Human aspects of library automation in the Padjadjaran University central library, Indonesia
by
AGUS RUSMANA
A Master's dissertation, submitted in partial fulfilment of the requirements for the award of the Master of Arts degree of the Loughborough University of Technology
September, 1991
Supervisor: Gwyneth Tseng, B.Sc., M.Sc., M.I.lnf.Sc. Department of Library and Information Studies.
€) A. Rusmana, 1991 Dedicated to : My mother, my father, and someone I love CONTENTS
List of figures •••••••••••••••• ,e ••••••••••••••••••••••• vi Abstract ...... ' ...... '.. .. viii
Acknowledgements ...... ix
CHAPTER I : INTRODUCTION ••••••••••••••••••••••••••••••• 1 1.1. Background ...... 1 1.2. Human fear of an automated system 3 1.3. Willingness to use an automated
system ...... •....•..•.•.••••...••..... 6
1.4. Definition ...... ,_...... 7 1 .5. Research objectives •••••••••..••...... 9
1.5.1. staff 9
1 .5.2. Users ...... 1 0
1 .6. Research method ...... •....•....•... 11
1.7. Report presentation ...... 12
CHAPTER 11: UNPAD CENTRAL LIBRARY: THE NEED FOR AUTOMATION 2.1. Indonesia - background and communication infrastructure ...... 14 2.2. Government's role in state higher educa tion ...... 1 5 2.2.1. Funding and finance distribution .•••...... ••... 15 2.2.2. Administrative and staffing regula tion ...... 1 6 2.2.3. Curriculum and objectives •••.•. 18 2.3. Universitas Padjadjaran [Padjadjaran University] •••••••••.•. 18
i 2.4. padjadjaran University (UNPAD) Central 1 ibrary ....' ...... • ~ . '.' .. '.' ...... 21
2.4.1. History ...' ...... · ..... 21 2.4.2. position in the university ••••• 22 2.4.3. Organisation and administrative structure .... "...... '...... 23
2.4.4. Collection ...;...... 25
2.4.5. Staff ...... ~ ...... '...... 27
2.4.6. Services ...... 28
2.4.7. Users ...... 29 2.5. The system used in the library •••••.•. 30 2.5.1. Circulation system ••••••••••••• 30 2.5.2. Cataloguing and classification. 31
2.5.3. Acquisition ...... 33 2.6. Areas to be automated ••...•••••••••.•• 36 2.7. The need for an automated system .•...• 38 2.7.1. Need for quick and efficient services ...... 38 2.7.2. Improvement service to the users ...... 39 2.7.3. Saving money and time •••....•.• 40 2.7.4. Sharing resources .••••....•.... 41
CHAPTER Ill. HUMAN ASPECTS IN IMPLEMENTATION AN AUTOMATED SYSTEM: A LITERATURE REVIEW ••... 44 3.1. Implementing automation .•..••••.•.... 44 3.2. The reasons for automation ••...... 46 3.3. Impact of library automation on human beings ...... 53
ii 3.3.1. Organisational change ••••••••• 56 3.3.2. Job considerations •••••••••••• 60
3.3.3. Job design· ... ~ ...... ~ ~-'.:~" ..... 65 3.3.4. Ergonomic considerations , ••••• 67 3 .4. Need to prepare for change ••••.••••••• 72
3.4.1. Planning ...... 73 3.4.2. Understanding technostress. •••• 76
3.4.2. Training ...... 77
CHAPTER IV. RESEARCH METHODOLOGy ••..••••••••••.•••••..• 88.
4.1. Questionnaire ...... 88
4.2. Population ...... 90
4.3. Sample ...... 91
CHAPTER V. STAFF SURVEY •.••••••••••••••..••••.•••••••• 96
5.1. Descriptive analysis ...... 96 5.1 .1. Staff profile .••.••••....•••.•. 96
5.1.2. Staff status ...... 97 5.1.3. Period of employment in the library ...... 97
5.1.4. Experience in using computers 98 5.1.5. Attitudes towards using computers ...... 99 5.1.6. Working with the manual system ...... •...... •.•..• 101 5.1.7. Opinions about automation ....• 103
5.2. Statistical analysis ...... 106 5.3. Conclusions 113
iii CHAPTER VI. USER SURVEY ...... 116 6.1. Descriptive analysis ~ •• : ••••••••••• :. 116
'6.1.1. User status ..- ..•...... 0 ••• e· ••• 116
6.1.2. Visits to the library ••••••••• 117
6.1.3. Materials used ...... 119
6.1~4. Techniques to 'locate materials. 120 6.1 . 5. Finding materials ...... 1 21 6.1.6. The speed of the staff in giving information ...... 125 6.1.7. Problems in borrowing/ returning materials ...... -...... 126 6.1.8. Satisfaction with the library services ...... 127 6.1.9. Using computers ...... 129 6.1.10. Opinions about automation •••• 130 6.2. Statistical analysis .•••••••••••••••. 132 6.2.1. Satisfaction with the library services ...... 132 6.2.2. Effect of user satisfaction to frequency of visiting to the
library ...... 1 34 6.3. Discussion ...... 136
CHAPTER VII. CL 0 SUR E ...... 140
7.1. Conclusions ...... 140
7.1.1. Library staff 144 7.1.2. Library users 146 7.2. Recommendations 149
iv 7.2.1. Planning · ...... 149 7.2.2. Choosing the systems ...... 150 \ 7.2.3. staff training ...... 151
APPENDIX 1 ...... ".. · ...... 156 APPENDIX 2 ...... ·...... 161
v LIST OF FIGURES
FIGURE 1. AGE OF STAFF .....•... ~ .•. '.••••.•.•••• ~ • • . • 96 FIGURE 2. LENGTH OF TIME STAFF WORKING IN THE LIBRARY •••••••••.•••••••••••••••••••• ~ • • • • 97 FIGURE 3. STAFF ATTITUDES TOWARDS USING COMPUTERS ••• 100 .. ,FIGURE 4. STAFF WORKSPEED •••••.•.••••••••••• '•••••••• 101 FIGURE 5. STAFF SATISFACTION WITH THE MANUAL SYSTEM. 103 FIGURE 6. STAFF OPINIONS ABOUT AUTOMATION •.••••••••• 104 FIGURE 7. STAFF SATISFACTION WITH THE USE OF THE MANUAL SYSTEM AND ATTITUDES TOWARDS USING COMPUTERS ••••••••••••••••••••••••••••••••• 1 08 FIGURE 8. THE LENGTH OF TIME STAFF EMPLOYED AND THEIR ATTITUDES TOWARDS USING COMPUTERS 110 FIGURE 9. AGE OF STAFF AND WILLINGNESS TO USE COMPUTERS ••••••••••••••••••••••••••••••••• 111
FIGURE 1 O. USER STATUS .••..••..•..•.•..•..•....••.... 11 6 FIGURE 11. VISITS TO THE LIBRARy ••.•••••••••••••••••• 117 FIGURE 12. TYPES OF MATERIAL USED ••.•••••••.•••••..•• 119 FIGURE 13, TECHNIQUES TO LOCATE MATERIALS ••••.•••••.. 120 FIGURE 14. SUCCESS IN FINDING ITEMS IN THE LIBRARY ••• 122 FIGURE 15. THE EASE OF FINDING MATERIALS ••..••••••.•• 123 FIGURE 16. THE SPEED OF THE STAFF IN GIVING INFORMATION ..•.•••••••.•..••..•••..•...•.. 125 FIGURE 17. PROBLEMS IN BORROWING/ RETURNING MATERIALS. 127
FIGURE 18. USER SATISFACTION WITH LIBRARY SERVICES .•. 128
FIGURE 19. ATTITUDES TOWARDS USING COMPUTERS ..•••..•. 130 FIGURE 20. USERS' KNOWLEDGES OF AUTOMATION •••••••••.• 131
vi FIGURE 21. USERS' OPINIONS ABOUT AUTOMATION .••.•••..• 131
FIGURE 22. USER SATISFACTION AND THE FREQUENCY OF VISITING THE LIBRARy ••••••••.••••.•••.•••. 135
vii Abstract
This dissertation is about the human aspects of library automation, and particularly the problems such a system can cause to both staff and users. It provides a case study of the issues that are at stake when automation is planned, with the UNPAD Central library the object of the research. It is planned that this library will automate in the near future, and the readiness of both users and staff has to be ascertained if this is to be done succeSSfUllY.~ is also important to find out what common issues need to be dealt with on the human side and for this reason a literature review was conducted. This puts the survey of users and staff within the context of the wider issues of library automation. This survey found that both groups are fairly positive towards automation, but with some reservations. Many of the staff's positive opinions originate from dissatisfaction with the manual system. From the results of the survey and from the issues raised in the literature review, a number of recommendations ;Y~have been included in the closure of this work.
viii Acknowledgement
I would like to express my most sincere gratitude to my supervisor, Gwyneth Tseng, for her guidance in this project. I would also like to thank the library staff and users of the UNPAD Central library for their cooperation in completing the questionnaires, my assistants for distributing them, Mr. S. Martodiredjo as the head of UNPAD Central library, for his positive contribution to this project, and to my dean, Mr. FXA. Ins Semendison, for his support. My thanks also go to the Scrase family, for their support and help during studying for this dissertation, my fellow MA/MSC. students, for their support and, finally, my family, for their prayers and moral supports. There are many others too numorous to mention who have helped me during my dissertation and my stay in England. May God bless them all.
ix CHAPTER I
INTRODUCTION
1.1. Background Padjadjaran University (UNPAD) Central Library is the central library for all the faculties within the Padjadjaran University in Bandung, Indonesia. There are eleven faculties teaching a variety of subjects. Therefore, the library has to provide a variety of materials for many subjects. The report of the number of library visitors in 1989/1990 (1) shows that there were 343,047 users visiting the library in that year (292 working days), which averages out at approximately 1175 users per day. This is a large number for the library which has only 46 staff(2), but is still much smaller than, for example, the number of the Pilkington Library at the Loughborough University of Technology which was visited by 409,192 people in ten months ( 1st August 1990 - 1st May 1991) ranging between 2000 to 4000 visitors per day.(3) The Padjadjaran University authorities have decided that the library must introduce an automated system, not only to provide improved services to the users but also because it has been planned that there will be cooperation between every university library in Indonesia, especially in inter-library loan (4).
1 The university expects that by using an automated system, the library can give quicker and more accurate services and it has agreed to finance the project. Besides this, the library stock is growing rapidly because every student who has finished their study has to contribute at least one book and one report to the library. This amount of material cannot be handled manually any longer. The library needs a system which can store the details of its collection in the library and retrieve them as quickly as possible. The authorities have concluded that the UNPAD central library needs to be automated as soon as possible, and have given priorities to some areas such as circulation, cataloguing and acquisition. The particular reasons given for automating, and the priorities set by the authorities are examined in more detail in the next chapter. However, the automated system should not be applied without considering many factors first. This project looks at one of these - the human factors that should be considered when automating a library service, particularly in the context of Padjadjaran University where there are staff who have been working with a manual system for a long time. The University authorities need the cooperation of these people to implement an automated system and it is important to understand their opinion about it and their readiness or willingness to work with it when the system is
2 applied. In this way, training in the use of a new system can be geared towards the particular concerns of the staff. It is also necessary to consider the users of the library, whether they are satisfied by the present services, or whether they require improved services. This must be done to ascertain if UNPAD central library needs to change its system to a new system which can provide better services. The main aims of the research are to examine staff attitudes towards working with a new system, and to know how satisfied the users are by the present services and whether, as supposed by the authorities, they would like to see automated library services.
1.2. Human fear of an automated system Automation, even when it is proven to help people work more quickly and accurately, in fact does not always please everyone who has to work with it. The following quotation is taken from a publication which is now 10 years old, but it still may be appropriate in a country like Indonesia, where automated systems are a rarity
Automation is changing the library in more ways than one. Besides the obvious change from book storage to media service, automation is
3 responsible for a noticeable increase in staff anxiety about their jobs. For many, the word automation is tantamount to unemployment. When technological change is mentioned, the first things many see are phased-out jobs and replacement by cold, inhuman machines (5)
The fear of using new technology can also be caused by a lack of knowledge about computers. Some people who have no experience in using a computer might think that the computer would replace their position or their job instead of supporting them to work more efficiently. Personal experience suggests that in Indonesia, this fear is exacerbated when some offices have been partially automated, a common state of affairs at present. Supervisors tend to directly compare the speed of work of these using word processors with those using a manual system without allowing for the fact that the former has dramatically increased the workspeed of those who use them. Therefore, the fear that computers will replace jobs becomes a reality, because more work is given to those seen as efficient, rendering those using the manual system redundant. This kind situation was also observed by Dyer who stated that employees may feel that
4 automation is a step towards eliminating their jobs, if not immediately, at some point in the future. (6) Unfortunately, there are precedents for these attitudes in Indonesia. An employee in an administration department who takes an hour to type the same official letter many times over with a manual typewriter has been found to be inefficient compared with a computer where the typing needs only be done once. Personal experience also suggests that people in Indonesia in general like to work together, and fear that computers will force them apart because they will have different tasks and so probably have to meet with new, unfamiliar people. This is also observed by Dyer who stated that: Employees maybe worried about who they will be working with, and who will be their supervisors, and whether their opportunities for interaction with other people will decrease. (7)
The human fear of using an automated system in a library is a serious problem, part of the solution to which is indicated by Lane: No matter how much time is spent planning for, evaluating, purchasing and installing microcomputer equipment in order to maximize its
5 usefulness, the time will be wasted if an effort is not also made to prepare the staff for the changes in their work routines that will result from the new automation (8)
1.3. Willingness to use an automated system Library automation involves more than one person in its operation. There are links between tasks and it has been stated: Automation requires teamwork, and in a team situation, a greater degree of personal involvement is required. Consequently, staff interaction is an important part of successful automation (9)
To create good teamwork when conducting an automation project, there must be willingness on the part of the library staff library to use the system. This is very important because the system can only be used effectively if all the staff can accept the system as an integral part of their jobs and also be prepared to adjust to different working routines. They must be helped to prepare themselves by good management to move to another task or position if the system requires it.
6 Unwillingness to use new technology is a common problem in many libraries, especially when the technology then changes the organisation, causing a corresponding change in the work environment; people may have to meet and work with other people who they have never met before, and to undertake new tasks. This situation can be improved by motivating the staff to make them realise that an automated system is a system which can help them to improve their quality of work and not make them lose their jobs. It should be done by preparing the staff before automation is introduced, and informing and involving them as the project progresses. A head of a library has to inform the staff about the proposed automation and explain the kinds of effects the staff will find when they use the system.
1.4. Definition Library automation applies information technology, computer hardware, software and telecommunications networks, to some or all of the library processes. These include acquisitions, cataloguing and indexing, circulation control, serial control, interlibrary loans and provision of management information to support these tasks.
7 computers may also be used for information retrieval functions such as production of printed indexes, catalogue searching and general information retrieval. However, in all cases, human aspect of automation cannot be ignored. This contrasts with a definition by an Indonesian automation system expert:
... Library automation is a process of some kinds of library activities without human intervention. In practice, this is more properly defined as the use or application of information technology in a library. The information technology is meant as collecting, storing, processing, distributing and use of information. Information technology is not limited to hardware and software, but also the importance of human factor and the objective which are decided by humans for the technology itself ••. In fact, the definition of library automation is the use of information technology, especially the use of computers and telecommunication for the purposes of the libraries. (10)
The authorities in the UNPAD library have defined the automated system as the application and use of computers to quicken the library's repetitive tasks.(11) In other words, the human aspects of automation have so far received little attention in the discussions so far underway in Indonesia
8 These opinions need to be countered by providing some proof that it is very important to take human aspects into account when implementing an automated system in a library.
1.5. Research objective The general aim of the research is to identify some of the issues that need to be explored in depth before the UNPAD library can automate its system • There are two main aims of the research. Firstly, to find if the library staff are ready to be involved in an automated project. Secondly, to examine the premises underlying the reasons for automation and in particular to find out if the users do need a better service than has been offered until now and to examine whether an automated system will necessarily bring to the user the benefits that are expected by the university. These can be specified more precisely as follows:
1.5.1. Staff 1. To note how fast the staff can finish their tasks with the manual system. 2. To find the problems encountered with the present manual system. 3. To know how experienced the staff are with the manual system and how satisfied they are with the system.
9 4. To know staff's opinion about an automated system relating to their present jobs. 5. To know the willingness of the staff to learn a new system.
1.5.2. Users: 1. To determine the frequency of users visiting the library and the reasons for their visits. This will be used to describe what kinds of criteria relate to and affect this frequency. 2. To note user behaviour in the library, kinds of material looked for and used most frequently and the techniques used most. 3. To find problems and difficulties faced by users in finding materials, borrowing and returning materials. 4. To ascertain how satisfied the users are generally with the library services. 5. To ass~users' awareness and opinions about library automation.
A further research objective is to explore, using a literature review, how important the human aspects are when implementing an automated system in a library.
10 1.6. Research method There two methods used in this research. The first is a literature review about the human aspects in implementing an automated system, and the second is research using questionnaires which were distributed to the respondents who are users, non-users and staff of UNPAD library. The questionnaires were distributed in three weeks, i.e. 18 working days from the middle of May to early June 1991. The questionnaires were distributed with assistance from staff at the Padjadjaran University (UNPAD) Indonesia.
1.7. Report presentation This dissertation is divided into seven chapters. The first chapter has discussed the background of UNPAD library in applying an automated system, human factors in implementing a new system, definition, research objectives, and research method.
