ABSTRACT
Library infrastructure contributes to the
development of the University libraries and librarians. Organizational culture
and mentoring engender career development and commitment. Most academic
libraries in Nigeria are faced with the problem of library infrastructure,
organizational culture and mentoring affecting library processes and human
capital development. Such problems have degenerated into turnover intentions
and job quitting of librarians. The incessant loss of skilful workforce from
the information science field in Nigeria to other professions is capable of obstructing
the goals and objectives of the profession. This study investigated the
influence of library infrastructure, organizational culture and mentoring on
turnover intentions of librarians in South-South and South-East geo-political
zones of Nigeria.
A
descriptive survey design was adopted for this study. The population comprised
of 400 academic librarians from universities in South-South and South-East of
Nigeria. Total enumeration was used. A structured questionnaire was used for
data collection. Instrument validation and reliability tests reported the
following Cronbach’s Alpha coefficients:
turnover intentions = 0.95, infrastructure = 0.82, organizational
culture = 0.81 and mentoring = 0.97. A response rate of 83.5 percent was
recorded. Data collected were analyzed using descriptive statistics, Pearson’s
Product Moment Correlation and Multiple Regression analyses.
Findings
revealed a positive relationship between library infrastructure and turnover
intentions (r = 0.647, p < 0.05).
Organizational culture had a significant negative relationship with turnover
intentions (r = -0.344, p < 0.05)
while a significant negative relationship existed between mentoring and
turnover intentions (r = -0.325, p <
0.05). There was a positive relationship between organizational culture and
mentoring (r = 0.387, p < 0.05)
while mentoring and turnover intentions (r = -0.325, p < 0.05), turnover intentions and organizational culture (r =
-0.344, p < 0.05) had negative
relationships. The regression analysis results revealed that the individual
effects of the explanatory variables were mixed. Library infrastructure had a
significant positive effect on turnover intentions (t-stat. 13.547; p<0.05); organizational culture
reported significant negative influence (t-stat. = -3.952; p<0.05) and mentoring exerted significant negative effect
(t-stat. -2.227; p<0.05). However,
the joint effect of the explanatory variables on turnover intentions was
significant and positive (Adj. R2 = 0.464, F-stat. 93.458; p<0.05).
Library
infrastructure, organizational culture and mentoring predicted turnover
intentions of academic librarians in the two zones. The study therefore
recommended that universities in South-South and South-East zones of Nigeria
should develop their library infrastructure. The University Librarians in each
library should introduce mentoring programmes and inaugurate a committee that
will oversee the mentoring of librarians as well as adopt a flexible organizational
culture. Likewise, the Library Committee should advocate for improved welfare
package and increased salaries to reduce turnover intentions of librarians.
CHAPTER
ONE
INTRODUCTION
1.1 Background to the Study
Universities all over the world are
held in high esteem as an‘ivory’ tower where advanced learning, teaching and
research are done. The library in any university is an organized and
established academic institution and a gateway to academic activities and
community service. The main goal of the library, irrespective of type, is to
acquire information resources in different formats and in various fields of
human knowledge and to process, organise, disseminate and provide access to
them. Omeluzor, Bamidele, Ukangwa and
Amadi (2013) asserted that the library is a citadel for learning and centre of
every academic activity. They further noted that, it is a place for knowledge
creation, sharing and storehouse for knowledge in both print and non-print
formats. It is also observed by Häggström
(2004) that during the 1997 fifth United Nations Educational Scientific
Cultural Organization (UNESCO)/Conférence Internationale Sur l'éducation des
adultes (CONFINTEA) meeting held in Hamburg, a declaration was made and adopted
to mandate “UNESCO to strengthen libraries, museums heritage and cultural
institutions as learning places and partners in the lifelong learning process
and modern citizenship.” The declaration made the library a focal point in the
development of human capital in any country.
The library is very important in
any university system because it is the centre for every academic activity.
Shekarau (2014) opined that the library and information science occupy a
vantage position in the education sector and plays a strategic role in national
growth and development. Librarians are, therefore, one of the drivers of
transformation in any nation. Consequently, librarians who handle and manage
the library and its information resources should be maintained to avert
turnover intentions.
