University of Ghana http://ugspace.ug.edu.gh UNIVERSITY OF GHANA DEPARTMENT OF INFORMATION STUDIES ORGANIZATIONAL CULTURE IN ACADEMIC LIBRARIES IN GHANA BY VIVIAN AMPONSAH (10550656) THIS THESIS IS SUBMITTED TO THE UNIVERSITY OF GHANA, LEGON IN PARTIAL FULFILMENT OF THE REQUIREMENT FOR THE AWARD OF MPHIL INFORMATION STUDIES DEGREE. MAY, 2018 University of Ghana http://ugspace.ug.edu.gh DECLARATION I, hereby declare that except for references to other people’s work, which I have duly acknowledged, this thesis is the result of my own research work, and that it has neither in part nor wholly been presented elsewhere for another degree. SIGN.…...……………………........... DATE…………………… VIVIAN AMPONSAH (STUDENT) SIGN………………………………. DATE…………………… PROFESSOR E.E.BADU (PRINCIPAL SUPERVISOR) SIGN……………………………… DATE…………………… DR. EBENEZER ANKRAH (CO-SUPERVISOR) i University of Ghana http://ugspace.ug.edu.gh DEDICATION This thesis is dedicated to Uncle Kofi Otu Esson for his immeasurable support in my life. I cannot thank him enough. God richly bless you Uncle, I am always grateful. ii University of Ghana http://ugspace.ug.edu.gh ACKNOWLEDGEMENTS I thank God for granting me the opportunity to pursue this degree. I couldn’t have come far without the strength bestowed on me through His grace. My special thanks also go to my supervisors, Prof. E. E. Badu and Dr. Ebenezer Ankrah for their constructive guidance, patience and invaluable contributions in this work. Again, my special thanks go to Mr. Emmanuel Owusu Afriyie, my husband, for his love and support throughout this programme. To my lovely, adorable and gentle sons, Kwaku Otu Afriyie and Yaw Oti Afriyie, you comported yourselves throughout this programme, much love to you. I cannot end my acknowledgements without mentioning and appreciating my parents and siblings for their immense support. May the good Lord bless you. iii University of Ghana http://ugspace.ug.edu.gh TABLE OF CONTENTS DECLARATION………………………………………………………………………………i DEDICATION………………………………………………………………………………...ii ACKNOWLEDGEMENT……………………………………………………………………iii TABLE OF CONTENT………………………………………………………………………iv LIST OF TABLES…………………………………………………………………………….x ABSTRACT………………………………………………………………………………….xii CHAPTER ONE……………………………………………………………………………….1 INTRODUCTION……………………………………………………………………………..1 1.1 Background to the study…………………………………………………………………...1 1.2 Problem statement…………………………………………………………………………7 1.3 Purpose of the study……………………………………………………………………….9 1.4 Objectives of the study……………………………………………………………………10 1.5 Research questions………………………………………………………………………..10 1.6 Scope of the study………………………………………………………………………...11 1.7 Theoretical framework……………………………………………………………………11 1.8 Significance of the study………………………………………………………………….14 1.9 Organization of study……………………………………………………………………..15 References…………………………………………………………………………………….16 iv University of Ghana http://ugspace.ug.edu.gh CHAPTER TWO……………………………………………………………………………..18 LITERATURE REVIEW…………………………………………………………………….19 2.1 Introduction……………………………………………………………………………....19 2.2 The concept of organizational culture…………………………………………………....19 2.2.1 Elements of organizational culture……………………………………………………..21 2.2.2. Library as an organization……………………………………………………………..26 2.3 The influence of organizational culture on performance…………………………………28 2.4 The role of academic libraries in information provision………………………………....30 2.5 Effect of organizational culture on information provision in academic libraries…………33 References…………………………………………………………………………………....38 CHAPTER THREE………………………………………………………………………….44 METHODOLOGY…………………………………………………………………………..44 3.0 Introduction……………………………………………………………………………...44 3.1 Research Design…………………………………………………………………………44 3.2 Selection of Cases……………………………………………………………………….45 3.3 Selection of subjects…………………………………………………………………….45 3.3.1 Population……………………………………………………………………………..45 3.4 Instrumentation………………………………………………………………………….47 3.5 Pre-testing……………………………………………………………………………….47 3.6 Data Collection Procedure………………………………………………………………48 v University of Ghana http://ugspace.ug.edu.gh 3.7 Data Analysis…………………………………………………………………………….49 3.8 Ethical considerations……………………………………………………………………49 References…………………………………………………………………………………....50 CHAPTER FOUR…………………………………………………………………………...51 DATA ANALYSIS AND FINDINGS………………………………………………………51 4.1 Introduction………………………………………………………………………………51 4.2 Biographical information of respondents………………………………………………...51 4.2.1 Gender of respondents………………………………………………………………….52 4.2.2 Age of respondents……………………………………………………………………..52 4.2.3 Highest qualification of respondents…………………………………………………...53 4.2.4 Category of respondents………………………………………………………………..55 4.2.5 Departments of respondents…………………………………………………………....56 4.3 Individual autonomy at the library……………………………………………………….57 4.3.1 Freedom to exercise duties without supervision……………………………………….58 4.3.2 Efficiency of work without supervision…………..