Chapter 11 gives a general background of Indonesia, Universitas Padjadjaran, UNPAD library with its staff, organisation, collection, services and analyses the reasons why automation has been proposed. Chapter III is a literature review. This will deal with reasons of for automation in a library, and all human aspects that need to be considered when a library is going to automate its system. Chapter IV deals with the preparation and the
1 1 execution of the research. Chapter V deals with the analysis of results. It contains the analysis of staff abilities, their needs for automation and their opinions about the automated system. The analysis given to the library users will put in chapter VI; the frequency of visits to the library, problems in using the library, their satisfaction with the services, the knowledge about automation and their opinion about automation of library services. Chapter VII is a closure which consists of a general conclusion, and recommendations for application of an automated system from the human perspective.
12 REFERENCES 1. UNPAD LIBRARY, Buku petunjuk penggunaan perpustakaan pusat Graha Suriaatmadja [ Guidebook of using the Graha Suriaatmadja Library 1, 1990, pp.G. 2. I bid 3. HODGKINSON, Mary, of the staff of General Enquiries at the Pilkington Library. Personal interview on 5th June 1991, Loughborough University of Technology. Loughborough, 1991 4. TJIPTOPRANOTO, P and SURYA MANSYUR, Pelayanan an tar perpustakaan secara manual. Mekanisasi kerjasama perpustakaan : laporan seminar [ Inter-library loan manual service in Library cooperation mechanism : a seminar report 1, 1988, pp. 55. 5. COHEN, Elaine and COHEN, A. Automating, space management, and productivity : a guide for libraries, 1981, pp.11 - 12. G. DYER, Hilary with MORRIS, Anne, Human aspects of library automation, 1990, pp.202 7. I bid 8. LANE, E.S. Microcomputer management & maintenance for libraries, 1990, pp.8G. 9. COHEN, ref.5 p.22 10. BASUKI, Sulistyo, Otomasi perpustakaan. Apresiasi komputer untuk kepala UPT perpustakaan : laporan lOkakarya [ Library automation. Computer appreciation for chief librarian: a workshop report 1, 1989, pp.3G. 11. MARTODIREDJO, S., Head of the Padjadjaran University (UNPAD) Central library. Personal interview on 28th April 1991 in London. 13 CHAPTER 11
UNPAD CENTRAL LIBRARY : THE NEED FOR AUTOMATION
2.1. Indonesia - background and communications infrastructure
Indonesia is an archipelago country which is located between the Asian and Australian Continents, and between the Pacific and Indian Oceans. With over 13,000 large and small islands spread in an arc of the sea 4,800 kilometres long by 1600 kilometres wide astride the equator covering about 1,900,000 sq.km. of land surface, Indonesia is a country with a large territory.(1) Since independence in 1945, Indonesia uses one official language: Bahasa Indonesia ( Indonesian language), beside thousands of dialects. The Bahasa Indonesia is written in Latin script or Roman characters. Since Indonesia consists of many inhabited islands, telecommunications are important. At present, telecommunication links are provided through telephone and telex facilities. Telephone services are now provided in almost all the areas of the country through "telephone automate" ( Public Switched Telephone Network - PSTN ), available both nationally and internationally. Telex is also available in the major cities. 14 Indonesia has a station satellite called PALAPA which is used not only by Indonesia, but also by other ASEAN countries (Association of South East Asian Nations, which includes Malaysia, Singapore, the Philippines, Brunei, and Thailand ). It transmits to the whole of Indonesia. In order to make use of technology, a consistent supply of electricity is essential. Power supplies in Indonesia are provided by the State Electricity company ( Pusat Listrik Negara - PLN ). The electricity supply in the country has been implemented by geothermal power, hydroelectric power, coal-fired plants, steam power and diesel power.
2.2. Government's role in state higher education 2.2.1. Funding and finance distribution
Indonesia has many natural resources which could produce large incomes. However, the lack of investment and trained manpower has left most of this potential unexploited. This has resulted in a relatively weak economy and limited public finance, which the Government has to distribute to many institutions equally. Therefore, the Government strictly regulates the way institutions can use their financial resources.
15 All the state education institutions are 100% funded by the Government. The institutions only receive funds with Government permission, according to the regulations and the Government's policies. Because the funding is limited, all the education institutions are expected to distribute their finance according to certain priorities, which generally can be grouped as follows: - Salaries - Maintenance - Buying equipment
Even when buying the smallest item of equipment, for example, the university authorities have to explain very clearly and in detail the reasons why they need it. These are usually supported by a feasibility study or surveys. The findings will be used by the Government as a guide to decide when to give priority to one institution's needs over another. The Government will only provide the finance if they have found the university is genuinely in need of the equipment and is ready to maintain it.
2.2.2. Administrative and staffing regulations
Even though each institution has its own policy, the staffing or employment regulations are according to the
16 Government's general regulations. A university can only employ someone with the permission of the Government who then decides if he is qualified or not for the job. This applies at every level of employment. The Government sets the salary and the kind of facilities and equipment which will be provided, depending on the level of job and qualifications possessed by the potential employee. A government officer in a university can only reach a higher level or position if he can prove that he has improved his abilities in his present post. Conversely, he can also be moved to another position (whether he likes it or not) if it is proven he has made no improvement in his present one. It is hoped that this strict regulation will improve work standards. The use of a new system or technology such as computers in a university sometimes creates problems when the officers have to learn how to use these computers. The problem is that the officers who are found to have difficulties with computers will be moved and replaced with other potential officers who can work with computers. This situation is one of the difficulties for universities in-applying a-new system-or technology in some areas, such as in the central library. For example, the officers may try to avoid working with a new system that might directly threaten their positions. Therefore, the introduction of a new system or technology needs sound preparation and must involve staff training.
17 2.2.3. Curriculum and objectives
As a developing country, Indonesia needs people who can contribute to improving the condition of life in every area and explore the natural resources for development. The curriculum of all educational establishments is closely prescribed by the Government and is aimed at peoples' potential development, especially that of the younger generation. However, the universities, according to their curriculum, do not prepare the undergraduate students for work. They are not 'ready for use'. The undergraduate students are prepared with many theories and little practice. They are then expected to be trained easily when they move into employment. The university libraries are one of the main information sources which are used heavily by the students. This is one of the reasons why university libraries have priority in university development planning.
2.3. Universitas Padjadjaran ( Padjadjaran University) Universitas- padjadjaranT- which is abbreviated to ---- UNPAD) is a state university. It was established on 18th September 1957 in Bandung, one of the large cities in Indonesia. It has eleven faculties at undergraduate level,
18 one faculty at postgraduate level and some diploma programmes. The faculties are as follows:
1. Faculty of Law 2. Faculty of Political and Social Science 3. Faculty of Economic 4. Faculty of Letters 5. Faculty of Medical Science 6. Faculty of Mathematics and Natural Science 7. Faculty of Dentistry 8. Faculty of Psychology 9. Faculty of Agriculture 10. Faculty of Animal Husbandry 11. Faculty of Communication Science 12. Faculty of postgraduate Studies
The faculties are located separately in areas which are quite far from each other. There are some faculties located in the central campus and others elsewhere. This condition leads to difficulties in making contact since the telecommunication facilities are not adequately available. However, the centralized-administration system distributes finance and information equally to all faculties and the UNPAD central library which is located on the central campus.
19 In 1990, UNPAD had a total number of 15,547 students (undergraduate, postgraduate and diploma programme students) - all full time - and 1,753 academic staff(2). The main objectives of UNPAD are based on the Government policy for universities which is called "Tri Dharma Perguruan Tinggi ( Three duties of higher education )" which are:
- Education - Research - Service to t.he society Based on the three duties above, UNPAD gives priority to the programmes which have a direct relation to, or support the three. Education and research are considered the most important and therefore UNPAD finances every faculty and the main library to provide information for students to help their education, and to university members who are doing research. In order to increase knowledge and to improve the university programmes, UNPAD cooperates with other education institutions, such as other universities, state -- insti tutions, . and also -some independent institutions, for- example, some companies in job training programmes for the post year students. The cooperation benefits both UNPAD and other institutions because they can share information about activities going on in other establishments, which the
20 Government sees as a priority. For example, a student who specialises in library automation can have intensive computer training in a company, which helps the university to solve the problems of lack of computer facilities. Inter-library loans is one of the sharing information programmes which is now in the planning process of library development. In terms of research programmes, UNPAD requires every member of academic staff to write up at least one project a year and every student ( undergraduate and postgraduate student ) has to write a report or a research project as the last requirement in the final year to finish their study. Most of the staff and students use the UNPAD library as one of-the information sources to fulfil their needs and UNPAD library would like to encourage them to use the library more effectively.
2.4. Padjadjaran University ( UNPAD ) Central library 2.4.1. History
UNPAD Central library was established in 1974 and was called -: Pe rplfstakaan -Pusat Grha-Soeria Atmadja Uni versi tas- Padjadjaran ( Grha Soeria Atmadja Central library Padjadjaran University )(3). The name was given to appreciate the founder. Before it was established, the materials ( books, periodicals, magazines, etc.) were
21 collected in each faculty and department which made it difficult to share resources. Most of this material was transferred to the main library, leaving the libraries in some faculties to be used as laboratories. For practical reasons they do not lend the remaining materials as they used to.
2.4.2. Position in the university As it was mentioned before, UNPAD Central library has been used as the one of the main information sources to support the university's programmes: Education, research and service to the society. The UNPAD library is directly structured under the responsibility of the Padjadjaran University authorities. All the programmes of the library, its objectives, staffing and facilities are decided by the authorities. The objective of UNPAD library, like any university library, is to provide facilities for study and research activities. Furthermore: 1. To provide the academic community with good facilities to utilise the information and documentational services of the library. 2. To facilitate research. 3. To make known the results of scholarly research by keeping up to date collections. 4. To cooperate with libraries in the country and abroad.
22 2.4.3. Organisation and administrative structure
The UNPAD Central library divides its work into two main sections; librarianship section and administrative section. The structure of the organisation is as follows: (4)
RECTOR Rector Rector Rector
I II III
Head of the Central library
Librarianship Administration section section
,- ,- I -I Services Biblio- Circu- Planning Archive Property graphy lation and Develop ment
23 The following are duties of the head of the UNPAD central library, the head of sub-divisions, and the functional groups (5).
A. Head of the library 1. To implement the Rector's policies that originate from the office of the Vice Rector of Academic Affairs. 2. To lead, coordinate, and manage the section below.
B. Technical service department I. Classification! cataloguing section 1. Grouping the books according to the specialisation. 2. Cataloguing. 3. Typing, arranging the catalogue and book labelling.
II. Acquisition section 1. Arranging the book lists. 2. Selecting the books needed by faculties/ students.
3~- Managing-the buying~-exchanging and donation-of books.
24 C. User services department I. Reference and information section 1. Dealing with reference requirements. 2. providing information for particular request. 3. User education.
II. Magazines and documentation section 1. Providing magazines and newspapers. 2. Arranging abstracts and magazines' articles. 3. Press cuttings.
III. Circulation section 1. Providing a loans service to users. 2. Managing the library membership. 3. Noting the statistics of users.
D. Administrative and property sub-section 1. Managing and providing staffs' needs. 2. Rooms maintenance. 3. Managing the use of the library rooms. 4. Managing all the library administration.
2.4.4. Collection
At the end of the year 1989, UNPAD central library had 129,660 books in its general collection.
25 Beside the general collection, the library has some other collections. They are: Special collections, the reference collection and the periodical collection:
1. Special collection
a. UNPAD collection
This collection includes research papers and other
publications by members of the university. This
collection cannot be borrowed but can be read and used as a guide to research in various disciplines
within the university.
b. Soeria Atmadja collection
This is a collection of Soeria Atmadja ( the UNPAD
Central library founder ) which was donated by his
family. It consists of 1,793 titles or 2,315 copies,
most of which are books about economics, politics and
education.
c. Other collection
The other collection- is a speciar-collectionof Prof~-
Dr. Kabullah Wijayamiarsa, consisting of 1,232
copies, most of which are books about politics,
economics, and psychology.
26 2. Reference collection
This collection consists of standard reference titles, such as encyclopedias, dictionaries, directories, standards, almanacs , yearbooks, annual reports, etc.
3. Periodical collection
This is a collection of 3,902 magazines, national and international bulletins. These are arranged according to the subject with their special codes.
Besides the books in the UNPAD Central library, there are about 84,000 books in the faculty libraries which are used as working libraries, so the total number of the UNPAD Central library collection is 217,207 books. These will be gradually integrated to the central library.
2.4.5. Staff By the end of the year 1990, UNPAD Central library had 46 employees, including staff in the library and in
------the administration--sec£ioiis-~ Most of them--nave b-ee-ri- working
in the library quite a long time and the others were moved from other departments in the university. Some of the staff are specialised in librarianship and some others were trained after entering in the library
27 service. There are 5 staff who had been trained in using
computers in the dBase III and Lotus programmes.
The librarianship staff consists of senior librarians
(Sarjana/ Bachelor degree in varied subjects ) and junior librarians. All of the employees are paid by the
Government. This means that they are governed by the
Government's employee regulations.
2.4.6. Services
Since it was established until 1990, UNPAD Central
library has given services to users as follows:
1. Reference service
The basic function of the reference service in libraries
is helping students, staff or the public to use library
sources effectively.
The UNPAD central library provides a reference service
in order to answer enquiries, helping users to find the
information source needed. These services are handled by
senior librarians.
--2:-- Special- -information service------
This service provides special information which cannot
be given by the staff in other sections. Commonly, this
information is about the issues related to the
university activities and programmes. The staff can also
28 help the users by giving them information on where they have to go to find more accurate data.
3. User education At the undergraduate level, the library gives regular introductory lectures on catalogue use, reference materials and other matters. For the postgraduate students, besides the introductory lectures, the library gives orientation on how to use the indexes for searching literature.
4. Lending service Most of the collections can be borrowed. Undergraduate students and administration officers are allowed to borrow 2 books from the general collection and 1 magazine for a period of two weeks. The postgraduate students are allowed to borrow more than 2 books, depending on their needs and the available stock. The members have to come to the library to borrow books by bringing their library cards and student or staff ID -cards;--
2.4.7. Users
The users in the library are all the university students (postgraduate and undergraduate students), and 29 academic staff whether or not they are library members, and administration staff who must be library members.
2.5. The system used in the library until the year 1990, UNPAD Central library has used a manual system in all departments and sections: Circulation, cataloguing and acquisition. In the following, these will lie described :
2.5.1. Circulation system The circulation section uses cards as the main way of recording issues. Every library member has a library card on which all the books he borrows are recorded manually. Every time he wants to return the books, he must bring his library card to let the staff at the issue desk delete the record. Every book has a book card which is found inserted in a book pocket fixed on the inside front of the book. The accession number and the bibliographic details of the book are typed on this bookcard. If the book is borrowed, the borrower will write his or her user number on the bookcard and write the access:ion number-of the book on their library cards. Then the staff on the counter sign these library cards beside the accession numbers and stamp the date due on the date label of the books. The staff then file the bookcard in trays
30 according to the due dates, and within the due date the bookcards are filed by call number.
Problems with the circulation system The problems of this system are apparent. The users have to bring their library cards every time they borrow or return books. The card can be easily damaged and is not convenient to be brought because of its size. The processes are time consuming, and open to mistakes. Recalls and overdues are difficult to implement. Another problem is inaccuracy in statistical analysis, and sorting and filing the bookcards on the tray, especially at peak periods. Moreover, the members of the library are increasing every year. Therefore, in order to manage the circulation much more rapidly and accurately without employing more staff, automation in circulation control is indicated.
2.5.2. Cataloguing and classification The UNPAD Central library uses Dewey Decimal Classification. The process of classification is uridertaken by senior librarians-; However, cataloguing follows no international standard but involves adherence to a particular local standard. The books are manually catalogued mainly by experienced junior librarians.
31 The catalogue cards are then checked by the senior librarians before sorting and filing with the rest in the public card catalogues. Beside typing the set of catalogue cards, the staff also type the accession number, call number, author, short title in the book card, and write call number on books. For multiple copies, new accession numbers are added manually to the existing catalogue cards.
Problems of the cataloguing and classification sections The procedures used by the cataloguing section are very time consuming and labour intensive. This is a big problem for the library since the Government regulations concerning employment limits the number of staff. There are some other problems in cataloguing processes:
The classifying of books, and the typing, checking, sorting and filing of catalogue cards is an expensive process because of the time and effort spent. - The cards degrade due to age and constant use,
especially the-cardswhichare-in heavy use, -e~g. the catalogue card for UNPAD research reports. They can be easily removed, and misfiled by users, as security is not very good.
32 - The use of the catalogue is rather slow because only one reader can use a particular tray at a time and the other reader who wants to search in the same tray has to wait until that reader has finished using the tray. - The catalogue cards require cabinets which are expensive and occupy a lot of space.
2.5.3. Acquisition The acquisition section handles the selection, ordering and receipt of monographs and serials. The materials are obtained by purchase, gift or exchange. a. Selection Books and other materials to be purchased for the library are selected from publishers' catalogues. Orders from academic and research staff are received in the acquisition section,.written on order card forms supplied by the library. The order card consists of the following details: author; title; publisher's name and address; date of publication; price; -department;-date -of request--and number of copies required.