According to Agnes (1999), employee
turnover is the proportion of the number of workforce that had to be substituted
in a given period to the regular number of workers. Employee turnover is often
utilized as an indicator of organization’s performance which determines the
organization’s efficiency and effectiveness (Glebbeek & Bax, 2004). Some
scholars, for example, Nyamubarwa
(2013) and Adesulu (2016) have argued that employee’s turnover
intentions affect organization negatively. Using mathematical formulae in
identifying the implications of turnover in an organization, Price (1977)
calculated turnover intentions in relation to the number of personnel who have
left an organization during the time being considered separated by the regular
number of people in that organization within the time. Mbah and Ikemefuna
(2012) asserted that administrator refer to turnover as a process that is
associated with filling a post: whenever a position is vacant, either willingly
or unwillingly. The substitutionof another person is described as turnover
(Wood, 1995), which at most times is expensive on the part of the organization
due to the process of hiring and training a new employee who will overtime
learn to handle the new position.
According to Mbah and Ikemefuna
(2012) in their study on job pleasure and turnover intentions of employees in
Total Nigeria Plc. in Lagos State asserted that turnover intentions are the
voluntary quitting from a job at will. Turnover is the resignation of skilful
workforce from one job to another job. Ahmed (2004) observed that the health
and education sectors are the most affected by turnover intentions than any
other sector due to the number of intellectuals that had left. Corroborating,
Adesulu (2016) reported that 227 medical doctors migrated from Nigeria in 12
months. However, Okoro, Omeluzor and Bamidele (2014) in their study which looks
at the effects of brain drain (human
capital flight) of librarians on the services of libraries in some selected universities
in Nigeria found that 315 academic librarians had left Nigeria between
2006 and 2010 due to inadequate infrastructure, instability in the academic
calendar and prospect for further training. Furthermore, in a presentation on the
career choice of students of library and information science in tertiary
institutions in Imo State, Nigeria, Okoro (2009) stated that over 60 young
information professionals have so far left Nigeria over the past few years for
“greener pastures” in developed countries.
Turnover intentions occur in the university library when a librarian
resigns from one library to another or from the library to other jobs outside
the library profession due to inadequate infrastructure (Okoro, et al, 2014). Turnover intentions of
librarians will adversely affect the library functions when skilful and
knowledgeable librarians resign their jobs for another. The intention of
librarians to leave from one library to another portends danger for the
university libraries in terms of skilled personnel that is needed to accomplish
tasks. However, replacing vacant posts in the library would be very expensive,
such cost includes for example searching for through the labour market for a viable
replacement, selection between competing candidates, induction of the chosen candidates,
and formal and informal training of the selected candidates until he or she
attains performance levels equal to the person(s) who quit (John, 200).
Nigeria and other developing
countries have lost ‘good brains’ who resign their jobs due to inadequate
mentoring and poor organizational culture (Adesulu, 2016). Upon that, not much
has been done in the university library and library profession to avert
turnover intentions of employees. Besides, budgetary allocation for the
development and maintenance of library’s infrastructure is dwindling (Osinulu
& Amusa, 2010; Jan & Sheikh, 2011 and Kelley,
2012). With lean budget, most universities do not prioritize development of
their libraries resulting in the deterioration of university libraries’
infrastructure. In most universities, dilapidated library building adorn
vantage positions, obsolete or non-functional computer systems are showcased in
the libraries, furniture are not suitable, power supply remained unattended to,
Internet facilities are not available with poor plan for human capital
development (Okiy, 2003).
Development of university
libraries’ infrastructure cannot be overemphasized. This is because; it helps
in providing relevant information servicesand sereneatmosphere for the library
users to access resources. In this 21st century, the use of
information and communication technology (ICT) tools that allow access and use
of library resources is important to achieve the goals, objectives and
aspiration of both the library and librarians. Library’s infrastructure which
includes Internet facilities, computer systems, library building, furniture and
generator contribute to the development of the academic libraries and
librarians. Okoro, Omeluzor and Bamidele (2014) opined that the existence of
the academic libraries in this era depends greatly on the provision and
maintenance of infrastructure and its human capital. Adequate
infrastructure and human capital development are requisite for achieving goals
of academic libraries. However, development in infrastructure and human capital
might remain a culture in some organizations while in other organizations it
may not.
Organizational culture is the
philosophy, attitude, belief, behavior and practice that constitute an
organization (Rick, 2015). Organizational culture is carefully cultivated over
time within which several norms and practices are upheld and respected. Culture
is a key component in achieving an organizational vision, mission and
strategies. The university library’s culture supports a holistic coordination
of programmes, practices and enhances growth of the library and librarians.