…………………………………....59 4.3.3 Delegating responsibilities to subordinates…………………………………………….61 4.3.4 Decision making among staff at the libraries………………………………………......62 4.3.5 Changing routine activities at the libraries…….……………………………………….64 4.4 Organizational structure at the library…………………………………………………....65 4.4.1 Free flow of information among staff………………………………………………….65 vi University of Ghana http://ugspace.ug.edu.gh 4.4.2 Decision making by supervisors……………………………………………………….67 4.4.3 Sharing and exchanging ideas in the libraries………………………………………....69 4.4.4 Good relationship between supervisors and subordinates……………………………..70 4.4.5 Type of supervision in libraries………………………………………………………..72 4.5 Organizational support by management…………………………………………………73 4.5.1 Career development of subordinates…………………………………………………..74 4.5.2 Supervisors’ assistance in libraries..………………………………..………………….75 4.5.3 Fostering learning and creativity in libraries…………………………………………..77 4.5.4 Resolving subordinate problems and labour issues……………………………………78 4.6 Organizational identification at the library……………………………………………....80 4.6.1 Communicating values, beliefs and goals to members………………………………...80 4.6.2 Consistency of values with the library’s values………………………………………..81 4.6.3 Staff commitment to libraries’ success………………………………………………...83 4.6.4 Sharing ideas and resolving issues…………………………………..............................84 4.6.5 Encouraging team work in libraries……………………………………………………86 4.6.6 Team work participation……………………………………………………………….87 4.7 Performance-reward at the library………………………………………………….........88 4.7.1 Regular performance reviews in libraries……………………………………………...88 4.7.2 Effective performance appraisal system in promoting quality work…………………..90 4.7.3 Recognition of staff efforts by management ……………………………………….….91 4.7.4 Laid down standards for unproductive staff …………………………………………..92 vii University of Ghana http://ugspace.ug.edu.gh 4.7.5 Rewards for good performance……………………………………………………….94 4.8 Conflict tolerance at the library…………………………………………………………95 4.8.1 Conflict resolution in libraries…………………………………………………..…….96 4.8.2 Internal organizational conflicts in libraries…………………………………………..97 4.8.3 Effect of conflict in libraries……..……………………………………………………98 4.8.4 Overlapping duties in libraries ………………………………………………………..99 4.9 Risk tolerance at the library…..…………………………………………………………101 4.9.1 Encouraging staff initiatives in libraries………………………………………………101 4.9.2 Embracing new and better ways of doing things in libraries………………………….103 References………………………………………………………………………………..…105 CHAPTER FIVE…………………………………………………………………………...106 DISCUSSION OF FINDINGS……………………………………………………………..106 5.1 Introduction………………………………...…………………………………………...106 5.2 Individual autonomy at the library……………………………………………………...106 5.3 Organizational structure at the library…………………………………………………..109 5.4 Organizational support by management……………….………………………………..110 5.5 Organizational identification at the library………………………………………………112 5.6 Performance-reward at the library………………………………………………………113 5.7 Conflict tolerance at the library…………………………………………………………115 5.8 Risk tolerance at the library……………………………………………………………..116 viii University of Ghana http://ugspace.ug.edu.gh References………………………………………………………………………………….117 CHAPTER SIX…………………………………………………………………………….119 SUMMARY, CONCLUSIONS AND RECOMMENDATIONS………………………….119 6.1 Introduction…………………………………………………………………………….119 6.2 Summary of findings…………………………………………………………………...121 6.3 Conclusion……………………………………………………………………………...121 6.4 Recommendations………………………………………………………………….......121 6.5 Suggestions for further studies…………………………………………………………123 References………………………………………………………………………………….125 BIBLIOGRAPHY………………………………………………………………………….126 APPENDIX…………………………………………………………………………………………135 ix University of Ghana http://ugspace.ug.edu.gh LIST OF TABLES Table 3.1: Population for Balme and Prempeh II Libraries…………………………………46 Table 4.1: Gender of respondents…………………………………………………………...52 Table 4.2: Age of respondents………………………………………………………………53 Table 4.3: Highest qualification of respondents…………………………………………….54 Table 4.4: Category of respondents…………………………………………………………55 Table 4.5: Departments of respondents……………………………………………………..56 Table 4.6: Freedom to exercise duties without supervision by institution………………….58 Table 4.7: Efficiency of work without supervision by institution…………………………..60 Table 4.8: Delegating responsibilities to subordinates by institution…………………….....61 Table 4.9: Decision making among subordinates in libraries by institution………………...63 Table 4.10: Changing routine activities at the library by