33 b. Ordering Staff in this section check these order cards: with books on standing orders - with books on order - with the catalogue
For those books not in stock, a check is carried out in bibliographies ( BNB, Books in Print for UK and US publications, and publishers' catalogues for Indonesian material) for verification of bibliographical detail. The order cards are then sorted in publisher order for typing on to the order sheet. The arrangement is:
- alphabetical by publisher, and - alphabetical by author within publishers. The typed order sheets are then checked by a senior librarian to ensure that the authors, titles, prices and order bibliographical details are correct. Having done this, the order cards are put into alphabetical sequence and filed in the file of books awaiting
ordering~- The-duplicate--orders are -sent to - the university who then process the payment, etc. c. Receipt and accessioning When the items arrive, they are matched against the order sheets. Date of receipt and other 34 amendments are made on the order sheets. Order cards have to be corrected if there are any changes in the title or author. The books and the order cards are then accessioned and passed on to the cataloguing section. The order cards become the accession cards after the books have been received. The cards are filed in numerical order in boxes. The processing of materials such as gifts and exchanges is as follows: only the bibliographical data is issued on the order cards which are marked 'gift or exchange', on the accessioned books, and on the cards. There are more than one thousand new books from post-year students who have to give books when they have finished their study every semester. These and books from donors or other institutions, etc., need to be catalogued and thousands of old books need to be recatalogued or checked by the librarian before being sent into circulation.
Problems of the aCquisition system
------This-manual-system-is-not-only-Iabour--intensive-and------ time consuming, but also the staff become overburdened by the repetitive routine tasks which result in low staff morale and lack of motivation.
35 2.6. Areas to be automated
The UNPAD Central library, a central library of a big university, aims to automate its housekeeping operations; to use an integrated system, which can be used for circulation, cataloguing and acquisition. According to the report of the National Library Automation seminar in Indonesia, the areas of libraries which need to be automated are: (6) a. The processes of acquisition and ordering monographs, publications and other library materials. b. Catalogue development with good access such as, author, title, subject, keyword indexes, ISBN, etc. c. Recording the book stock and arrangement of holding list, including the master catalogue. d. The issue desk with all related tasks such as overdue books, charging and borrowers' data. e. Presentation of statistics of book use and library work. f. Bibliograpnical development according t6-the-materials in magazines and collected works, with author, subject and keyword access. g. Online searching.
36 However, the UNPAD Central library must give consideration to the budget for purchasing and setting up an automated system. Much planning is needed before choosing the system. The library should consider the areas of the library housekeeping operations which need to be given priority for automation. The library and university authorities have suggested areas for automation. These are circulation as the first priority and cataloguing as the second priority. The other section where automation is planned is the inter university network system. Circulation is considered the first area where automation should be implemented because this is the section where most activities of the library services are seen publicly to operate, such as issuing of books for loan, discharging, recalling and the registration of new members. It is anticipated that by having an automated circulation, the problems which are faced by the UNPAD Central library at present, and which have already been mentioned (section 2.4.1.) can be reduced. The second-priority area to be automated is-cataloguing because the library is experiencing an increasing backlog of cataloguing. It is expected that using an automated cataloguing system would speed up the process of cataloguing, because the computer could reduce all the
37 routine tasks that are done manually, such as typing duplicate cards .(e.g. author cards, title cards, added entries, etc.), sorting, filing cards into drawers, also reducing card misfiling, because the computer can do these tasks automatically and accurately. The order of these priorities needs to be questioned, however, because although circulation is the public face of the library, to introduce an integrated automated library system effectively, cataloguing must be automated first. This is because the book titles and other bibliographic information need to have been entered into the computer system if all the advantages of an automated circulation system are to be gained.
2.7. The need for an automated system As it was stated in chapter I, there are some reasons why the authorities want the UNPAD Central library to automate. These are: need for quick and efficient services. improvement of service to the users. - saving money and time. sharing resources with - oth-er libraries.-
2.7.1. Need for quick and efficient services As one of the main information providers in the university, the UNPAD Central library deals with a large
38 number of users ( which average approximately 1175 users per day) who need information. The users do not only need complete and accurate information, but also need a quick and efficient service since their time is limited. The limited number of staff and the manual system used in the circulation section has made the service slow and inefficient. There are always long queues at the issue desk, especially in the peak month. Every user wants to have priority services because they have many things to do related to their study or work. The UNPAD central library authorities expect that by using an automated system, the staff in the circulation section can work more efficiently and more quickly. These expectations are reasonable as it is stated in theory that by using an automated system, some functions may be eliminated or completed more accurately, more quickly, and with increased control than with other alternatives (7).
2.7.2. Improvement service to the users
At present, the UNPAD Central library can only provide a Hmi ted number of services; as has been mentioned in section 2.3.6.( Services ). Using a manual system and limited number of staff it is difficult to improve the service areas.
39 The use of an automated system is also expected to help the staff to give quick and accurate information to the users, especially in the reference and special information services. It is planned that information about the faculty, student and staff records, for example, may be implemented on dBase.
2.7.3. Saving money and time
Like other state institutions, the UNPAD central library is a non-profit making organisation, with a strict budget. It must provide information to suit the university's requirements, but at the same time must account for expenditure. The university believes that the most effective way to limit expenditure and at the same time maintain services, is to automate all aspects of the library services. However, there is evidence to suggest that automation is not as cheap as the university hopes. The high cost of computer maintenance is stated by Reynolds:(8)
-- -- One of the most persistent pressures facing the utilities is financing of their operations. Maintaining sufficient hardware and software to support the user of systems as large as these is an enormously expensive venture.
40 A1though this may be the case, the university sti11 be1ieves that automation can cut its costs. Whi1e this may be a fa1se premise, the reason put forward for introducing automation is that it is the on1y way to improve services without emp10ying more staff. The university authorities be1ieve that automation can be introduced at a 10w price because a 1eading authority on 1ibrary automation in Indonesia has advised that computers are re1ative1y cheap at present and that specia1 software packages are readi1y avai1ab1e for 1ibrary purposes (9) However, before UNPAD Centra1 1ibrary commits itse1f to automation, it must assess the cost of buying equipment and software, insta11ation, training, maintenance, systems ana1ysis, retrospective conversion, etc. It must be recognise that an automated system needs continuous maintenance and updating.
2.7.4. Sharing resources with other 1ibraries
An automated system is expected to make it possib1e to a library to share its resources with other 1ibraries. This is why the UNPAD Centra1 1ibrary wants to automate its operations so it-can introduce an inter 1ibrary 10an system:
It is impossible for every university library to be able to have complete materia1 collection because there are so many problems and 1imitations, such as
41 finances, and the availability of the materials themselves.,If there is no problem in finance, there is still a problem in obtaining the materials which are sometimes very difficult to be found ••• Therefore, inter-library loan service is one of the ways to solve the problem. (11)
It is hoped that the introduction of an automated system may make it possible for the UNPAD Central Library to be one of the founder members of the proposed Science Bibliographical Network. This network would include 14 university libraries that cater for undergraduate and postgraduate students. Automation of the catalogue would facilitate the introduction of an inter library loan system which could grow as more libraries automate their systems. The next chapter is a literature review about human aspects which need to be considered when implementing automation in a library.
42 REFERENCES
1. SPEED, FN., Indonesia Today, 1972. p.3.
2. UNPAD LIBRARY, Buku petunjuk pengqunaan perpustakaan pusat Graha Suriaatmadja [ Guidebook of using the Graha Suriaatmadja Library], 1990, p.10
3. I bid, p. 8
4. I bid
5. I bid
6. BASUKI, Sulistyo, Otomasi perpustakaan. Apresiasi komputer untuk kepala UPT perpustakaan : laporan lokakarya [ Library automation. Computer appreciation for chief librarian: a workshop report ], 1989, p.36.
7. MATTHEWS, J.R., Choosing an automated library system: a planning guide, 1980, p.3. 8. REYNOLDS, Library Automation, 1985 p. 343
9. BASUKI, ref.6,p. 38
10. DYER, Hilary with MORRIS, Anne. Human aspects of library automation, 1990, p.202
11. TJIPTOPRANOTO, P and SURYA MANSYUR, Pelayanan antar perpustakaan secara manual. Mekanisasi kerjasama perpustakaan : laporan seminar [ Inter-library loan manual service in Library cooperation mechanism : a seminar report ], 1988, p.55.
43 CHAPTER III
HUMAN ASPECTS IN IMPLEMENTING AN AUTOMATED SYSTEM: A LITERATURE REVIEW
This chapter deals with theories of human aspects of automation taken from various experts. There will be discussions about why libraries need automation, their reasons for implementing it, the impact of library automation on human beings, and how libraries can prepare their staff and users for changes caused by automation. The aim of the chapter is to explore issues which can appear as a consequence of implementing an automated systems, especially regarding human aspects. However, since most of the theories come from the U.S.A. and the United Kingdom, not all these can be applied in countries with different cultures such as Indonesia, where computerisation is still a rarety. Nevertheless, there are some cases which are applicable to Indonesia so the solution to problems faced can be used with some justifications.
3.1. Implementing automation Automating a library operation is more complicated than introducing personal computers into an office. It needs to be very well planned and there must be strong
44 reasons why a library needs to automate its system. Boss (1) stated: The decision to automate is one of the most significant decisions a library makes, not only because it involves a great deal of money, but also because it is a highly visible undertaking. Failure can be costly - politically as well as financially.
Therefore, an automated system cannot be treated as a simple matter. He also stated that automation is too complex and costly to undertake without first engaging in extensive investigation, discussion, and decision-making
(2) • Bergen (3) said that there must be a better reason for computerising the library than as a status symbol, and librarians in this position may feel pressured or lacking control over the changes they are being asked to introduce. This can mean that the reason for automation should not be based on modernisation alone but on the basic needs of the library. This is stated by Lane (4) who said that when managers consider the issue of automation, the first question they must answer is "does our library require this
---- technology?". In order to justify the substantial expenses involved in automation, the library managers must determine during the planning process whether computers will effectively meet the need of library's staff and patrons.
45 3.2. The reasons for automation Woodsworth (5) described that as a consequence of the revolution that microcomputers have brought to scholarship and research, users of libraries are becoming more information and computer literate. This has resulted in increasing their demands for computerisation, especially in academic libraries. They need improved services supported by computers such as, renewing books through a computer network, being able to search remote bibliographic databases in the library, etc. It seems that in this computerisation era, automation is an definitely needed. At least, she stated that libraries and computing centers can work as one (6). In a developing country like Indonesia, this situation can be found only in academic libraries where almost every student have enough knowledge of computers, and most of them are experienced in using them, or at least, they know that computers can do more than manual systems. This situation is more familiar in academic libraries in universities which have computer centres. Matthews (7) stated that automation may be advantageous for a number of reasons. Some of them are: Increased demands for services and their accompanying library workloads must be counter-balanced with improved productivity, especially with either static or declining budget resources. 46 - Automation may facilitate the collection of data that will assist the librarian in the management of the library's collection while simultaneously providing new and more detailed data to support its budget resources. - Automation may provide the means to offer new or improved services to patrons, provide valuable by-products (often unanticipated) as a result of automation, and facilitate cooperation between libraries. - Automation may eliminate staff positions and the end result may be reduced unit costs for a particular activity. - Automation may avoid the need to hire additional staff, even with increased demands for services.
Lane (8) divides the needs for automation into three basic areas: - The administrative needs of automating clerical, financial, and record keeping functions. -_'l'Ee library specific needs of such activities as cataloguing, acquisitions, and circulation. - The public access needs in those libraries choosing to provide microcomputers for patron use. In terms of the administrative needs of automating clerical, financial, and record keeping functions, she went
47 on to describe the vital tools for these tasks associated with managing a library environment (9): Word processing, spreadsheets, database management, and telecommunications. Most of these are aimed to replace the repetitive work from the shoulders of the support staff, providing the capacity for instantaneous recalculation of financial documents, speed up the process of making across- the board changes to the content of individual records in a collection of information ( database ), and improving the capacity to connect to a multitude of outside resources. Depending on the size and requirements of the, the library-specific needs for automation can be fulfilled using different orders of magnitude of computer system. A small library may be able to implement automation satisfactory using microcomputers, whereas a large library will usually need mini-or main frame computers. The primary library functions which usually need to be automated are cataloguing (also considering online public access catalogues), inter library loans, circulation systems, and acquisition systems. These functions can be . automated one at a time, allowing for gradual integration of computer-based activities, or through multi-function software packages, which ensure the smooth integration of related tasks among the various functional areas (10). Reynolds (11) gave the most frequent reasons for automation:
48 To increase technical processing efficiency To realize financial savings or to contain costs To improve library services To improve library administration and management As a basis for reorganisation As a response to a breakdown of crisis proportions in the existing manual system To facilitate the sharing of resources Automation for its own sake
Increased processing efficiency In the area of technical services applications in particular, an automated system is believed almost always to improve processing efficiency over a manual system. This would seem to be a reasonable assumption, provided that proper planning has taken place, to choose a suitable automated alternative to the manual system in existence, and to motivate the staff correctly for this charge.
Saving money and containing costs This is a very risky reason for automation since most libraries have found that even though there are cases where cost savings have been realised through automation, there is evidence to suggest that the financial benefits of automation are not as sweeping as once thought. However, a library may still hope that the new system will contain
49 more effectively the rate of increase in per-unit operating costs over time.
Improved service to the user It was stated that there is little doubt that improvement of services to library users is one of the most concrete benefits to be gained through automation. In technical processing operations, automation often leads to acquiring and processing materials faster than was possible under the previous manual system.
Improved administrative and management information For a great many applications, automated systems can generate a variety of statistical compilations that are too time consuming to undertake under a manual system. If used effectively, these reports can provide valuable assistance for administrative and management purposes, ranging from budgeting to collection analysis and development to staff scheduling.
As a basis for reorganisation The introduction of an automated system will usually lead to a reorganisation of staff duties and procedures. However, automation should not be used as a way of trying to remove organisational problems - these should be dealt with separately. Automation should only be introduced if it
50 is proven that the manual system cannot cope with the work load, and this is the main cause of organisational difficulties. Useful changes can be made to improve procedures, but automation cannot be seen as a way of solving all organisational problems.
As a response to a breakdown of the manual system This is one of the major justifications for introducing an automated system. It is very obvious when the system can simply no longer cope; for example, there are large backlogs in cataloguing, and disorganised circulation files, amongst other things. While it is preferable that the situation should not get this bad before the necessary authorities agree to automate, it has proved to be one of the chief ways that libraries can persuade their funders to allow automation to be implemented. In short, the breakdown of a manual system can persuade the authorities that automation is necessity and not a luxury.
Sharing resources Because there is so much information being generated, the requirement to share resources has increased. While this can be done with a manual system, it is much cheaper, more efficient and less time-consuming once automation standards and compatible procedure have been introduced by
51 all participants. Libraries must persuade their funders that although they will be sharing their resources with other bodies who are not directly paying for them, the library itself will also have a much larger pool of information sources on which to draw without buying them in specifically. However, sharing resources can only be done if every participant has an adequate stock to allow equal sharing amongst them.
Automation for its own sake While it is often viewed as important to have a particular justification for automation it can also be argued that in the present time, automation for its own sake is a perfectly valid reason. This is because as libraries are there as information providers, they must keep pace with developments in social patterns. If these include the use of computers in everyday life, as is often the case, then libraries should adopt these systems, rather than becoming increasingly perceived as antiquated relics.
_While_automation_should_not be int~oduce? solely the sake of appearance, libraries must be aware that people will only use them if they appear up to date, which will now involve automation. However, because Indonesian society has limited exposure to computers, this reason is not particularly
52 valid one and therefore more solid reasons than purely for the sake of modernisation must be put forward.
3.3. Impact of library automation on human beings
Automation in a library should not be implemented without considering the human side. That is to say, people are still the main factor in making the system either a success or failure. Rooks (12) stated that library administrators and systems staff become so engrossed in technology that the human side is often overlooked. It is easy to forget that it is people who must manage and operate the machines, and it is people who make up the organisation and make it function successfully or cause it to fail. The effective motivation of a library's employees and their commitment to the organisation and to the automation effort is a key component to its success. Implementation of an automated system in a library does not always have a positive impact on those who work with it. Merchant (13) stated that most people see technology__ as affecting_ their}j.ves in one _()f two ways: 1. technology is bad and suggests a waste of resources, centralized organizations, loss of personal freedom and dignity, inequality, consumerism, deskill jobs, and unemployment; or
53 2. technology is good and suggests increased personal freedom, participatory democracy, more leisure time, more knowledge, and improved quality of life. It is likely that in broad terms, view will be represented amongst the staff of an organisation which is planning automation. Olsgaard (14) stated some positive effects of a particular technology which is automation. He said that the positive effects of automation on staff can be characterized as: 1. Automation can be designed to reduce repetitive work. For example, the repetitive nature of typing and retyping letters from scratch can be reduced by using word processing equipment. 2. Automation can be used to upgrade the skill of employees. Employees can be freed to spend more time on decision making, planning, and supervision of other employees. 3. Automation can increase the variety of tasks conducted by the employee and provide flexibility in the times when those tasks are carried out.
He also stated that automation has negative effects on libraries' staff. He said that the unpleasant effects of automation on staffing can be summarized as (15):
54 1. Automation can be used to "deskill" a job. That is, automation can be used to lower personal position skill requirements by filling them with dull, repetitive duties of another sort. One could argue that an effect of automating library technical services procedures has been to deskill many technical service positions through the use of computers. For example, many librarians who were doing original cataloguing now spend the majority of their time making minor screen modifications on one of the online cataloguing systems.
2. Automation can eliminate jobs or force the complete retraining of personnel for different duties. 3. Automation can reduce the level and the quality of interpersonal communication.
