and 
psychologically" had the highest agreement score with 65 (44.2%) and 41 
(27.9%) of respondents strongly agreed and agreed respectively with the 
mean score of 3.1701. this is followed by item 2 that capacity building 
helps to complete assignment within schedule. 57 (38.8%) of the 
respondents strongly agreed with this while 54 (36.7%) agreed.
Table 4.6: Test norm showing the level o f  capacity building of library 
staff
Mean score ra nge Mean score range Mean score range
1.0 -8.0 8.1-16.0 16.1-24.0
Low Moderate High
Mean score obtained = 17.19
Using the test norm to determine the extent to which capacity 
building affects job productivity of library staff, 1.0-8.0 indicates a low 
extent, 8.1-T6.0 moderate extent and 16.1 -24.0 indicates high extent. The 
overall mean score from the table is 17.1905 which fall within high range' 
(Table 4.4b ). This implies that the extent to which capacity building 
affects job productivity of library staff in selected universities in south- 
"west Nigeria is high.
Table 4.5: level of job productivity of library staff in selected 
universities in South-West, Nigeria
S/N Items Excellent Very Good Fair Poor Mean STD
Good
N % N % N % N % N %
1 Punctuality at work 60 40.8 51 34.7 14 9.5 14 9.5 8 5.4 4.2245 1.35887
2 Leadership Quality 46 31.3 65 44.2 22 15.0 8 5.4 6 4.1 3.7279 .96200
3* Quality pf work output 73 49.7 43 29.3 15 10.2 8 5.4 8 5.4 4.8776 1.13414
4 Dependability and honesty 54 36.7 32 21.8 45 30.6 8 5.4 8 5.4 3.5578 1.23382
5 Efficient and effective use of 57 38.8 39 26.5 48 32.7 3 2.0 - 3.1361 1.32747
resources
6 Communication skills 51 34.7 60 40.8 8 '5.4 14 9.5 14 9.5 3.0816 1.31123
7 Creative and Innovative 44 29.9 37 25.2 36 24.5 30 20.4 - - 3.4218 .98569
ability
8 Team building 30 20.4 44 29.9 37 25.2 15 10.2 15 10.2 2.5170 .88638
9 Interpersonal relationship 37 25.2 37 25.2 30 20.4 29 19.7 14 9.5 3.6667 .91661
10 Problem solving ability 49 33.3 30 20.4 38 25.9 23 15.6 7 4.8 3.4626 .89345
Overall mean = 35.6736 St.D= 11.00966
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To determine the level of job productivity .of library staff in 
universities in south-west Nigeria, a test norm was set such -that mean 
score of 0-13.3 indicates low level, 13.4-26.6 indicates moderate level and 
26.7-40.0 indicates high level of job productivity. From table 4.5, the 
overall mean score of job productivity is 35.676 which fall within the high 
range. It could therefore be concluded that-the level of job productivity of 
library staff in selected universities in south west Nigeria is Kigh.
Table 4.6: Test norm showing the level of capacity building of library 
staff
Mean score range Mean score range Mean score range
0-13.3 13.4-26.6 26.740.0
Low Moderate High
Mean score obtaned =35.676
Table 4.7: Population of the study
S/N Libraries Librarians Library Total
officers
1 ObafemiAwolowo University, Ife 24 10 34%
2 University of Ibadan, Ibadan 32 30 62
3 Bowen University, Iwo 12 8 20
4 Babcock University, Ilishan-Remo 14 24 38
6 Lagos State University, Ojo 19 7 26
7 Osun State University 10 12 22
Total 111 91 202
Source: Personal contacts and phone calls
Discussion of findings
The result of the research question one revealed that 71 (48.3%) of 
respondents claimed to attend computer based training either monthly 
or quarterly. This is followed by "coaching" with a mean score 2.8708 
(STD=330.97413) while the least ranked item was item 6 "classroom 
courses" with a mean score of 2.0408 (STD=1.17554). This result further 
showed that the level of capacity building for library staff in selected
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universities in southwest Nigeria was moderate. This means that more 
needed to be done by libraries to enhance level of capacity building of 
library staff in universities.
The finding on the various forms of capacity building mechanisms 
indicated job rotation had the highest mean score of 2.8299 (STD1.02952) 
which means that majority of the respondents agreed that job rotation is 
common to their respective libraries as a form of capacity building 
strategy. The essence of this is that when job is rotated, skills are acquired 
in every department and unit; thereby enhancing professionalism. 
Another mechanism given prominence by respondents as shown in the 
table is computer based training with a mean score of 2.6986 
(STDf=l.11441). The implication of this is that it is the consensus of the 
respondents that computer based training as a form of capacity building 
strategy for library staff is employed in selected universities in South­
west, Nigeria. However, the least in terms of mean ranking is Conference 
attendance with mean score of 2.3605 (STD= 1.11001) which means that 
majority of universities in south-west Nigeria do not sponsor theii 
library staff for conferences.
Furthermore, the result of research question three showed that that 
item 6 which states that "capacity equips library personnel skillfully and 
psychologically" had the highest agreement score with 65 (44.2%) and 41 
(27.9%) of respondents strongly agreed and agreed respectively with the 
mean score of 3.1701. this is followed by item 2 that capacity building 
helps? to complete assignment within schedule. 57 (38.8%) of the 
Respondents strongly agreed with this while 54 (36.7%) agreed. The 
finding further revealed that the extent to which capacity building affects 
job productivity of library staff in selected universities in south-west 
Nigeria is, high.
On the level of job productivity of library staff in selected 
universities in south-west, Nigeria, the result revealed that the overall 
mean score of job productivity is 35.676 which fall within the high range. 
It was therefore concluded that the level of job productivity of library 
staff in  selected universities in south west Nigeria was high.Hence 
training of library personnel helps to increase productivity, increase 
employee morale, availability of skilled workforce, reduce supervision, 
bring personal growth, and many more.
Conclusion
This study examined capacity building and job productivity of 
library staff in selected universities in south-west Nigeria; it was revealed
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that capacity building is an inherent factor that contributes to the 
efficiency and effectiveness of productivity of library staff.
Recommendations
Arising from the findings of this study the following 
recommendations are considered necessary to have improved 
productivity among library staff.
1. Library personnel must be motivated to perform well in their jobs 
by giving them regular training programs that relate to their, 
individual work activities as this will translate in their job output 
not as individual workers but to the benefit of the library as well.
2. Library management should make training and development of its 
workers a priority to achieve higher productivity, motivate 
workers, reduce labor turnover, eliminate industrial unrest and 
reduce wastages.
3. All library personnel in charge of training and staff development 
should learn how best to sell training to the library management. 
This could be done by involving the boss in any form of training 
exposure or experience "acceptable" to him or her. In addition, 
some short courses overseas may be suitable as long as the 
exposure would enhance their effectiveness and performances.
4. The training need of each library staff should be identified and 
efforts geared towards meeting such training needs as this would 
lead to enhanced productivity and performance towards possible 
attainment of excellence. Such training and development should be 
a continuous process to be maintained by every library to enhance 
effective information service delivery. Library management should 
as a matter of necessity spend appreciable amount of money and 
time on training of its staff in order to increase their productivity in 
a competitive environment.
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