According to McLaughlin (2015),
organizational culture is a system that brings people in an organization
together as one and allows them to share the same thought, values, and beliefs
towards achieving the goal of the organization. It is whatgoverns how people
behave and relate to one another in organizations. The shared values influences
the peoples’ behaviour in the organization in relation to their belief, values,
assumptions, actions, mannerism and dictate how employees act, behave, support
and perform their duties. Furthermore, organizational
culture is the totalsum of values and practice which serve as “bond” to incorporate
the members of an organization (Rick, 2015).
Value as a product of organizational culture, is an inexpressible part of
organizational activities that portrays care and support for the welfare of
employees. Values can be inherentin
people or organization or made known in value statements (Adeyoyin, 2006).
Consequently, libraries that value their employees would always strive to
develop, empower, train and mentor them.
Significantly, employees
(librarians) may express displeasure if expected cultural norms, values and
expectations are not met. These expectations are fundamental and to a large
extent determine their staying in the academic libraries or leaving for other
jobs. These include but not limited to working environment, remuneration
(salaries and wages), promotion, fair treatment, attitude of employer, belief,
value and carrier development. A study by Cappelli (2000) revealed that there
are some factors that play critical role in retaining employee in organizations
including job design and customization and encouraging social bond among workers.
According to Irshad (2012), some of the factors that can affect employees’
retention in organization aregrowth opportunities, work environment, balance in
work-life, organizational fairness and existing policy on staff leave. Therefore,
it implies thatturnover intentionsdecrease when a job meets the value,
expectation and standard, and would stimulate commitment and performance. The
level of turnover intentions of librarians decreases if their expectations from
the university library are wholesome, and increases if they are not favourable.
In the library
profession, human and capital resources are in high demand to manage sensitive
sections and functions of the academic libraries. Okoro,
et al (2014) emphasized that the
growth and stability of a nation’s economy are dependent on available human and
capital resources. According to Fapohunda (2011), a
dearth in the varied type of human capital will result in physical capital not
being productively utilized. Arguing on retaining employees, Fapohunda (2011); Bello and
Mansor (2013) emphasize that mentoring is a way of retaining and
maintaining manpower in any organization. Mentoring is the act of growing,
tutoring, encouraging, training, coaching, inspiring, teaching, motivating and
sharing with protégé knowledge to succeed in a profession.
The survival of academic libraries
in a highly competitive world depends on mentoring of protégé (Seeger, 2008).
According to Bello
and Mansor (2013), mentoring as career development model which helps in
the development of skill among workers, career growth andself-belief. Moreso,
mentoring of librarians would contribute immensely to the growth and
development of the academic libraries. Mentoring is a tool to nurture and grow
people (Fapohunda,
2011), while instilling in them skills and knowledge to avert turnover
intentions. Furthermore, mentoring is a programme of activities designed
to train, encourage and retain skilled personnel in any organization prepared
by a mentor for a mentee. Such programme requires the mentor and mentee’s
participation to prepare the mentee for a higher assignment in his career.
Library
and information profession to a large extent has impacted educational
institutions across the world. The profession has immensely contributed to the
advancement of human capital development. Turnover intentions can hinder the
plans and progress of an organization. Literature, Olusegun (2013), Mbah and
Ikemefuna (2012) and Kaur, Mohindru and Pankaj (2013) shows inadequate
infrastructure and organization culture have significant effect on turnover
intentions. It is evident from those studies that turnover intentions of
employees increases when the infrastructure, organizational culture and
mentoring are discouraging. However, since dissatisfied employees have the
tendency of resigning, such factors that will enhance their exit like
infrastructure, organizational culture and mentoring need to be handled.
Management of human knowledge in this era of information explosion is very
crucial hence the need for skilful librarians to meet the demands of
information users. Improving libraries’ infrastructure with positive
organizational culture and designing of mentoring programmes for young
librarians may likely reduce turnover intentions among librarians.
It
is in view of the foregoing, that this research investigated the effect of
infrastructure, organizational culture and mentoring on turnover intentions of
librarians in South-South and South-East geo-political zones of Nigeria.
1.1.1 Briefbackground
of South-South and South-East Regions
South-South Region
The
South-South region of Nigeria comprises of six states namely: Akwa-Ibom,
Bayelsa, Cross River, Delta, Edo and Rivers that are strategically located at
the point where the Y tail of the river Niger joins the Atlantic Ocean through
the Gulf of Guinea. Though a relatively small stretch of land, the south of the
country provides the economic mainstay of the economy – oil. In addition to oil
and gas, the region equally contributes other key resources, with potential
huge investment opportunities in tourism and agriculture (Destination Nigeria,
2015). The South-South region has twenty universities including six federal
universities, seven state and seven private universities respectively with
abundance of human capital.