By looking at the impact of technology, and in particular automation, it is clear that in implementing automation in a library, there are a lot of human aspects that need to be considered. In this section effects of library automation on human aspects will be divided into: - organisational changes - job considerations - job design - ergonomic considerations
55 3.3.1. Organisational change
It is commonly known that the implementation of an integrated library system in a previously manual or partially automated organisation will dramatically affect the very nature of the organisation (16). For example, the use of OPACs in a library has affected the organisation of a library as stated by Schauder (17). He said that OPACs might bring about a trend for cataloguers and reference staff to work together in new organisational structures which recognise their joint roles in educating users on the operation of OPACs, in monitoring the success of different screen layouts and instruction, and in maximising the information retrieval capabilities of ever more powerful systems. Martin in his book Issues in personnel management in academic libraries (18) stated that a second and perhaps even more influential development is the advent of long scale automation in libraries. Organisational theory would suggest that a change in technology of this magnitude would reqtiire-equally-great organisational.changes. __ One of the most common organisational changes that has been caused by automation is how information flows from one section of a library to another. How this affects the relationship between staff in these sections is stated by Hoffman (19) who said that automated systems affect the
56 structure of the organisation and the relationship among units within the organisation as well as individual tasks. This theory is also stated by Boss (20) who said that automation affects a library's organisational structure.
The traditional structure is built arou~d !. files: without the files, units may disappear and the organisation chart may change. Even when the organisation chart remains unchanged, an integrated library system ties all units into a single database, emphasizing the interrelationships among units. Moreover, Boss also said that in the interests of reducing friction, the sphere of influence of unit heads must be more limited or more coordinated that in traditional libraries (21). In a manual system, important information is often contained in proprietary files which are maintained and accessed in a single location by one or more selected staff. Other staff who need 'access to this information must request the desired information from staff who control the files. For example, a reference librarian seeking the status of a book on order must rely on specific acquisitions_staff to checkthese filesand pr~vide the information requested. By using an automated system, the information will be distributed via terminals to a much wider audience. Therefore, the order status of a new title may be accessed directly by the reference librarian, or even the patron, without the knowledge or assistance of the acquisition staff. 57 Organisational changes are not simple matters since it will affect the whole of the organisation. Rooks (22) stated that when substantial automation is integrated into a library organisation, a new organisational structure may be required, or at least, many functions may be combined, while others may disappear completely. Old lines between departments blur as automated routines are introduced. Therefore, she also stated, library administrators and managers must be aware of many changes that will occur within the organisation with the implementation of new technology. New concerns will emerge regarding motivation, control of operations and services, stress and health issues, displacement, and the ability of employees to adjust and master new skills (23). Since a library's organisation is one of its strengths, the changes may create a lot of problems. Therefore this needs to be anticipated by providing system alternatives which can be chosen according to the needs of the library. Matthews (24) has noted three online system options: 1._a turnkey system or_software package developed_by a vendor or another library. 2. a turnkey system modified or tailored by the vendor or by local staff; 3. an individualized system.
58 He then explained that the more individualized the system, the greater the control that can be exercised over its design, and the less pressure there will be for forced organisational change. By this system, the automated system can be forced to adapt to the organisation. Conversely, he added, the more a library is limited to acquiring a fully packaged turnkey system, the less control can be exercized over its design, and the more pressure will be for forced organisational change. The organisation will have to adapt to the automated system. These three options can be chosen depending on how ready the library's organisation is to accept change. It may be that completely separate factors are more influential, but nevertheles the human consequences must be recognized. The staff's understanding of the changes which may happen as a consequence of implementing automation is very important. This can make them ready if the changes are very big. Rooks stated:(25) Like other groups of employees in our society, not all librarians are prepared or even willing to _ adapt_to_these changes. Most people_1:inc1 change unsettling, but technological change creates special concerns. The transition to a highly automated system in libraries will bring with it a period of rapid and radical change for libraries and librarians.
59 Whether or not a library will change its organisation when implementing an automated system, the important thing that needs to be considered is the staff readiness to face the change. Pollard (26) stated: That librarians would do well to understand more fully and adapt better to the culture of the data processing world to meet library automation challenges more effectively.
3.3.2. Job considerations As it has been proven in many libraries, implementing automation in a library will bring a lot of changes in the kinds of job or at least, the name of the same job may be changed. Not all the staff of a library can accept these changes easily and quickly. They need to be prepared as Rooks (27) stated that: Managers in libraries implementing automation must be prepared to deal with the specific job considerations that will concern their employees. It is a fact that automation will and must change work patterns, and this will eventually lead to changes_in the boundaries and definitions of existing jobs in the library.
Rooks also gives an example (28) that many staff might find that their positions were reclassified, with new
60 titles and totally or partially changed job content. With the introduction of automation, staff will be concerned about the impact on the number of jobs which will remain after the automation is fully implemented.
Isolation Since work with computers is mostly done by using visual display units, staff of a library will have less physical work when managing records or library materials. They will just see them through the data on the computer • screens. This situation will make them find that their work is different. Kriz (29) stated that when a library becomes heavily automated, the physical cues are no longer present or apparent. Information processing is converted from a physical to an abstract process. The employee no longer moves through a physical space and no longer manipulates physical objects containing the information. Instead, the employee uses a keyboard to make the appropriate software system bring information onto a screen. In other words, today's library employee must learn to move through a virtual information space rather than a_physical information space. To a large extent, the employee must build a mental map of that space in order to perform a job. Bergen (30) names this situation as an isolation. Isolation: Reduced opportunities to socialise. Workers may feel "chained to the work station". Ready access
61 to all the data they need from a single terminal remove the need to go to another part of the office or visit to another department.
Fear of technology All the changes in the way of work caused by implementation of an automated system affect most of the librarians' views of automation. Some of them are afraid of these changes, and the cause itself. This system is seen as something frightening. These fears are caused by the lack of knowledge of automation, or as Bergen (31) said that some people are simply afraid of machinery, unwilling to tamper with something they do not understand. Bergen also said that librarians who do not understand about computerised systems will have a feeling that one false move may bring the whole system down, which often arises out of ignorance about computers.
Redundancy Another fear comes from the lack of knowledge of automation is the fear of redundancy. Rooks (32) said in this case, that there will be fear that their jobs will disappear. Employees will not know what kinds of job will be created and whether they will have the necessary skills for those jobs. They will wonder whether their jobs will be merged with some other functions in another department.
62 Furthermore, it was stated that the librarians will be concerned about who they will be working with and who will be their supervisor. They may find themselves in an unknown situation without the familiar support of their supervisor and their colleagues. All of these factors lead to feeling of insecurity, uncertainty, and a decline in motivation (33). These feelings of insecurity and uncertainty are not limited exclusively to library support staff, but also to library professionals as stated by Elaine and Aaron Cohen: Some librarians view the automation of work process as one method that management uses to turn them into mere machine-operators. Their intellectual responsibility has been taken away. They feel isolated from their work and from their co-workers, less valuable, and more easily replaced. Specialized information is no longer their province. Computer can do the work just as well. They feel phased out, discouarged, and hopeless about the future. (34)
Although automation seems to support libraries in providing good services, the effects, both positive or negative, need to be recognised. Kirkland (35) said that library automation can cause dramatic changes in the workplace; new machines and new systems offer unique opportunities that challenge staff and accelerate the pace
63 of everyday interactions. Such change, however fruitful, may also prove stressful as personnel are pulled in several directions; namely, implementing new technology while maintaining normal workloads.
To prepare the library staff, library administrators must respond openly and honestly to their employees' fears of displacement. Options of attrition, lay-offs, retraining, and redeployment must be given careful consideration with as much employee involvement as possible in the planning process. Avoidance of the issue or dishonesty in the response to these fears may be disastrous to the motivation and commitment of staff (36). Rooks gives one method of minimizing or eliminating uncertainty, which is involving the staff in the planning and implementation of the automation project. A joint effort of library managers and staff in planning the introduction of the new technology yields benefits to all parties (37). She also said that staff need to be assured that their interests and concerns are being taken into account before decisions are made (38).
It_is important_~o remember__ tllat automa_t_~on can be used not only to improve a library's efficiency, or levels of service, but additionally, to improve people's jobs and the quality of their working lives (39).
64 3.3.3. Job design Many of the solutions to employee concerns about their jobs can be found through careful job design. In designing jobs for library employees, it is important to notice that an automated system has many divisions which have different tasks, and each of these needs to be considered, as stated by Schauder (40): Library positions have traditionally been organized around functions and tasks. The need to use different sets of computer systems commands and procedures for moving from one module to another, and from one technical services function to another has encouraged this trend.
Furthermore, it was stated that the streamlining of the processes involved in searching of, and in inputting to, the relevant files has resulted in the division of tasks so that staff members become specialist in a particular set of computer commands and one stage of the item's progress (41). It also stated by Bergen (42) that computers require a different, and some say higher, level of skills compared with the manual system. Keyboard skills are an obvious example, but there are the wider issues of way the computer affects the nature of the job which, with today's systems, may mean fitting into a fairly rigid and inflexible pattern of working.
65 staff relationships. However different the tasks are, one important thing that must to be considered is how the design will give job satisfaction to the employees who will work with them. Research held in South Bank has proved that job satisfaction is one of the motivation supports in the staff job (43). Jobs in an automated library have to be designed to maintain both relationships amongst the employees and also with other people from outside the library, especially with users. It is also stated that one of the factors which give motivation to staff is personal contact with users of the library or other members of staff ( "corresponding to the people I know through work, friends, contacts") (44). Moreover, it has been found that those who had entered library work largely for the opportunity it afforded them for friendly contact with people - talking to them, getting to know them and sorting out their problems - felt that automation had made the library a less congenial environment, because it had reduced opportunity for contact with users (45). The use of an automated system should not make employees chained to their work station, but should still allow them to have relationships with others. Bergen (46) stated that in considering the advantages of using computers, it is important not to lose sight of the
66 significance of relationship between library staff and users. Staff who have learned to communicate with computers still need to be as good, if not better, at communicating with people. Rooks (47) has the same idea that in designing· a job, it needs to be considered whether the job provides the opportunity for social interaction with fellow employees. Employees who work in a machine-dependent environment develop a strong need to interact with other people. With careful planning, and a little innovation and creativity, the opportunity for effective job design to adapt to the technological changes brought about by library automation can be a strong, positive influence on the library for many years to come (48).
3.3.4. Ergonomic considerations However modern computers are, the success of the operation still depends on the people who use them. Therefore, every computer should be designed to be adjusted to the human body. Similarly, the space where the people operate them needs to be designed properly. Rooks stated (49): One of the important elements of the new automated environment is space. The nature of the machine, the heat and the noise they generate, and the space they occupy all impinge upon the environment. Making the
67 most effective use of automation requires that space issues be addressed before the problems become acute ••• Without thoughtful analysis and planning for space requirements, any strategy for successful introduction of automation will be hindered.
Another reason why ergonomic considerations must be included when designing a workplace is given by Dyer (50) who stated that library staff are one of the most expensive and complex components of a working library system, and it is therefore, important that they are given an environment which maximizes their abilities to work. This means, in effect, ensuring that the workplace is designed to maximize their comfort, safety and well-being.
Workstation The main aims of designing a workplace or a workstation are so computer operators can work effectively, and can concentrate on their jobs which then may minimize the number of mistakes they make. A member of __ library staff who works uncomfortably tends to make mistakes because he can easily become both tired and bored. Dyer (51) said that the aim of good workstation design is to select and arrange the appropriate components in order to facilitate efficient operation and employee comfort, well-being and safety.
68 When designing workstations, there are some issues which need to be given some attention. One of them is how it will be used, as Dyer stated (52): Before a workstation can be designed, it is necessary to understand how it will be used. This implies the need to study the various functions of the workstation in some detail, a stage known as task analysis. The objective of the task analysis is to ascertain how frequently and for how long a particular task is to be performed. The more often a task or sub-task is performed or the longer it takes, the more consideration needs to be given to exactly how it is performed and to design the works tat ion to maximize comfort and efficiency in its operation.
She also said that there are no rules that can be laid down as to how a particular works tat ion should be organized. This is because libraries vary both in size and the way in which tasks and sub-tasks are allocated. An example given is to show that the size of libraries can result in different ways of allocat_ing tasks. In larger libraries, it is possible that a workstation can be specialized for a particular task, whereas in a smaller library, many different functions will need to be performed by the same person at the same desk, and so a compromise may need to be reached (53).
69 Humidity Humidity is another issue which needs to be given some thought when designing a workstation since a mistake in measuring it can cause many problems for the staff. Dyer gives an example that if the atmosphere is too dry and, especially if it is also too hot, staff may experience dry noses and throats (54). The ways of controlling humidity are varied depending on the characteristic of the weather of the area where a workstation is built. In a country which has a temperate climate like Britain, where the air is relatively dry, libraries use air conditioning systems to increase the humidity, or use humidifiers (55), whereas in tropical countries where the humidity is high, the air conditioning systems are used to reduce the humidity.
Lighting Lighting must be adequate. Proper lighting levels and the elimination of glare are important elements in the proper implementation of a computer workstation. The
. appropriate level of. illumination of .. a computer .termina~ is still controversial, with experts recommending varying standards. The most important thing to do in terms of positioning computer terminals is to reduce the glare on the display screen. Commonly, this can be done by locating them away from windows, or if this is not possible, the
70 window should be shaded. The glare from overhead lighting in a room which uses artificial light, can be reduced by tilting the screens.
Seating Seating is another of the important features of the computer workstation. This differs from the seat designed for operating within a manual system and Corbin (56) specified the appropriate seating: The chair must be adjusted not only to the height of the keyboard, visual display screen, and work documents, but also to the weight distribution and posture requirements of the operator. The seat height should be adjustable so that the thigh of the operator remain at a 90-degree angle to the floor with the feet flat on the floor. The depth of the seat should not exceed 17 inches and the width not less than 16 inches. The back edge of the seat should be approximately three degrees lower than the front edge. In addition, the seat back should be adjustable up and down and should tilt back and forth.
The proper seat is more important when the staff who use computers do not move frequently, unlike staff who work in most manual operations who do more. This is because in an automated system, separated data files can be taken
71 through a single access point, the computer terminals. This makes seating that contributes to good posture, increased comfort, and minimal stress and fatigue an important factor in maintaining performance in an automated environment. From the discussion of the human aspects in implementing an automated system in a library, it can be concluded that staff are the key to the success of automation and need to be given due attention, as Dyer (57) stated: The importance of the human factor must not be under estimated. If people respond badly to automation, the anticipated effectiveness of the system will not be achieved. Poor workstation and job design can result in poor health and can induce, or increase, stress. Poorly designed software interfaces result in underused systems and decreased accuracy. Thus, in order to achieve a successful automated project, attention needs to be paid to human factors.
3.4. Need to prepare for change Since it is known that implementing an automated system in a library will cause many changes in its human aspects, there is a need to prepare library staff for involvement in these changes. This cannot be done automatically, but needs cooperation amongst the staff, supervisors, and managers of the library.
72 3.4.1.Planning Planning is taken as the first step because this is the most fundamental step; the step that everything which will happen depends upon. In planning, every aspect must be addressed, whether the human aspects, systems, or organisational changes. Drabenstott stated (58): An automation project also represents one of the greatest changes a library can undergo. Thus, the planning process - crucial to the success of any automation project - should not only establish a path of making the many decisions inherent in specifying and selecting the most desirable system, but also prepare the library for the system's acceptance and implementation. In short, the planning should facilitate both decision-making and organisational change.
Epstein (59) said that even though an automated system will not solve all of a library's problems, without planning, it may even exacerbate them. Moreover, he stated that it is the library's responsibility to determine which policies and procedures should be altered, how staffing patterns should change, and what priorities should be established. There are some aspects which make libraries' authorities reluctant to make careful planning before they
73 begin to automate their systems. On of these is that planning is time consuming and also expensive, as it was stated by Boss (60), that planning a library automation programme involves a more complex, time consuming, and costly process than any other library activity, except constructing a new building or major addition. However, even though planning is en expensive and time consuming process, the benefits which can be gained by the library are more than the cost of the planning. Boss (61) stated: Planning is time-consuming but usually cost-effective because the time spent in careful planning can reduce the amount of time required for system implementation. Even if several people are heavily involved in planning for number of months, the time committed will be less than that lost if a larger number of persons implement an ill conceived plan.
Commonly, although libraries/ authorities believe that planning is an important step to be taken before _implementing and automated system, they are still reluctant to do it. Matthews (62) stated that librarians frequently hope that automation will "evolve" over time without investment of special planning and study. In some libraries (usually those with many problems), this approach is followed, entailing serious implications. He believes that
74 much preferred approach is to consider the implication before a commitment is made to purchase a particular system (63). This means that libraries' authorities need to think about the impact of an automated system before implementing- it. The problems which result are relatively more difficult to solve than to prevent. When making a plan, a library's authorities need to make a lot of preparations and inventories. Pollard (64) said that the decision to implement an integrated system is a commitment by the entire library organisation to accept inevitable change. When planning a large automation project, library decision-makers need to have a complete inventory of the organisation's readiness for change at both the organisational and behavioural level. The most important factor in making a plan for library automation implementation is to involve every member of staff in the library, as stated by Sykes (65), that one frequently written about means of helping staff to prepare for automation is that of involving them in the choice and design of the system. The argument is that this will lead both to more confident and informed staff and to a better designed system. Lane (66) stressed the importance of this by saying that staff members who have had little or no involvement in the process of evaluating and selecting the equipment to be used will have the greatest difficulty adjusting to the changes in their work routines.