institution………………………...64 Table 4.11: Free flow of information among staff by institution…………………………....66 Table 4.12: Decision making by supervisors by institution………………………………....68 Table 4.13: Sharing and exchanging ideas in libraries by institution…………………….....69 Table 4:14 Good relationship between supervisors and subordinates by institution………..71 Table 4.15: Type of supervision at the libraries by institution……………………………...72 Table 4.16: Career development of subordinates by institution………………………….....74 Table 4.17: Supervisors’ assistance at the library by institution…………………………....76 Table 4.18: Fostering learning and creativity in libraries by institution…………………....77 Table 4.19: Resolving subordinate problems and labour issues by institution……………..79 Table 4.20: Communicating values, beliefs and goals to members by institution……….....81 Table 4.21: Consistency of values with the library’s values by institution………………....82 Table 4.22: Staff commitment to libraries’ success by institution……………………….....83 Table 4.23: Sharing ideas and resolving issues by institution………………………………85 x University of Ghana http://ugspace.ug.edu.gh Table 4.24: Encouraging team work in the library by institution………………………….86 Table 4.25: Team work participation by institution………………………………………..87 Table 4.26: Regular performance reviews in libraries by institution………………………89 Table 4.27: Performance appraisal system in promoting quality work by institution……..90 Table 4.28: Recognition of staff efforts by management by institution…………………...91 Table 4.29: Laid down standards for unproductive staff by institution…………………....93 Table 4.30: Rewards for good performance by institution………………………………...94 Table 4.31: Conflict resolution in libraries by institution…………………………………96 Table 4.32: Internal organizational conflicts in libraries by institution…………………...97 Table 4.33: Effects of conflict in libraries by institution………………………………….99 Table 4.34: Overlapping duties in libraries by institution………………………………..100 Table 4.35: Encouraging staff initiatives in libraries by institution……………………...102 Table 4.36: Embracing new and better ways of doing things by institution……………..103 xi University of Ghana http://ugspace.ug.edu.gh ABSTRACT Academic libraries have been in existence for many years and formed their own peculiar cultures in dynamic environments. The objectives and goals of the parent institution under which an academic library serves determines the library’s purpose and function. Academic libraries operate in ways that are largely influenced by their prevailing cultures. Within these cultures are beliefs, values and norms that guide how employees and management behave and do things which lead to attainment of goals and objectives in the libraries. The main objectives of this study of organizational culture in academic libraries in Ghana are to investigate the level of autonomy in university libraries, the type of organizational structure that exist, how supportive supervisors are toward subordinates, the degree to which members of the library share the same values, beliefs and norms, the relationship between organizational performance and reward system, effect of internal conflicts on staff morale and productivity and the extent to which staff are encouraged to take risk and be innovative. The study employed the survey methodology, and the main data collection instrument was a questionnaire administered to library staff in the Balme and Prempeh II libraries at the University of Ghana and Kwame Nkrumah University of Science and Technology. The data was analyzed descriptively by using the Statistical Package for Social Sciences (SPSS) software. Two hundred and ten (210) copies of the questionnaire were administered, and out of that, one hundred and seventeen (117) were returned, thus giving a response rate of 55.71%. The findings showed that library staff in Balme and Prempeh II libraries at the University of Ghana and Kwame Nkrumah University of Science and Technology have freedom to perform their duties without any strict supervision; supervisors foster an organizational culture that promotes learning and creativity among subordinates; some decisions are solely taken by supervisors; values, beliefs and norms are not well communicated to staff; supervisors xii University of Ghana http://ugspace.ug.edu.gh encourage team work among subordinates; library staff in UG receive regular performance reviews than library staff in KNUST; and unproductive staff are queried while productive staff are commended for good performance. It is recommended that regular performance reviews must be conducted in the libraries as well as communicating values to library staff to know what must be done and how to behave at the workplace. xiii University