ABSTRACT
Motivating staff is therefore a complex and delicate business. The need for consultation, feedback on one's performance–positive as well as negative–and acknowledgement of one's contribution to the library's goals are expressed in all surveys of job satisfaction in library and information work. The organic model derives from the human relations school of motivation. Behind its assumptions about human nature in the workplace lies the Maslowian hierarchy of needs, with its emphasis on social needs, needs for esteem and recognition, and the need to fulfil one's potential. Some theorists in motivation have evolved more complex models to explain people's behaviour and aspirations at work than the scientific or human relations schools provide. Ultimate satisfaction and the ultimate effectiveness of the organization depends only in part on the nature of the motivation. Libraries, despite their homogeneity, differ considerably with regard to their organizational history, leadership climate, and even goals and objectives.