75 Furthermore, she stated (67): It is important for all employees to be involved in orientation programs before the equipment arrives. These sections are critical to giving staff the information they need in order to adapt to the changes ahead. They also play a role in helping staff members feel as though they have some degree of control over the process of change.
3.4.2. Understanding technostress Since the staff are the main ingredients of a successful automated library process, they must be given full attention. They are the people to whom a library relies upon for its success in running its operation and services. Olsgaard (68) stated that one of the strongest components of any automation project has to be a concern with the manner in which staff that will use the system will respond to its implementation. At least one study has estimated that over 85 per cent of all failures in systems implementation can be -attributed to "people problems". The literature would indicate that the most common effects of these people problems tend to be the fear of change, and especially, the fear of computers (69). This fear is called technostress, the fear of technology. This can be a very big problem when a library introduces an automated system.
76 Bergen (70) suggested that in order to get staff to work effectively with the new system, the manager must find ways of overcoming technostress. An obvious step is to find what it is that people are worrying about; the next step is to ascertain which worries are justified.
3.4.3. Training One step that can be taken to overcome this fear of computers is by giving computer training to the staff of a library. Corbin (71) said that every staff member, regardless of their responsibilities or relationship with the automated system, probably should have a basic understanding of computers and automation if they are to work in a library with substantial automation. However, many library still put a training programme as a less important factor in the success of automation. Kriz (72) stated: Staff training is often approached as a short-term process designed to prepare the employee to perform a specific task or to interact with a specific computer application. While this limited view of training is the most economical in the short-term, it has deficiencies in the context of library automation. In particular, it can lead to a fragmented vision of the workplace, and leave employees both ignorant of the nature of the library and the fearful of exploring outside their immediate areas of responsibility. 77 Sometimes the fear does not come from the environment but comes from the staff themselves. One of these is the staff age. Bergen (73) has found that people may fear that they are too old to learn the new skills involved - the "you can't teach an old dog new tricks" attitude - perhaps with justification - that the management holds it. As a result they fear becoming obsolete - particularly older workers and those near retirement. In the same part, he said that the important aspect of staff training is for the career of staff themselves in the future. More tangible benefits to the employee result from the improvement in the job prospects for the trainees. An employee narrowly trained in a specific task often has difficulty getting promoted to a more responsible job either inside or outside the library. In contrast, an employee comfortable in navigating the electronic information environment, and in manipulating the content of that environment, finds many promotion opportunities available (74). Bergen (75) stated that before looking at the process of change, it is worth considering briefly what employee needs the workstation should fill. In the opinion of one theorist. These are: - The employee should know how he/ she fits into the overall system, his/ her own reponsibilities and the role of others;
78 - the employee should be able to predict and plan for the future which requiries a stable and balanced environment; - the need for social interaction, and - the need for control over the environment; self discretion in carrying out responsibilities.
Kriz (76) however, said that the success of the environmental approach to training is dependent on interested and motivated employees. Some benefits must accrue directly to those employees to ensure continued success of the programmes. Certainly, the breadth of training provided in the environmental approach, builds new challenges and brings more recognition to the job. The employee is no longer just a cog in the large wheel of the library, but an agent in controlling a complex environment. Sykes (77) stated that the most important element in automation training is management style. He said that automation will succeed best in an environment where a flexible and participative style of management is practised. He also stated (78) that there are a number of reasons for this. First, such a management style makes for better informal communication between different levels of staff which helps to reduce the element of threat inherent in automation, and promotes the feedback that managers need to make appropriate adjustments to the system. The second,
79 and more important reason is that traditional autocratic management structures often do not cope with change, whether it presents itself in the form of local government restructuring, educational mergers, or automation. In the countries which have strict employee regulations, the management styles are different. They are less flexible than the countries which have more open regulations. Indonesia, for example, has a bureaucratic environment where the employee regulations are relatively strict and the government officers have little choice in deciding the way their own careers will go. The management style which could be used in this environment is authoritarian management. This is suggested by Sykes (79) who stated: Authoritarian management can be a reasonably successful strategy in a rigid, unchanging, bureaucratic environment. An institution managed in this way may not be a very exciting place to work, and job satisfaction may be vary low, but things will still get .done and research has shown that the "manager always knows best" approach may even be comforting to some timid members of staff.
However, it is also stated that security is very fragile, and will soon be undermined by any really substantial change. Automation will displace the familiar
80 round of routines and procedures, and staff whose emotional security is dependent on this familiarity will find the consequent readjustment a traumatic experience (80). This trauma cannot be ignored and the managers have to find a proper style. Participative management is suggested by Sykes (81) who stated: Automation traumas, then will be minimised for all your staff, non-professionals included, if you practice a participative style of management.
In training techniques, Lane (82) suggested two options available to libraries for training staff to use microcomputer equipment and applications. The first is to do the training in-house, using library staff members, or other experienced computer users in the organisation - from the systems or data processing office, for example. The second option is to use an outside training facility, and send some or all staff members to training classes with professional instructors, or for outside instructors to come to the library to run group training sessions. In order to do in-house training effectively, a library must be able to provide two main resources. These are: - staff member with knowledge of the computer systems and software, as well as experience in development and presentation of training materials
81 - the availability of an area in the library that can be set up as a training classroom, complete with working computers This training is very expensive, especially for the library which has inadequate computer equipment and less experienced staff. The outside training, if available, can be cheaper because the libraries do not have to have a complete set of computers. They just send their staff on computer training courses, although this in itself costs time and money. However, before starting this training programme, there is a need to identify and select the computer training, examining the schedules of training classes, evaluating the facilities, and providing the correct staff to be trained. All human aspects have to be given attention when implementing an automated library system to ensure an automated system can be used to help a library run its programs effectively and motivate the staff to work more efficiently. The next chapters are dealing with a survey of a particular library's staff and its users, in order to explore whether they are ready to cope with a new environment when the library automates its systems. A further aim is to find if the theories and experience of automated libraries can be applied.
82 References
1. BOSS, Richard W. The procurement of library automated systems. Library Technology Reports.1990, 26(5), p.633.
2. Ibid.
3. BERGEN, Ceris. Instruments to plague us? - human factors in the Management of library automation. Library Management. 1988, 9(6), p.6. 4. LANE, Elizabeth S. Microcomputer management and maintenance for libraries. 1990, p.19.
5. WOODSWORTH, Anne. Computing centers and libraries as cohorts: exploiting mutual strengths in computing, electronic publishing and information technology: their impact on academic libraries. 1988, p.22.
6. Ibid., pp.22-23.
7. MATTHEWS, J.R. Choosing an automated library system: a planning guide. 1980, pp.1-2.
8. LANE, ref. 4, pp.20-21.
9. Ibid.
10. Ibid.
11. REYNOLDS, Dennis. Library automation: issues and applications. 1985, p.207.
12. ROOKS, Dana C. Motivating today's library staff: a management guide. 1988, p.114.
13. MERCHANT, M.P. and M.M. England. Changing management techniques as libraries automate. Library Trends, 1988, 37(4), pp.467-481.
14. OLSGAARD, John N. The psychological and managerial impact of-automation on libraries~ Library -Trends,- 1989, 37(4), p.488.
15. Ibid.
16. ROOKS, ref. 12, p.115.
83 References (cont.)
17. SCHAUDER, Cherryl. Faster than a speeding bullet: cataloguing educationin the age of computers. International Cataloguing and Bibliographic Control. 1990, 19 (3), p.42.
18. MARTIN, Murray S. Issues in personnel management in academic libraries. 1981, p.44.
19. HOFFMAN, Ellen. Managing automation: a process, not a project. Library Hi-tech. 1988 6 (1), p.S3.
20. BOSS, ref. 1, p.640.
21. Ibid.
22. ROOKS, ref. 12, p.11S.
23. Ibid. , p.116.
24. MATTHEWS, ref. 7, p.16.
2S. ROOKS, ref. 12, p.11S. 26. POLLARD, A.G. Truth in automating: the multi-library experience. J. Drabenstoff, ed. Library Hi-tech. 1989, 7 (3), p.107.
27. ROOK, ref. 12, p.118.
28. Ibid.
29. KRIZ, Harry M. and Z. Kelly Queijo. An environmental approach to library staff training: staff training in the automated library environment, a symposium. Stuart Glogoff, ed. Library Hi-tech. 1989, 7 (4), p.63.
30. BERGEN, ref. 3, p.8.
31. BERGEN, ref. 3, p.8. 32.cc ROOKS, ref. 12, p .118.
33. Ibid. , pp.118-119.
34. COHEN, Elaine and Aaron Cohen. Automation, space management, and productivity: a guide for libraries. 1981, pp.17-18.
84 References (cont.)
35. KIRKLAND, Janice and Linda S. Dobbs. The retreat as a response to change. Library Trends. 1989, 37 (4), p.495. 36. ROOKS, ref. 12, p.119.
37. Ibid.
38. Ibid.
39. Ibid. 40. SCHAUDER, ref. 17, p.42.
41. Ibid.
42. BERGEN, ref. 3, p.19.
43. SYKES, Phil. Automation and non-professional staff: the neglected majority. Library Management. 12 (3), p.11.
44. Ibid.
45. Ibid.
46. BERGEN, ref. 3, p.45.
47. ROOKS, ref. 12, p.121.
48. Ibid.
49. Ibid., p.123.
50. DYER, Hilary with Anne Morris. Human aspects of library automation. 1990, p.75.
51. Ibid., p.133.
52. Ibid.
53. Ibid. -
54. Ibid. , p. 128.
55. Ibid.
56. CORBIN, John B. Managing the library automation project. 1985, p.142.
85 References (cont.)
57. DYER, ref. 51, p.xii.
58. DRABENSTOTT, Jon. Automation planning and organisational change: a function model for developing a systems plan. Library Hi-tech. 1985, 3 (3), p.15.
59. EPSTEIN, S.B. Automating libraries: the major mistakes librarians are likely to make. Jon Drabenstott, ed. Library Hi-tech. 1985, 3 (1), p.96.
60. BOSS, ref. 1, p.633.
61. Ibid. , pp. 633-634.
62. MATTHEWS, ref. 7, p.96.
63. Ibid. 64. POLLARD, ref. 26, p.1 07.
65. SYKES, ref. 44, p.6.
66. LANE, ref. 4, p.88.
67. Ibid.
68. OLSGAARD, ref. 14, p.487.
69. Ibid.
70. BERGEN, ref. 3, p.7.
71. CORBIN, ref. 58, p. 142.
72. KRIZ, ref. 29, p.62.
73. BERGEN, ref. 3, p.8.
74. KRIZ, ref. 29, p.66.
-- 75, BERGEN, reL- 3, p.6.
76. KRIZ, ref. 29, p.66.
77. SYKES, ref. 44, p.7.
78. Ibid.
79. Ibid.
86 References (Cont.)
80. Ibid •.
81. Ibid.
82. LANE, ref. 4, pp.88-92.
87 CHAPTER IV
RESEARCH METHODOLOGY
This part of the project uses an exploratory study to gather information and to ascertain the relevant variables of the subject. Dixon stated that an exploratory study takes a very broad look at the phenomenon under study (1). The study was used to explore in depth some of the human issues which might appear before the UNPAD library can automate its system as discussed in chapter I, and in particular, the objectives listed in sections 1.5.1. and 1.5.2. This research method is discussed below.
4.1. Questionnaire
The research uses questionnaires to collect the data from the UNPAD library staff and the library users and non-users. This is a very common survey methodology in Indonesia because in general, Indonesian people are not used to interviews which question their opinions, except in ··particuhir cases· such-as in job in.terviews cor when -theyare'C interviewed by the press. The author's research experience would suggest that the culture encourages anonymous written answers so that respondents can give their opinions without being indentified.
88 The university population is very accustomed to completing survey questionnaires and a high response rate is typical. Two different questionnaires were used. The first was sent to all library staff and the second to the users and non-users from a sample of the university population. The questionnaire for the library staff (appendix 1) was divided into three main sections. The first section was about their personal identification (e.g. age. status! kinds of job). The second questioned their opinion about the manual system they have been using, their satisfaction in working with it, and problems they have faced whilst using the system. They were questioned to investigate if they are satisfied or not with the manual system they use and whether they think they need another system. Also, it questioned their opinion about computers to find if the staff were disposed to use computers in their jobs or not. The third part questioned their general knowledge of and opinion about automation, to try to examine whether they are ready for the transition or not. The·questionnaire for-the users-and non-users in· the university was also divided into three parts. The first part asked their personal identification (e.g. status and UNPAD,library's membership) and their activities during their visits to the library. The second part examined their
89 problems in finding materials in the library using the existing manual system. These questions were asked to find out if the users are satisfied with the manual system in finding material and whether they like the present services or if they need a new system. The answers are used to examine if the UNPAD library needs to replace the manual system with a new system. The third part asks their opinion about an automated system. The questionnaires were distributed in three weeks, i.e. 18 working days from the middle of May to early June 1991 (From 16th May to 4th June 1991, including Saturdays - see below). The questionnaires were distributed with assistance from staff at the Padjadjaran University (UNPAD) , Indonesia.
4.2. Population
The first population of the research are all the staff of UNPAD Central library. The second population of users are choosen from the following groups: - Final year undergraduate students Lecturers/ postgraduates (1) - Administrative staff who are registered as members of the UNPAD Library. Note: (1) Only lecturers are allowed to register for postgraduate study. 90 The final year undergraduate students were chosen because it was assumed that they use the library more frequently than the first and the second year undergraduate students. Also, these students use wider range of library materials because they have research writing projects in the final year. From the annual report (3) it is known that there were 343,047 users to the UNPAD library in 1990 which were:
1. Students : 309,424 2. Lecturers and administrative staff : 3,104 3. Public : 30,519
343,047
For comparison, the second questionnaire was also sent to a sample of non-users. These are the final year undergraduate students and lecturers who are studying or teaching on the campus located near the library building but who have not visited the library for more than two months before the questionnaires were distributed. They were included to explore their-reasons for not visiting the library.
4.3. Sample The sampling technique used for the UNPAD Library staff was total sampling. There are 46 certifieed staff in the 91 library but only 36 staff who are working related directly to the library matters. All of the staff who are working related to the library were chosen as respondents. Trainee staff were not allowed to answer the questionnaire - these included the 5 mentioned in 2.3.5. who have dBase and Lotus experience. The respondents for the second questionnaire were chosen by using random sampling which means that the sample , was chosen equally. In other words, , every person in the population has the same chance to be a respondent. From the 1990 library report (4) it was found that 61,884 final year students visited the library that year. Based on this figures it was estimated that during the survey period of three weeks ( from the middle of May to early June 1991), at least 170 post-year students would use the library every day which means approximately 3060 students in three weeks or 18 days. This time period was chosen because it was within a cO~ient time scale for the MA/MSc dissertation and fortunately the time for the final year undergraduate students to start doing their final project, when it might
- be assumed-that the frequency of visiting the library was high. A further consideration in choosing the length of the time period was that because of the time constraints of this project, it would have been impractical to survey over a longer period.
92 Since the population was being limited to certain students (i.e. the final year students), the homogeneity was assumed to be fairly high, especially in their reasons for visiting the library, the materials they looked for, and their main activities in the library. Therefore, 10% of the estimated population, ie 306 persons were expected to be fairly representative. The respondents were selected using a systematic random technique. On each of the 18 days, the questionnaires were given to every tenth final year undergraduate student who visited the library. The report (5) also says that there were 3104 lecturers and staff in that year which means approximately 10 persons per day or 180 persons in three weeks. The population of lecturers and administrative staff was not homogeneous, especially their reasons for visiting the library. Therefore, the sample had to be large. A 45% sample of the estimated population was chosen, ie 81 persons. It was large enough to be fairly representative. The non-users were selected in two steps. The first step was by finding all the final year students and lecturers who had not visited the UNPAD Central library since March 1991 ,-This step was done-by a very short interview by the staff providing assistance with this project, with the final year students who were found in the grounds of the central campus to find the last time they visited the UNPAD library.
93 The second step was asking them if they were studying on the centra1 campus near the 1ibrary. The questionnaire was given to thepeop1e who fi11ed the correct criteria. Since the non-users samp1e was used to give more varied respondents, there had to be at 1east one-third of the 1ibrary users samp1e. There were 100 fina1 year students and 25 1ecturers as the respondents. The questionnaires were distributed as fo11ows:
1. Library staff : 36
2. Lecturers and administrative staff (users) : 81
3. Students (users) : 306
4. Students (non-users) : 100
5. Lecturers and administrative staff ( non-users) : 25 ------548
94 REFERENCES
.',
1. DIXON, Beverly R., BOUMA, Gary D., ATKINSON, G.B.J.
A handbook of social science research, 1987, pp. 108
2. I bid
3. UNPAD LIBRARY, Buku petunjuk penqqunaan perpustakaan
pusat Graha Suriaatmadja [guide book of using the Graha
Suriaatmadja library], 1990, pp.6
4. I bid
5. I bid
95 CHAPTER V STAFF SURVEY Evaluation of responses
The 36 questionnaires distributed to the library staff. were all returned and were 100% valid. The processed data will be presented and analysed in in two ways: 1. Descriptive analysis. 2. Statistical analysis.