South-East Region
Before
the British colonial government, South-Eastern Nigeria was home to many ethnic
groups such as the Igbo, Ijaw, Ibibio, and Efik. These groups mostly had
democratic systems of government and several kingdoms, such as Nir Akwa Akpa
(Calabar), Aro Confederacy and Opobo which were huge influences in the
region (Destination Nigeria, 2015). The
South-Eastern Nigeria was one of the initial 12 states created after the
Nigerian Civil War. South-East became the name of one of the six geo-political
zones in the country in the 1990s consisting of Abia State, Anambra State,
Ebonyi State, Enugu State and Imo State. The local language in this region is Igbo.
Presently, the South-East region is mostly dominated by the Igbo speaking
people with five federal and state universities respectively and eight private
universities.
1.2 Statement
of the Problem
In
Nigeria and other parts of the world, skilful and experienced librarians are
needed to sustain the library’s development and continuous delivery of services
to its users. Library’s infrastructure such asinternet facilities, computer
systems, library building, furniture and power supply are relevant to the
functionality of the university library. Some studies have shown that in most
universities in Nigeria, library infrastructure are not adequately provided
(Okiy, 2010 & Haliso, 2011) The available ones are almost dilapidated,
leading to turnover intentions of librarians to the western countries as well
as from one library in Nigeria to another (Okoro, et al., 2014).
The
continuous dilapidation of library infrastructure in Nigerian universities have
the propensity to increase turnover intentions of librarians with attendant
negative implications and devastating effects on the library profession and Nigeria's
development. Inadequacy and dilapidated library infrastructure is further
capable of hindering library processes and services to the library patrons.
Dilapidation of library infrastructure can significantly affect the
professional development and career of librarians. Furthermore, inadequate
library infrastructure can adversely undermine the contributions of librarians
in national and international programmes as well as the overall functionality
of the library (Öcel & Aydm, 2012);
and can lead to turnover intentions of librarians.
University
libraries’ culture and its image subsume belief, attitude, promotion, training,
teaching, coaching, and knowledge sharing among its employees can engender
turnover intention reduction (Dwirantwi, 2012). However, the affirmation
variables have eroded over the years in most university libraries in Nigeria
leaving the librarians to their fate. The current cultural practices among
librarians in Nigeria is demeaning with no adequate plan for the training,
teaching and coaching of the younger librarians for professional development (Bello
& Mansor, 2013). This scenario has increased the turnover intentions of
librarians from one university library to another.
In
addition, the establishment and use of mentoring programme in most university
libraries in Nigeria has not yielded any good result since it is only in
document and not practiced. The
mentoring of academic librarians in some university libraries is only rhetoric
and not in practice (Okurame, 2008). Mentoring programmes in university
libraries that is meant for the grooming, nurturing, educating, professional
growth and continuity in the library profession is no longer encouraged. This
situation has led to the turnover intentions and eventual quitting of
librarians from the university libraries(Nyamubarwa, 2013).
Several
studies (Sanjeevkumar, 2012; Olusegun, 2013 & Okoro, et al, 2014), among others had been done on the antecedents and
effect of turnover intentions of librarians, but none have combined library
infrastructure, organizational culture and mentoring to ascertain their effect
on turnover intentions of librarians. The incessant loss of skilful librarians especially
in library and information science profession to other profession is capable of
hindering library service delivery (Okoro, et
al, 2014). Therefore, considering the importance of library infrastructure,
organizational culture and mentoring in the university, this study ascertained
the variables ascorrelate of turnover intentions of librarians in university
libraries in South-South and South-East of Nigeria.
Objective of the Study
The general
objective of this study was to establish empirically if library infrastructure,
organizational culture and mentoring are predictors of librarians’ turnover
intentions in university libraries in the South-South and South-East, Nigeria.
The specific objectives are to:
1.
ascertain the
relationship between library infrastructure and turnover intentions of
librarians in university libraries in South-South and South-East of Nigeria;
2.
determine the
relationship between organizational culture and turnover intentions of
librarians in university libraries in South-South and South-East of Nigeria;
3.
ascertain the
relationship between mentoring and turnover intentions of librarians in university
libraries in south-south and south-east of Nigeria;
4.
find out the relationship
of organizational culture and mentoring on turnover intentions of librarians in
university libraries in South-South and South-East of Nigeria and
5.
find out the composite
effect of library infrastructure, organizational culture and mentoring on turnover
intentions of librarians in university libraries in South-South and South-East
of Nigeria.
