ABSTRACT
Since Reference is a labor intensive activity it logically follows that many of the complications and considerations involved in the operation of a reference department are personnel issues. The number of possible combinations and permutations of these problems is quite large. Therefore, any compilation of articles about personnel in reference services will include a broad range of topics and when the collection is complete, there will always be the feeling that something is missing. Personnel matters are also among those most easily critiqued, second guessed and opposed by those not directly responsible for the decision. Very often, the perceived “correct” way to handle a major library problem as determined by consensus on the gossip network, involves a change in personnel matters. Just as often problems in libraries from poor morale to excessive absenteeism, to low productivity and turnover evolve from a combination of factors, the major one being poor personnel skills on the part of management. These skills or lack thereof become glaring during periods of austerity when every operation must be carefully scrutinized. Reduced staffing levels, added responsibilities without added rewards, and the pressures of trying to do more of the same with fewer resources highlight both the weak manager and the weak staff member. A cycle of negatives can ensue and the result will be a decrease in support from those who constitute the library community. One of the most difficult parts of administration is to take unpleasant or unpopular action, and often this type of action will involve a personnel issue. If the action must be implemented when the library is being managed by people with poor personnel skills, the negative situation is amplified. In addition, there is no single formula for successful personnel administration; what works in one library will fail abysmally in another. What works with one person, for that matter, will fail when attempted with another. All of the problems and misunderstandings can easily be exacerbated when the manager adopts a style or technique or practice which he or she is not only ill suited to implement but also does not believe to be a good and effective procedure. When there are problems on the front line, the primary point where staff and the library users interact, it will not be long before they spread and the entire library is in the quagmire.