5.1. Descriptive analysis
5.1.1. Staff profile The age of the staff were varied as can be seen in the table:
Fig.1 AGE OF THE STAFF
No. Age f % a. 17 - 22 years 3 8.33 b. 23 - 28 years 8 22.22 c. 29 - 34 years 6 16.67 d. 35 - 40 years 7 19.45 e. More than 40 years 12 33.33
. -- TOTAL -- -- . 36~1 100.00·1
N: 36
96 5.1.2. Staff status The staff were grouped into three main status groups in the library. There were 6 librarians, 18 assistant librarians and 12 administrators. They were also divided into employment sections: 7 members of staff in the classification section, 5 in the acquisition section, 6 in the reference and information section, 2 in the magazine and documentation section and 12 in the administration section. There are 2 librarians in the reference and information section, 1 in the classification section, 1 in the acquisition section, and 2 in the circulation section
5.1.3. Period of employment in the library The question about how long the library staff have been working in the UNPAD central library was intended to explore how experienced the staff are in their jobs.
Fig. 2 LENGTH OF TIME STAFF WORKING IN THE LIBRARY
Nol Length of time f %
a Less than 5 years 7 19.45 b 5 - 10 years 14 38.89 c 11 - 15 years 3 8.33 d More than 15 years 12 33.33 TOTAL : 36 I 100.00 N : 36 It can be seen from the data that most of the staff .. mightbe expected to_be_experienced in_their jobs_in_ the ___
97 library since they have been working in the library for a long time. Most of the staff were also experienced only in one particular job or section. 58.33% of the staff have never changed or moved to other sections. 13.89% have changed or moved once and only 27.78% of them have changed or moved more than once.
5.1.4. Experience in using computers Before the staff were asked about their experience in using computers, they were asked whether they could type or not. 86.11% of the staff stated that they could type (touchtype) and 13.89% said that they only have a little knowledge in typing. In terms of working with computers, there were only 13.89% of the staff who often use computers in their jobs. 11.11% sometimes used computers, and 75% never used computers. The main reason for this is because the UNPAD central library has only 3 personal computers at present, so some the staff who have attended computer training courses but never use these skills in their present jobs. The computers are used by staff in the administration and magazine and documentation sections. The staff in the latter use them for publications. The 5 staff who use the computers are 3 from the administration and 2 from the _magazine and_documentation_section.__ ...
98 However, there were a lot of staff who had experience of using computers in their previous jobs ( 50% ). Most of the computers used were word processors ( 9 out of 18 or 50%), 15% were computer programmers and 35% did systems analysis. The 18 staff who had used computers are: 5 staff who have worked less than 5 years, 9 staff who have worked 5 - 10 years, 2 staff who have worked 10 - 15 years, and 2 staff who have worked more than 15 years. The staff who have worked 10 or more ( 4 out of 18 ) are also the staff who had worked in other sections. In terms of computer training, 52.78% have received computer training, most of which was either word'processing (63.16%), or 26.31% information retrieval. Surprisingly, there were only 10.50% of people with training that had training in programming and systems analysis. The shortfall between this and total percentages who had worked in this previously could mean that they learned to work on systems analysis by experience or by informal computer training.
5.1.5. Attitudes towards using computers. The data of staff attitudes towards using computers was gained by asking a combination of questions about how the staff feel and their opinions about using computers in their jobs (question 12, 15, 24 and 25 - Appendix 1) which were then categorised into three kinds of attitudes:
_positive,_ negatiye, and undecided. These~at~gories were reached in two steps : 99 1. Each answer to these question was given a numerical value ( a : 3, b : 2, c : 1 ).
2. All the numerical value were added up:
10 - 12 positive 7 - 9 Negative 4 - 6 Undecided
Fig. 3
STAFF ATTITUDES TOWARDS USING COMPUTERS
POGITM: (BB.7:1}
--,The chart shows that most oLthe s~aff helVe p~~i ti ve attitudes towards using computers. Some of them do not believe that computers can support their jobs. The staff who are undecided said that they had no idea about how --·computers-could-affect-their-jobs-.-
100 5.1.6. Working with the manual system
a. Staff workspeed
The question about the staff work speed in finishing their tasks was asked to find how fast they can finish
their tasks using the manual system.
Fig 4.
STAFF WORKSPEED
-41i0
04110
~50
It ~ao f, 250 11. 0 b: III 200 If! :< :> z 150
100
50
0 It>ST VERY SLOW swr WORKSP [[0
From the chart, it can be seen that most of the staff
believe they work quickly using the manual system (83.33%)
and very few staff stated that their workspeed was slow
·-when using-the-manual system (2r78%). SomestafLeven said
101 that they can work very fast using the manual system (13.89%). This is interesting because at present, it has been assumed that the manual system does not enable people to work quickly. One of the reasons that the university wants to introduce automation ( chapter 2 ) is to improve workspeed. In addition, the data about the length of time staff needed for each task shows that most of the staff ( 91.67%) felt that sufficient work time was allocated for them to finish their tasks. 8.33% said that they had too much time for each task ( The UNPAD central library staff work 6 hours per day ). The staff in the administration section who were asked whether they could reach the targeted time for their jobs, said that they could reach the targeted time (always: 33.33%, and often: 66,67%).
b. Satisfaction with the manual system The data of staff satisfaction with the manual system were gained by asking a combination of questions about how they worked with the manual system; how many mistakes they made, how they managed all the materials in their sections, and whether they enjoyed working with the manual system (question 11, 13, 14 - Appendix 1). The data was categorised ( using the same steps as fig.3 ) into: Very __sa_tisfied ,_sati s f ied ,_dissatisfied ,_and verY_Clissa ti sfied_.__
102 Fig. 5 STAFF SATISFACTION WITH THE MANUAL SYSTEM
No I Satisfactory f %
a Very satisfied 1 2.78 b satisfied 11 30.55 c dissatisfied 24 66.67 d Very dissatisfied TOT A L 36 I 100.00 I
N : 36 The table shows that even though the staff could work fast using the manual system, most of them were dissatisfied with the manual system. It is probably fair to say that use of a manual system needs a lot of energy.
5.1.7. Opinions about automation a. Staff knowledge of automation All the UNPAD central library staff know something about library automation. They found the information about it from varied sources. 30.56% said that they first found information from the mass media (magazines, newspapers, television, and radio), 41.67% from special education i.e. training, 19.44% from library visits, and 8.33% by reading ( books, journals, etc.). b. Staff opinions The data of staff opinion about automation in the library was gained by asking a combination of questions
103 about their opinions about it ( question 22, 23, 26, and 27
- Appendix 1). The data was categorised into: Positive,
negative and undecided ( using the steps as fig.3 )
Fig.6
STAFF OPINIONS ABOUT AUTOMATION
HEWN[ (~5.DX)
POGITM: (B!.B~
The large number of positive staff opinions could be
caused by the fact that the manual system is seen as not
. very satisfactoryior their jobs.
If one compares the attitudes of staff towards using
computers generally (fig.3) and what they think of
automation actually being implemented, it is interesting to
note that percentage figures are similar in both cases.
104 The staff were asked about what they thought about an automated system. 29 (80.56%) agreed that an automated system could make their jobs easier and 7 (19.44%) do not know whether an automated system can help them. When they were asked if they agreed that an automated system could make their jobs more efficient, 32 (88.89%) agreed and 4 (11.11%) did not know enough about it to pass judgement. The staff were also asked whether an automated system would affect their present jobs/ position. 20 (55.56%) said that the system will affect their present jobs/ position, 4 (11.11%) said no, and 12 (33.33%) said they did not know. Interestingly, 18 out of 20 said that the system would affect them unfavourably. When the staff were asked whether they would like to move to other sections when automation is applied in the library, 18 out of 36 staff (50%) said that they would prefer to keep their jobs. Those staff were asked to rank the reasons why they would like to keep their present jobs. Most of them chose the statement that they have a lot of experience as the first reason (52.78%), 22.22% said that they are used to working in their sections, 11.11% said that - their-present jobs juit-their abilities,-8.33% said that they like the people they work with, and 5.56% said that they like their current jobs.
105 5.2. Statistical analysis In order to prove the relationship between variables, there is a need to analyse data using statistics. There are three crossed data which will be analysed. They are:
1. The relationship between staff satisfaction with the manual system and their attitudes towards using computers.
2. The relationship between the length of time staff have been working in the library and their attitudes towards using computers.
3. The relationship between the age of staff and their willingness to use computers.
Besides the statistical test using crossed data, there is another test using single data to ascertain whether there is a significant difference amongst the staff in their opinions about automation. For every relationship there is a hypothesis which will then be tested using a certain statistical formula. -Hypothesis 1: The library staff satisfaction with the use of the manual system affects their attitudes towards using computers.
106 This hypothesis needs to be changed to zero hypothesis (HO) as follows: HO: There is no relationship between staff satisfaction with the manual system and attitudes towards using computers. H1: There is a relationship between staff satisfaction with the manual system and attitudes towards using computers. The formula used is a Chi-square test with a one tailed test and a two sample case. The formula is: 2 2 r ( Oij - Eij ) X = Eij i=1 j =1 df= (r - 1) (k - 1)
Oij = Observed no. of cases in ith row of j column.
Eij = Expected no. of cases in ith row of j column. r = number of rows k = number of columns There are two steps to be taken: 1. Make a table relating the frequency of the staff satisfaction with the manual system (fig.5) to the data of their attitudes towards using computers (fig.3).
2. Process the resulting crossed data.
107 step 1 Fig.7
STAFF SATISFACTION WITH THE USE OF THE MANUAL SYSTEM AND ATTITUDES TOWARDS USING COMPUTERS
Nol Staff Staff attitude I TOTAL. satisfaction A B C
f I % I f I % I f I % I f I % a Very satisfied 1 2.78 1 2.78 b Satisfied 7 19.45 3 8.33 1 2.78 11 30.55 c Dissatisfied 13 36.11 8 2.22 3 8.33 24 66.67 d Very dissatisfied
TOTAL 121 158.34 111 130.551 4 111.11 136 1100. I A Positive B Negative C : Undecided
Step 2. The data in the table above is processed using the
formula:
2 ( Oij - Eij )
Eij
Oij Eij Oij Eij Oij Eij
2.78 1 .63 19.45 17.82 8.33 9.33 2.78 3.39 36.11 38.89 2.22 20.36 8.33 7.41
2 X = 24 df = (4 - 1) (3 - 1 ) = 6 2 (, ~ () \ 1-.,' X is significant at 0<. = 0.01 (16.81). Hence 99% certain
108 H1 is correct i.e. there is a relationship between staff satisfaction with the manual system and attitudes towards using computers. In other words, the staff satisfaction with the manual system affects their attitudes towards using computers.
Hypothesis 2: The length of time that staff have been working in the library affects their attitudes towards using computers. H1 There is no relationship between the length of time that staff have been working in the library and their attitudes towards using computers. HO There is a relationship between the length of time that staff have been working in the library and their attitudes towards using computers. The process of testing this hypothesis is following the above process with the same statistical formula.
109 Fig. 8 THE LENGTH OF TIME STAFF EMPLOYED
AND THEIR ATTITUDES TOWARDS USING COMPUTERS
Nol Staff Staff attitude 1 TOTAL· satisfaction A B c
f 1 % 1 f 1 % 1 f 1 % 1 f 1 % a Less than 5 years 6 16.67 1 2.78 7 19.45 b 5 - 10 years 11 30.56 3 8.33 14 38.89 c 11 - 15 years 3 8.33 3 8.33 d More than 15years 4 11 .11 7 19.44 1 2.78 12 33.33 ------TOTAL 121 158.34 111 130.551 4 111.11 136 1100
N 36 A Positive B Negative c Undecided
The processed data is as follows :
Oij Eij Oij Eij Oij Eij
6.67 11 .35 2.78 5.94 30.56 22.77 8.33 11.88 8.33 0.93 11. 11 19.45 19.44 10.18 2.78 37.03
2 X = 112.69 df= (4 - 1) (3 - 1) = 6
2 X is significant at 0<. .. 0.01 (16.81) which means 99% certain H1 is correct i.e. the length of time that staff have been working in the library affects their attitudes towards using computers.
110 Hypothesis 3: The age of staff affects their willingness to use computers. HO There is no relationship between the age of staff and their willingness to use computers. Hl There is a relationship between the age of staff and their willingness to use computers. The crossed data for this hypothesis is as follows: Fig.9
AGE OF STAFF AND WILLINGNESS TO USE COMPUTERS
No Age of I Willingness to use computers I TOTAL staff A B C
I f I % I f I % I f I % I f I % a 17 - 22 years 3 8.33 3 8.33 b 23 - 28 years 8 22.22 8 22.22 c 29 - 34 years 5 13.89 1 2.78 6 16.67 d 35 - 40 years 1 2.78 6 16.67 7 19.45 e More than 40 4 11.1 1 4 11 .11 4 1 1. 1 1 12 33.33 ------TOTAL 121 158.34 111 130.551 4 111.11 136 1100
A Positive B Negative C Undecided The processed data is as follows:
Oij Eij Oij Eij Oij Eij 8.33 4.86 22.22 12.96 13.89 9.72 2.78 5.09 2.78 11 .35 16.67 5.94 11 . 11 19.44 11 .11 10.88 1 1 .11 3.70
111 2 X = 47.12 df = (5 -1) (3 - 1) = 8 2 X is significant at~ = 0.001 (20.09). It means that H1 is correct i.e. the hypothesis" The age of staff affects their willingness to use computers " is accepted.
Hypothesis 4:
HO : There is no significant difference amongst the staff in their opinions about the automated system. H1 There is a significant difference amongst the staff in their opinions about the automated system. The formula used was one sample case and one tailed test.
2 2 ( 0 - E ) X = 2... E df= k - 1 o : Observed data (data of staff opinions about automation)
E Expected data ( total number divided by no. of columns) = 100 : 3 = 33.33 The data and processed data is as follows:
I Opinion I positive Negative I Undecided ------o E 0 El 0 E I Staff I 63.89 I 33.33 I 25 I 33.33 I 11.11 I 33.33 I
112 2 X = 44.91 df= ( k - 1 )
= 3 - 1 = 2
2 X is significant at ~ = 0.01 ( 9.21 ). This means that H1 is correct i.e. 99% certain there is a significant difference amongst the staff in their opinions about automation.
5.3. Conclusions The results of the survey shows that in general, the staff of UN PAD central library have positive opinions about automation. These opinions may result from their dissatisfaction with the manual system. Computers seem to be a familiar form of equipment for the library staff since most of them have either been working or at least, were experienced in using them. Because of this experience, most of the staff have positive opinions about using computers. An interesting fact is that even though the staff have positive opinions about computers and automation, many prefer to move to another job/ section to avoid having to use a computer in their own jobs and half thought that automation would affect th€)unfavourably. The experience of the staff in using computers does not seem make them want to learn more about computers. This indicates a significant
113 difference in how they felt about computerisation as a concept and how they approach automation in practice. It appears, then, that careful staff management will be necessary to overcome this. Most of the staff felt that the time given by the library to finish each task was fairly adequate. It can be assumed from this that most of the staff are very efficient in using the manual system. However, it still needs to be ascertained whether the staff are really working efficiently or the time given to them was too long for each task. The manual system used was seen as unsatisfactory and the staff felt it ought to be replaced with a new system. The statistical test has proved that staff satisfaction strongly affects their attitudes towards using computers. In other words, those staff who are dissatisfied with the use of the manual system are more likely to have positive attitudes towards using computers. Staff who had worked longest with the manual system were more likely to have different attitudes towards using computers. The staff who were more experienced with the manual system tended to have negative attitudes towards computers whereas the staff who had been working a shorter time had more positive attitudes.
114 The willingness of the staff to use computers in their jobs was, in fact, also affected by their age. The young staff were more willing to use computers. None of these had negative opinions. The final statistical test on the subject of staff opinions towards automation has shown that staff opinions are held on the subject, and that these vary quite dramatically, giving another indication of the need for careful management.
115 CHAPTER VI USER SURVEY Evaluation of responses
510 out of 511 questionnaires distributed to the library users and non-users were returned (99.80%). All the returned questionnaires were valid. As was done in the previous chapter, the processed data is presented and analysed in two ways: 1. Descriptive analysis 2. Statistical analysis 6.1. Descriptive analysis 6.1.1 User status The data about the users' (and non users') status are presented in a crossed table which shows a combination of data about their status and their library membership. Fig.10 USER STATUS
No 1 S TAT U S Library membership 1 TOTAL Yes No f 1 % I f % f % ------a. S1{Undergraduate) 312 61.18 I 93 18.23 405 79.41 I b. S2{Postgraduate) 21 4.11 57 11 .18 78 15.29 orl and lecturer c. Staff{administra 27 5.30 - 1 27 5.301 tion officer ) ------," TOTAL : 360 1 70.59 1 1501 29.41 1 510 1100.00
116 The data on the table shows that most of the users are members of the library (70.59%) and all the staff
(administration officer) are members.
It is disturbing to note that most of the users who are postgraduate students and/ or lecturers are not library members ( 57 out of 78 ).
6.1.2. Visits to the library
The questions about repondents' visits to the library were asked to explore how often the users visit to the
UNPAD central library.
FIG. 11
VISITS TO THE LIBRARY
HII 13a
l~a l1a taa ., Ba .,Ili j aa lL D 7a D: III aa ~ j z 5D -411 3a
~a 10 a
DIFFICULT "yt~ DIFFICULT
117 The chart shows that the frequency of users' visits to the library vary. The users who rarely visited the library ( 1 - 2 days a week and less than once a week ) are in the majority ( 71.77% ). None of the respondents never visit the library. This is because every students (including non user students) had to visit the library in their first year as one of the university education programmes, whereas the lecturers have to send their research project results to the library. 1. Reasons for rarely visiting the library The users who are categorised as "rarely visiting the library" ( 1 - 2 days a week and less) were asked why they rarely visited the library ( 366 respondents).