1.4 Research
Questions
The study provided answer to the following research questions:
1.
What are the
turnover intentions among academic librarians in South-South
and South-East of Nigeria?
2.
What is the
state of the library infrastructure in university libraries in South-South
and South-East of Nigeria?
3. What is the organizational culture of
university libraries in South-South and
South-East of Nigeria?
4. What are the available mentoring programmes
in university libraries in South-South and
South-East of Nigeria?
1.5 Hypotheses
The following hypotheses
were testedt at 0.05 level of significance.
Ho1: There is no significant relationship
between library infrastructure and turnover intentions of academic librarians
in university libraries in South-South and South-East, Nigeria.
Ho2: There
is no significant relationship between organizational culture and turnover
intentions of academic librarians in university libraries in South-South and
South-East, Nigeria.
Ho3: There
is no significant relationship between mentoring and turnover intentions of
academic librarians in university libraries in South-South and South-East,
Nigeria.
Ho4: There
is no significant relationship between organizational culture and mentoring on
turnover intentions of academic librarians in university libraries in
South-South and South-East, Nigeria.
Ho5: Library
infrastructure, organizational culture and mentoring do not predict turnover
intentions among academic librarians in university libraries in South-South and
South-East, Nigeria.
1.6 Scope of the Study
This study investigated library infrastructure,
organizational culture and mentoring as predictors of turnover
intentions of academic librarians in
South-South and South-East of Nigeria. The focus of this study was to find out
the state of the infrastructure of university libraries in South-South and
South-East of Nigeria. It also examined the basic library infrastructure such
as Internet facilities, computer systems, building,
furniture and power supply which is
needed in the library to enhance library functions. The study sought to provide
answers to enquiries to the phenomenon that can lead to turnover
intentions in academic libraries in
Nigeria. It focused only on those attributes of organizational culture and
mentoring such as belief, attitude, promotion, training, remuneration,
knowledge sharing, coaching and teaching as shown in the conceptual model in
Figure 2, which should be imbibed by university libraries in keeping librarians
in their job.Therefore, the study covers only academic librarians with higher
degrees in librarianship who work in the university libraries in South-South
and South-East of Nigeria, while librarians with first degrees and library
staff were excluded from this study.
1.7 Significance of the Study
This study is significant because, from literature, not
much, if any study has combined the three variables (library infrastructure,
organizational culture and mentoring) to determine their influence on turnover
intentions in university libraries. This
study specifically ascertains the effect of inadequate library infrastructure,
organizational culture and mentoring on turnover
intentions of librarians in university libraries in Nigerian universities. This
studyprovided empirical evidence for the university administrators to imbibe organizational
cultureas a means of reducing turnover intentions of librarians in university
libraries in Nigeria. It also provided the university library management some
possible mentoring programmes that were helpful in building its protégé in
library administration. This study also impacted on retention of academic librarians
for the overall development and improved library service delivery. It is
expected that this study would spur the government and university
administrators to action through policy making on to enable older and younger
librarians to remain on their jobs in Nigerian universities. This study
contributed to the wealth of knowledge and provided avenue to understanding
some of the factors that increase librarians’ turnover intentions from one
library (or one job) to another within and outside Nigeria as well as provoke
more research in that area.
1.8 Operational
Definition of Terms
Library infrastructure: Facilities and conveniences in and
around the library that enhance library processes and services (computer
system, server, furniture, library building, telecommunication).
Organizational culture: Value,
belief, behavior, tradition and supportive activities imbibed and displayed by
employees in an organization.
Mentoring:
Training/casual tutoring programme or instructionalfor young librarians to
acquire skill and knowledge for higher tasks.
Turnover intention: Intent to leave a job at will for
another due to observable unsatisfactory circumstances
Job quitting: Leaving a job at will, sometimes with or without
appropriate notification to the employer.
University
library: A
library established in a university campus and serving the university community
(staff, students and registered users).
Academic librarian: Librarians with higher academic
degree who work in a university library.
Librarian: A trained personnel in library and information
science and acquired a Master’s degree in librarianship and perhaps working in an
academic library.
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