1. Too busy with their studies! work 112 (35.39%) 2. Have enough materials for their studies! work 42 (13.29%) 3. Had difficulties in finding materials needed 183 (57.91%) 4. Did not need the library for their courses! work 28 ( 8.86%) 5. It was difficult to find staff to help 1 ( 0.32%) v It is interesting to note that the largest percentage of this group of repondents quoted difficulty in finding materials as the main reason for infrequent library use.
2. What users do in the library The users were asked what they do most in the library: 1. Just look around 9.41% 2. Borrowed books 10.39% 3. Some reading! research 36.87% 4. Read and borrowed books 43.14% 5. Looked for new materials 0.19% 118 The small number of users who looked for new materials was because the UNPAD library just has a few regular new materials at present. 6.1.3. Material used The users were asked about the kinds of material chosen. This was to explore what kinds of material in the library were used most.
FIG.12 TYPES OF MATERIAL USED
~C~------~------I
~SC
~CC
..ffi 25C ..j 11. 0 2CC ~ III ::< j 15C z
1CC
5C
C OTH[~S
It can be seen from the chart that books were the most common materials chosen by the users (70.39%), 7.06
119 journal, 3.92% abstracts, and 18.63% other materials ( newspapers, magazines, etc.). The small number of journals and abstracts chosen was primarily because the UNPAD central library only receives a small number of both journals and abstracts regularly at present, most of which are national publications.
6.1.4 Techniques to locate materials In order to find out what kinds of techniques were used to locate materials, the users were asked the techniques they mostly used to locate them.
FIG. 13
TECHNIQUES USED TO LOCATE MATERIALS
~2D __------~------~
~DD
lBD .. lBD ..fli HD :> 12D 11. D 11: lDD III ::i :> z BD BD
4!1
2D
D BROHSIHIl .oJJTHOR'S II'ME IKXlI: TITLE SU WECT/tIASS HUMBER RrA!lIHIl UST
TEI:Il HKlU ES USED
120 It is interesting to notice that there was only a small number of users who used reading lists as a technique to locate materials because in fact, most of the lecturers in the university give students lists of suggested reading materials. The users were also asked whether they used catalogue cards when they were looking for materials. Only 8.43% respondents always used them, 20.20% often, 50% seldom and 21.37% never. The users who either always or often used the catalogue cards ( 146 out of 510 ) were asked how satisfied they were with the catalogue cards. 6.47% were very satisfied, were 14.51% satisfied, 45.69% were fairly satisfied while 20% were unsatisfied, and 13.33% not at all satisfied. When the users who either seldom or never used the catalogue cards ( 364 out of 510 ) were asked the reasons why they never used them, 17.03% said that the catalogue cards took too much time to use while 33.51% did not understand how to use them, 55.22% said that it was easier to find materials directly on the shelves, and 34.34% knew what to look for without the catalogue.
6.1.5 Finding materials 1. Speed of finding materials The aim of asking the users about how quickly they could find the materials they needed was to explore how quickly the manual system worked for them. 121 Remarkably, most of the users (67.33%) found that they could find materials quite quickly, and there were 3.99% who even though find materials very quickly. 24.94% found the materials slowly, and 3.74% very slowly. 2. Success in finding items in the library The users were asked how successful they were in finding items in the library. This was to observe how far the manual system was helping them to find the items they needed.
FIG.14 SUCCESS IN FINDING ITEMS IN THE LIBRARY
I No. I Success rate f % a Always 61 11 .96 b Often 157 30.78 c Seldom 238 46.67 d Never 54 10.59 TOTAL I 510 I 100 N : 510
It is interesting to note that almost half of the users could seldom find the items they needed, and there were some users who never found the items. It is thought that there are two main reasons for the difficulties: 1. The book arrangement was often changed or moved by users who do not know where to put the materials back after using them ( see section 4 below). 2. The limited number of copies of books/ materials.
122 These are serious problems which needs to be considered without involving automation because computers will not help either of these problems. 3. The ease in finding materials The users who could find the materials (always and often: 218 out of 510 ) were asked how easy it was to find them.
FIG.15 THE EASE OF FINDING MATERIALS 10411
I~C 12C l1C ., lCC .,ffi BC :> BO u. 0 70 fI: I!! BC ~ :> z 50 -4ll
~O 20 10 0
OIFrlI:lJ LT \ot~ OlrRl:ULT
TH [ [AI;[
The chart shows that most of the users 58.04%) said that it was easy to find materials, 5.10% even found them
123 very easily whereas 35.88% found it was difficult, and 0.89% very difficult. 4. Difficulties in finding materials In order to explore the kinds of difficulties in finding materials in the library, the users were asked the kinds of difficulties they found. 57.65% said that the main difficulty they found was the arrangement of the books which was not clear, 6.27% found that the catalogue cards were difficult to use, 6.47% were not sure how to search, 6.87% found that there was no staff to be asked, 2.35% said that the library does not have the materials required, and 20.39% had other difficulties (had not enough time for searching the materials, not sure of the kinds of material needed, etc.). These are also the problems which cannot be solved by implementing computerised system. The users then, were also asked what steps they took if they found difficulties. 52.55% asked the library staff to help, 17.25% looked for signs/ brochures, 13.53% asked colleagues or friends for help, 7.25% tried to find the materials without any help, and 7.25% tried another time. The data shows that most of the users believed that the library staff are the right people to ask for help. The next question was about what the users did if the books they looked for were not on the shelf. Most of them 124 (51.57%) asked members of the library staff for information whereas 12.35% tried to find them on other shelves, 33.73% ignored the problem and tried to find another related books, and 2.35% gave up and went without. This data also shows that the library staff are believed to be able to help the users to find materials or at least, give information about them.
6.1.6 The speed of the staff in giving information In order to find out how quick the manual system has used by the library staff to support them in providing information, the users who asked the members of the library for information (263 out of 510) were asked how quickly the staff could give them the information they needed.
FIG.16 THE SPEED OF THE STAFF IN GIVING INFORMATION
1 No. 1 Speed f % a Very quickly 14 2.75 b Quite quickly 156 30.59 c Slowly 88 17.25 d Very slowly 5 0.98 e Never ask the staff 247 48.43 TOTAL 1 510 1100 N : 510
Interestingly, 156 out of 263 respondents who asked the library staff(59.32%) found that the staff could give them information quite quickly. There were even some users 125 who said that the staff could give them information very quickly, whereas only five said it was provided very slowly. It can be concluded that the manual system can still help the staff to work relatively quickly ..
6.1.7 Problems in borrowing! returning materials As it was stated by the authorities of both the university and the UNPAD central library, the circulation section is planned to be given the first priority to be automated since it was assumed to be the busiest section which is also facing a lot of problems in the library. In order to ensure whether this section genuinely needs automation, some information about the problems in this section, especially in borrowing! returning materials, is needed. The users were asked if they found any problems in borrowing! returning materials. ( see fig.17 ) It is quite surprising that most of the users (69.41%) did not find any problem, and only 5.29% ( 27 out of 510 ) had a lot of problems. The users who found the problems ( 156 out of 510 ) were asked what kind of problems they were. 3.85% said that the library cards were too thick and were not convenient to be brought, 29.49% said that the system took too much time, 28.84% complained about the limited number of library staff, and 37.82% found other
126 problems ( the opening hours were too short, often forgot to bring the library member cards, etc.) When they were asked whether the problems affected their borrowing materials, 58.97% said yes, and 41.03% said no. FIG.17
PROBLEMS IN BORROWING/ RETURNING MATERIALS
~o,------,
35D
300 ... Ili 25D :>... 11. 0 2DD 11: !H :i :> 150 z
lOO
50
... LOT
HUI.4I [~ or P~O!ILD.4G
6.1.8 Satisfaction with the library services There were three questions about user satisfaction with the library services ( questions 20, 21, and 23 -
127 appendix 2 ). Each answer was given a numerical value (5 for very satisfied and 1 for not at all satisfied). All the numerical values were added up: a. 15 Very satisfied b. 12 - 14 Satisfied c. 9 - 1 1 Fairly satisfied d. 6 - 8 Unsatisfied e. 3 - 5 Not at all satisfied
FIG.18 USER SATISFACTION WITH LIBRARY SERVICES
~~C
~CC
1BC
1BC ... ffi 1411 ...j 12C 1.1. D ~ III 1CC :l! zj BC BC
411
2C
C \I[~ &'ITISrlrO wlsnro J;OJRlV wlsnro u H&'ITImrO IleT AT loll s,l·mmo
usrR WIS~1Oft
128 Most of the users ( 80.98%) were satisfied with the library services. The data shows that the users were relatively satisfied with the manual system used by the library to serve them.
6.1.9. Using computers 1. Experience in using computers In order to observe how experienced the users were in using computers, they were asked if they had any experience in using computers. Most of the users ( 82.16% ) had experience in using computers ( 34.32% a lot of experience, and 47.84% some ), and 17.84% had no experience. The users who were experienced were asked the types of computers they had experience of. 58.23% word-processing, 22.16% programming, 8.04% systems analysis/ design, and 11.57% other programmes (Lotus 123, dBase, statistics, etc.) Word-processing is the most prevalent application computer amongst the users since they need it for typing most of their work, especially the final year students who need to type their final reports ( it is not very common for students in Indonesia to pay typists to type their work ).
2. Attitude towards using computers The users were asked how they would feel about using computers themselves to search the catalogue when the UNPAD library is automated.
129 FIG.19 ATTITUDES TOWARDS USING COMPUTERS
o. nat kn .... {~.7:q Unontl1ulialliia {U:q --"....-r"'l\"~_
The users who were unenthusiastic in using computers were mostly of administration staff who had no experience in using computers. None of the users said they were afraid to use computers.
6.1.10 Opinions about automation 1. Knowledge of automation The question of how much the users know about automated system in a library was include in order to explore the users knowledge of automation. (see fig.20 The users who know a lot about automation were the students of the Department of Library and Information Science where automation is one of the subjects given.
130 FIG.20
USER'S KNOWLEDGE OF AUTOMATION
No Knowledge f % a A lot 91 17.84 b Something 175 34.32 c Nothing 144 47.84 TOTAL 510 I 100.00
It is not surprising that not many users know a lot about automation since this has not been widely published, not even in computer training.
FIG.21 USERS' OPINIONS ABOUT AUTOMATION
POGlTM (D5.D~
131 2. Opinions about automation Users were asked their opinions about whether the UNPAD central library services would improve if it used a computerised catalogue and issue system. (see fig.21) Although the majority claim to be positive, there are a large minority who are negative or undecided, and very great care must be taken not to alienate these users if automated is introduced. The users who have negative opinions might think that the manual system is good enough in providing good services because they found that the manual system could help them to find materials quite quickly, and the library staff can still help them by giving them the required information.
6.2. Statistical analysis 6.2.1. Satisfaction with the library services To substantiate that there is a significant difference amongst the users in their satisfaction with the library services, there is a need for statistical test. The data tested is about user satisfaction with library services ( fig.17 section 5.1.8. ). There is a hypothesis for this statistical test:
11 The difference amongst users in their satisfaction with
the library services is significant 11 This hypothesis needs to be changed to zero hypothesis (HO) as follows:
132 HO There is no significant difference in user satisfaction with the library services.
H1 There is a significant difference in user satisfaction with the library services.
The formula used is a Chi-square test with a one tailed test and a two sample case. The formula is
2 2 ( 0 E ) X = ------< E
df = ( k - 1 ) k = No. of columns o Observed data ( data of user satisfaction with the library services ) E Expected data ( total number divided by no. of columns)
The processed data is as follows:
Very ! Satisfied ! Fairly !Unsatisfied! Not at all ! ! satisfied satisfied satisfied o E o E o E o E o E
121.961 2 0 139.80120 119.22120 113.73120 15.29120
2 X = 50.3 df = 5 - 1 = 4
2 X is significant at D' = 0.01 (13.28) hence H1 is correct i.e. 99% certain that there is a significant difference in
133 user satisfaction with the library services. This means that the hypothesis is accepted.
6.2.2. Effect of user satisfaction to the frequency of visiting to the library The statistical test will be used to ascertain that the frequency of users visiting to the library is affected by user satisfaction with the library services. There is a hypothesis for this relationship which will then be tested using a formula. The hypothesis is " The user satisfaction with the library services affects their frequency of visiting to the library." This hypothesis will be changed into zero hypothesis HO : There is no relationship between user satisfaction with the frequency of visiting the library. H1 There is a relationship between user satisfaction with the frequency of visiting the library. The formula used is a Chi-square test with a one tailed test and two sample case. The formula is 2 2 r k ( Oij - Eij ) X ------~ ~ Eij i=1 j=1 df= (r - 1 ) (k - 1 ) Oij = Observed no. of cases in ith row of j column Eij = Expected no. of cases in ith row of j column r = number of rows k = number of columns 134 There are two steps to be taken:
1. Make a table relating the frequency of the users
visiting to the library (fig.10) to the data of their
satisfaction with the library services (fig.18).
2. Process the resulting crossed data.
step 1:
Fig. 22
USER SATISFACTION AND THE FREQUENCY OF
VISITING THE LIBRARY
Noluser Visiting the library 1 Total satis faction A B C D
fl % 1 f 1 % 1 f 1 % 1 f 1 % 1 f 1 % Very satisfied 3 0.59 92 18.04 17 3.33 112 21.26 Satisfied 9 1. 76 32 6.27 141 27.65 21 4.12 203 39.80 Fairly satisfied 8 1.57 22 4.31 68 13.33 98 19.22 Dis- satisfied 15 2.94 55 10.79 70 5.29 Not at all satisfied 8 1 .57 19 3.72 27 5.29 ------TOTAL 1121 2.351132125.551203139.801163131.9615101100
Step 2: The data in the table above is processed using the
formula:
( Oij - Eij ) Eij
135 Oij I Eij I Oij I Eij I Oij I Eij I Oij I Eij I 0.59 0.52 18.04 5.68 3.33 8.74 1. 76 0.93 6.27 10.30 27.65 15.18 4.12 12.71 1 .57 4.97 4.31 7.65 13.33 6.14 2.94 5.46 10.79 4.39 1 .57 2.10 3.72 1.69
2 X = 98.36 df= (4 - 1) (5 - 1)
= 12
2 X is significant a~ 0.01 (26.22). Hence, H1 is correct
i.e. 99% certain that the user satisfaction with the
library services is related to the frequency of their visits to the library. This means that the user satisfaction affects the frequency of users visiting to the
library.
6.3. Discussion
The result of the survey shows that there is still a
small number of users who visit the library with inadequate
frequency. The main reason is because the library itself
does not provide the materials required.
In spite of the low frequency of visits to the library,
those who do use the library seem to do so efficiently
as a place for reading, research, and borrowing books. This
shows that the UN PAD central library is a convenient place
136 for study which is the aim of both the university and the library authorities. Although books were still the main source of information used, some users tried to take advantage of other information sources such as, journals, abstracts, and others. This is inevitably limited by availability of these materials The catalogue cards, even though they were explained to the users as helpful sources of information to locate materials needed, are still not very popular amongst them since most of the users preferred to find the materials they needed by looking on the shelves directly. The reasons for not using catalogue cards were acceptable since over two third of users claim to be able to find materials quite quickly without them. The arrangement of the books in the library was blamed as the cause of the low rate of success in finding materials and the staff maybe assumed to be responsible for this problem. The staff are the main recourse for help to solve the problems, and they could provide it by giving information to the users relatively quickly. This means that the manual system can still be used with some satisfaction to locate items. The difficulty of finding materials caused by the book arrangement on the shelves which often changed or moved by users, and the limited number of materials are the problems
137 which need to be consider before implementing an automated system. These problems cannot be solved by implementing computerisation but only can solved manually by the staff. It is interesting to note that the manual system used by the library has not caused too many problems to the users in terms of borrowing/ returning materials. However, there are some problems which need to be solved as they are related directly to the system used such as, the library member cards, the system itself, and the limited number of the staff. These are problems that can and should be investigated independent of automation. Although the problems did not prevent most of the users from borrowing books, the high number of users who found that the problems did adversely affect their borrowing means that these need to be addressed. There was a wide variety of answers when the students were asked about whether they were satisfied with the manual system. While the majority were very satisfied or satisfied, a significant minority were dissatisfied. This may reflect a genuine feeling that the system is adequate on the part of majority, or it may be that the minority were more knowledgeable of alternative systems and therefore question the effectiveness the manual system more. As most students have no real knowledge of alternative systems, they are unlikely to be critical
138 unless they have had serious difficulty in finding their required materials. The idea of computers as useful equipment for providing information is widely recognised which makes them very popular, and has increased the number of people who are experienced with them. This has caused the positive feeling of many users in using computers to help them to search a catalogue and issue systems. The experience of using computers seems to have affected their positive opinions about automation in a library, even though they had little knowledge of automation. This could be caused by the knowledge that automation is related strongly with computers. Improved services are obviously needed since it was proved that the users' frequency of visiting to the library is affected by their satisfaction with the library services. This means that the frequency of visiting the library can be increased if the UNPAD central library can provide good services. However, some of the major problems faced by users cannot be solved by introducing automation. These are questions that should be addressed whether or not computers are introduced. Conversely it should not be assumed that automation itself will solve all the problems faced by library users.
139 CHAPTER VII
CLOSURE
7.1. Conclusions
This dissertation set out to explore the problems of library systems imPlementation,8those of human aspects in particular. To achieve this objective, the UNPAD Central library at the Padjadjaran University in Indonesia was used as the subject of the research. There were three groups surveyed using questionnaires; the library staff, the users and non-users. The questionnaires were used in order to find their problems with the manual system used in the library at present, and their readiness to have an automated system in the library.
The first survey done on the library staff was to find the kinds of problem they face when working with the manual system, their opinions about computerisation, and whether or not they are ready to find a new situation when the
UNPAD Central library automates its operation systems. The second survey done on the users and non-users was to find their problems with the manual system when they were looking for materials they needed, their satisfaction with the services, and their opinions about automation.
The background of the country shows that a library is an important part in supporting government education
140 programmes. It is one of the major information sources which supports the younger generation during their studies.
Therefore, libraries need to be given priority in improving their services to their users. However, the strict government employee regulations often make government employees think carefully when accepting a new kind of system in their work environments, because the fear of redundancy. This has created difficulties when the government is going to implement a new system in a library in order to improve its services.
The situation of Padjadjaran University and its central library revealed that the number of staff in the library is too small compared to the number of materials which need to be arranged, and also the number of users, especially in peak months. The manual system seems to be ineffective in supporting the staff to give good services.
There were many mistakes made in every section, and the slow workrate has created a large backlog. This system needs to be replaced with a new system which can help the staff can work more effectively.
The university and the library's authorities have noticed this situation and have decided to implement an automated system in the library to improve its services, especially in the areas which relates directly to the users. The first priority is given to the circulation section since it was found that this is the busiest section
141 and provides services directly to the users. The next priority is for the cataloguing section and acquisitions.
The library's authorities have prepared for this project by sending some staff for computer training ( dBase and Lotus
123 ), and buying some computers. These priorities, however, have been questioned since it has become quite clear that cataloguing should be given priority for automation. Moreover, there are some other major issues which need to be considered by the university and the library's authorities before they implement an automated system.
The literature survey shows that automation is an expensive project which needs to be studied carefully before it is applied. There must be good reasons why an automated system needs to be implemented in a library.
Automation has been proven to give many advantages to the library, both to lessen repetitive and routine work, and also to improve services through expanded service areas.
Automation is also believed to support libraries in increasing processing efficiency, saving money and containing costs, improving administrative and management information, as an effective response to a breakdown of the manual system, and a useful tool in helping to share resources with other bodies. The review also shows that since the library staff are the people who make an automated system either a success or a failure, they need
142 to be given full attention before a library automates its operation systems. It is very often the case that the human side is overlooked and it is forgotten that it is people who make up the organisation and make it function successfully or cause to fail.
Automation has been assumed to cause changes in the organisation of a library, particularly in how information flows from one section of a library to another which then affects the structure of the organisation and staff relationships. These changes create problems in job considerations such as feelings of isolation, and fear of redundancy. Careful job design is known to be one of the solutions in helping staff to cope with these changes.
Designing should be done in such a way as to allow the staff to maintain relationships with fellow workmates and with other people from outside the library, especially with users. Ergonomic considerations is a way to make staff able to work more effectively with computers. These include humidity, lighting, and seating in works tat ions where they operate computer equipment.
The managers of a library are asked to prepare the staff to cope with the changes which may appear when automation is implemented. This can be done in two steps.
Firstly, by planning well, because this is seen to be the most fundamental step; the step on which everything that will happen depends. Even though this is an expensive and
143 time-consuming process, good planning is usually cost-effective. It is suggested that all the staff of a library should be involved in the planning process to make them familiar with the system once it is implemented.
Second step is to train the staff to enable them them to operate computer equipment. The success of a training depends on factors such as, management style, and staff motivation. Training can be held using two techniques:
In-house training, using library's own library computer facilities, and outside training, using other training facilities by sending some or all staff members to training classes.
The results of the research are divided into two parts. The first part is the staff survey, and the second is the user survey. The following conclusions are drawn from the results.
7.1.1. Library staff
All the library staff who work directly with the library services were chosen as respondents. The survey of staff ages shows that on average, the staff are categorised as young, and most of them have been working in the library for .a relatively short time but can be expected to have enough experience of their particular job because they have only worked in that job or section since they joined the library staff.
144 Experience with computers Because there were very few computers available to the staff in the UNPAD central library, the majority of staff had little or 'no experience in working with computers. Those/ who had, had worked in the administration, magazine, and documentation sections. However, just over half had received some computer training, mostly in word processing or information retrieval.
Efficiency and satisfaction with the manual system While one of the reasons that the university has put forward for automation is the inability of the staff to work efficiently with the manual system, the survey shows that most staff believe their workspeed is adequate or good. However, most of them were not particularly satisfied with the manual system because it was too physically exhausting.
Attitudes towards working with computers Despite the fact that most staff had positive attitudes towards using computers, a sizeable minority did not believe the computers could help them do their jobs. When asked about their attitude towards automation in particular, most library staff felt that it could make their jobs more efficien~However, about half the workforce felt that while this was the case, automation
145 would affect them unfavourably in other ways. One of the major adverse effects was because the staff were afraid they would have to move to another section which most were reluctant to do. statistical analysis statistics were used to analyse the data. There were four main hypotheses which were all proved positive. These were to find the relationship between staff satisfaction with the manual system and their attitudes towards using computers; the relationship between the length of time staff have been working in the library and their attitudes towards using computers; the relationship between the age of staff and their willingness to use computers; and a test to find whether there was a significant difference amongst the staff in their opinions about the automated system.
7.1.2. Library users The respondents of the library users are a combination of users and non-users. They are: administrative staff, lecturers (and postgraduate students), and final year students.
,
146 Visits to the library The survey of respondents' visits to the library shows that most of them rarely visited the library, and the major reasons for this are: - difficulty in finding materials - too busy with studies/ work - have enough materials Reading and borrowing books are what respondents do most in the library, and books are the most common materials chosen, whereas other materials such as, journals, abstracts, and others, were chosen by only a few of them.
Finding materials Most of respondents used browsing techniques to locate materials, followed by book titles, and other techniques. Interestingly, it was found that reading lists given by lecturers were rarely used by the student respondents. The catalogue cards were not very popular amongst the respondents. Only a few of them used the cards. Most of them thought that is was easier to find materials directly on the shelves, where the others found that the cards took too much time to use, some knew what to look for without the cards, and some did not know how to use them. However, without the cards respondents could still find the materials quite quickly
147 The book arrangement and the limited number of books was blamed as the cause for difficulty in finding materials by most respondents. These were found to be the problems which cannot be solved by implementing automation since computers cannot either arrange books on the shelves, or provide the increased numbers of books needed. The library staff are believed to be responsible for helping respondents to find materials they need. Surprisingly, the speed of the staff in giving information was relatively high.
Satisfaction with the library services Since there was not any comparison with a more efficient library services, the respondents found that the services offered by the library were satisfactory, and they had not found any problem in borrowing and returning books.
Opinions about computers and automated systems The results show that most'respondents are familiar with computers, and on the whole they felt they had enough experience in using them. Word processing is the most prevalent application, followed by other programmes such as, Lotus 123, dBase, and statistics. The familiarity with computers resulted in the respondents' positive attitudes towards using computers. It also meant they had positive
148 opinions about automation. However, the number of respondents who had negative opinions needs to be given attention in order to help them appreciate the positive side of automation when it is applied in the library. statistical analysis Statistical tests were also used in this survey.There were two major hypotheses which were proved positive. These were to find the relationships between respondents satisfaction with the library services and the frequency of visiting to the library; and a test to find whether there was a significant difference amongst the respondents in their satisfaction with the library services.
7.2. Recommendations 7.2.1. Planning Planning should be taken as the first step before the UNPAD central library authorities begin to implement an automated system for its operations. In this planning stage all staff should be involved or, at least, be informed completely about what the authorities are going to do with the library and what kinds of effects these changes on the staff. As part of the planning process, there must be some surveys or feasibility studies of the conditions in UNPAD central library. These ye'include:
149 - number of materials in the library
- physical condition of the building
- electricity supply
- computers vendors
- possibilities of cooperation with computer
departments in the university
There is a clear order in the way in which a new automation system should be planned:
1. Identify the needs, either general ( e.g. 'to improve
access to financial information') or specific ( e.g.
to provide an online library catalogue).
2. Choose the most appropriate software first, then
choose the hardware to run on it.
3. Decide on the best method of implementation. There is
usually more than one way to introduce a new system,
and the choice can make a different to success.
7.2.2. Choosing the systems
In order to have a proper system for the library operation system, there must be a special study of the system which can be use, adjusted to the results of the survey and feasibility studies.
There are five steps to be taken before deciding to choose a system:
1. Specification of requirement.
2. Initial gathering of information on possibilities.
150 3. Construct a short-list of alternatives. 4. Choose between them. 5. Explain/ justify the decision As some senior librarians are very experienced since they have been working in the library for a long time, but are not willing to work directly with an automated system, it is worth giving consideration to a half automated system. This means that these librarians could work as supervisors in managing, editing, and selecting data, whereas the junior librarian could put it on the computers.
7.2.3. Staff training Both the operators, that is the people who were going to enter the data, generate the reports, and generally maintain the system, and the end-users of the system require training. The training can be done in two ways: 1. In-house training. This can be done by using computer facilities in UNPAD Computer centre, with some help from its computer instructors. Because this is a cheap methods, there can be more staff included in the training. 2. Outside training. This can be done by sending some staff to computer training courses which are available in many places around the university. This is an expensive methods but gives more choice than the training in the UNPAD Computer centre. 151 Bibliography
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155 APPENDIX 1 Loughborough University Of Technology, 1991 Library Staff Survey HUMAN FACTORS IN THE APPLICATION OF AN AUTOMATED SYSTEM I am conducting a survey for my theses on human factors in the application of an automated system at UNPAD library. Your cooperation and participation in completing this questionnaire will help in assessing the impact of automation on library staff. Instruction Please circle the letter code next to the most appropriate answer.
1. Your age is a. 17 - 22 b. 23 - 28 c. 29 - 34 d. 35 - 40 e. More than 40
2. Your status is a. Librarian b. Assistant c. Administrator
3. In what section do you work? a. Classification section b. Acquisition section c. Reference and information section d. Magazine and documentation section e. Circulation section f. Administration section 4. How long have you been working in the library ? a. Less than 5 years b. 5 - 10 years c. 11 - 15 years d. More than 15 years
5. Have you ever changed/ moved section? a. Yes - once b. Yes - more than once c. No
156 6. Can you type? a. Yes - touchtype b. Yes - a little c. No 7. Do you always reach the targeted time to finish each task? (Only for the administration section) a. Always b. Often c. Seldom d. Never 8. What do you think of your work speed? a. Very fast b. Fast c. Slow d. Very slow 9. Is the time enough for you to finish your daily work? a. Too long b. About right c. Too short
10. Do you work with computers? a. Often b. Sometimes c. Never
11. Do you make any mistakes when working with the manual system? a. A lot b. Some c. None at all
12. Do you think you could work more quickly using a computer ? a. Yes b. No c. Do not know 13. Do you enjoy working with the manual system? a. Yes b. Quite c. No 14. Do you find that you can manage all the materials in your section easily using the manual system? a. Yes - always b. Yes - mostly c. Sometimes
157 15. Do you think you could do your job better using a computer ? a. Yes b. No c. Don't know 16.· ...... If yes, why? . · ...... · ...... 17. Have you worked with computers in a previous job or function? a. Yes b. No
18. If you have worked with computers, What type are they? (circle as many as necessary) a. Word processing b. Programming c. Other office automation d. System analysis/ design · ...... e. Other (please specify) ...... ••.•••......
19. Have you had any computer training or courses? a. Yes b. No 20. If yes, what use have you made of computers? a. Library house keeping b. Information retrieval c. Word processing d. Other office automation e. Programming/ system analysis f. Other.
21. Have you any knowledge about automated systems in libraries ? ( circle as many as necessary )
a. Yes, from mass media (magazines, newspapers, TV, radio) b. Yes, from special education (courses, lectures, seminars, etc. ) c. Yes, from library visit d. Yes, from reading (books, proceedings, etc. ) e. No.
158 22. Do you think that an automated system could make your job easier ? a. Yes b. No c. Don't know
23. Do you think that an automated system could make your job more efficient ? a. Yes b. No c. Don't know
24. Would you like to use a computer in your work? a. Yes b. No c. Depends (please give brief details) •....•.••...••...... 25. Which of the following most closely matches your feelings about using computers in your work ? a. Enthusiastic b. Unsure what to expect c. Unenthusiastic d. Afraid
26. Do you think that an automated system would affect your present job/position? a. Yes b. No c. Don't know
27. If yes, dou you think it would affect you: a. favourably? b. unfavourably?
28. If you had to learn to use a computer to do your work, would you prefer to be moved to another section/job? a. Yes b. No
159 29. If you would like to keep your present job if computers are brought in, it is because: (please rank these statements 1: high; 7: low) ( ) I have a lot of experience in the job ( ) I am used to working in this section ( ) The job is good for my career ( ) I do not want to learn a new job ( ) The job fits in with my ability ( ) I like my current job ( ) I like the people I work with ( ) I would like to learn to use computer
Thank you for your participation
160 APPENDIX 2 Loughborough University Of Technology 1991 User survey HUMAN FACTORS IN THE APPLICATION OF AN AUTOMATED SYSTEM I am conducting a survey for my theses on human factors in the application of an automated system at the UNPAD library. Your cooperation and participation in completing this questionnaire will help in assessing the impact of automation an library users. Instruction: Please circle the letter code next to the most appropriate answer. 1. User status: a. S1 (Undergraduate) b. S2 (Post graduate) or/and lecturer c. Staff (administration officer) 2. Are you a member of UNPAD library? a. Yes b. No 3. How often do you go to the library? a. Daily b. 3 - 4 days a week c. 1 - 2 days a week d. Less than once a week e. Never 4. If you answered (d) or (e), what is the main reason why you rarely visit the library? a. I·am too busy with my study/ job b. I already have enough reading materials of my own c. It is difficult to find materials needed in the library. d. I do not need library materials for my course/ work e. It is hard to ask the staff for help f. Other ( please specify) ......
161 5. What do you do mostly in the library?
a. Just looking around b. Borrow books c. Do some reading/research d. Read and borrow books e. Look for new materials f...... None of these (please specify)
6. What sorts of library material do you use mostly?
a. Books· b. Journals c. Abstracts d. Others 7. What technique do you use most to locate the materials you need?
a. Browsing b. Author's name c. Book title d. Subject/class number e. Reading list
8. Do you use the catalog cards ?
a. Always b. Often c. Seldom d. Never 9. If you have never used them, what is the main reason?
a. They take too much time b. I do not understand how to use them c. It is easier to find material directly on the shelves d. I know what I am looking for without the catalog
10. If you use the catalog cards, how quickly can you find details about the items you need ?
a. Very quickly b. Quite quickly c. Slowly d. Very slowly
162 11. Can you find most of the items you want in the catalog ? a. Always b. Often c. Seldom d. Never 12. When you last had difficulty in finding Library materials, was it because : ( circle as may as necessary ) a. The catalog cards are difficult to use b. You are not sure how to search c. The arrangement of the book on the shelves is unclear d. No staff to be asked e. Library does not have the materials you require. f. Other ( please specify)
g. Never have difficulty. 13. When you do find the materials, how easy is it? a. Very easy b. Easy c. Difficult d. Very difficult 14. If you have experienced difficulty finding materials or information in the library, which of the following steps do you take? (circle as many as necessary) a. Ask a library staff member to help b. Look for sign/ brochure which explains how to use the library c. Ask a colleague or friend for help d. Try to find them without any help e. Try another time f. Other (please specify) ......
g. Never have difficulty 15. What do you do if you find that the book you are looking for is not on the shelf ? a. Ask a member of the library staff b. Try to find it on the other shelves c. Ignore it and try to find another related book d. Ignore it and go without .
163 16. If you ask the staff for help, how quickly can they give you information about the book ? a. Very quickly b. Quite quickly c. Slowly d. Very slowly e. Never ask staff
17. Have you found any problems in borrowing/returning books from the library ?
a. A lot b. Some c. None
18. If you have found problems, what sorts of problem are they ?
a. The library card is too thick and not easy to bring b. The system takes me too much time c. Limited number of staff in the issue desk d. Others· ...... (please specify) . · ...... · ...... 19. Do the problems affect your borrowing of books? ( e.g. Reducing the number of books borrowed) a. Yes b. No
20. How satisfied are you with the library services in general ? (circle one) Not at all satisfied Very satisfied 1. 2. 3. 4. 5.
21. How satisfied are you with the borrowing/returning system (circle one)
Not at all satisfied Very satisfied 1. 2. 3. 4. 5. 22. How satisfied are you with the catalog card system? (if you use them - circle one)
Not at all satisfied Very satisfied 1. 2. 3. 4. 5.
164 23. How satisfied are you in finding materials? (circle one) Not at all satisfied Very satisfied
1 . 2. 3. 4. 5. 24. Have you any experience using computers?
a.· A lot b. Some c. None 25. If you have experience, What type is it ( circle as many as necessary)
a. Word processing b. Programming c. Other office automation d. Systems analysis/ design e. Other (please specify) ...... 26. Do you know anything about automated systems ( computerisation ) in a library ?
a. A lot b. Something c. Nothing 27. If UNPAD library starts to use a computerised catalogue and issue system, do you think these service will improve ?
a. Yes b. No c. Do not know
28. How would you feel about using computer yourself to search the catalog?
a. Enthusiastic b. Unenthusiastic c. Afraid d. Do not know
Thank you for your participation.
165