of Ghana http://ugspace.ug.edu.gh CHAPTER ONE INTRODUCTION 1.1 Background to the study Organizations today operate in an environment challenged with globalization, technological change and finances. Social forces have increasingly changed the make-up of today’s workforce which presently has diverse cultural background. These developments are increasingly affecting the way organizations operate to provide better services to the public. Culture surrounds people from all walks of life and this forms the background of their work lives in organizations. In Clarke (2011), the term culture ‘refers to the language, beliefs, values and norms, customs, dress, diet, roles, knowledge and skills, and all the other things that people learn that make up the way of life of any society’. Culture is passed on from generation to generation through the process of socialization. Culture is a complex whole which includes knowledge, belief, art, morals, law, custom, and other capabilities and habit acquired by an individual (Aswathappa, 2003). According to Adeyoyin (2006), culture defines the way people act and interact and influences how things must be done. When people live together for a longer period of time they assume a behavior pattern based on their beliefs and their actions and become a habit. Culture is therefore shaped by people’s personality and experience in the working environment. Organizational culture is a dynamic phenomenon that surrounds us at all times, being constantly enacted and created by our interactions with others and shaped by leadership behaviour, and a set of structures, routines, rules, and norms that guide and constrain behaviour. When culture is 1 University of Ghana http://ugspace.ug.edu.gh brought to the level of the organization and even down to groups within the organization, one can see clearly how culture is created, embedded, evolved, and ultimately manipulated, and, at the same time, how culture constrains, stabilizes, and provides structure and meaning to the group members (Schein, 2004). Culture influences the way employees think, feel and behave at the workplace. According to Agwu (2014), organizations do not just exist in a vacuum but in a particular culture or socio-cultural environment that affects the way employees think through issues, feel and behave in executing their duties. Culture at the workplace is a very powerful force that influences an employee’s work life. It is the very thread that holds the organization together. The kind of culture found in an organization influences the performance and attitude of employees at the workplace. Organizational culture has ability to enhance organizational performance, employee job satisfaction, and the sense of certainty about problem solving (Kotter, 2012). According to Nelson and Quick (2011), organizational culture has four functions, which are: gives members a sense of identity; increases their commitment; reinforces organizational values; and serves as a control mechanism for shaping behaviour. Organizational culture is formed from four major areas, that is, how an organization uses its resources, an organization’s structure, the people within the organization, and the process of completing the work of an organization which must be defined by the mission and goals of the organization. Balancing these areas create a good working environment. When any of these four falls out of balance, the culture, working environment, and even the organization itself can rapidly deteriorate (Sanchez, 2014). Culture is shaped and reinforced by leaders by what they pay attention to, how they behave, how they allocate rewards to members, and how they hire and fire individuals in the organization 2 University of Ghana http://ugspace.ug.edu.gh (Lunenburg, 2011). Organizations must assess their culture regularly and change where necessary. Leadership can do so by helping current members to buy into a new set of values, by socializing new employees into the organization, and by removing current members as appropriate. In planning change of any magnitude in culture, leaders need to rethink strategically and understand what really works and does not work in the organization’s culture. Organizational strategies must be aligned with organizational culture by providing a strong foundation for moving forward and maintaining an efficient organization. Creating and implementing effective and efficient strategies that support the organization’s overall goals requires a clear understanding of culture. Whether the immediate focus is recruitment, performance management, employee development, or succession planning, management must take time to assess and understand the culture. The issue of organizational culture is not different when it comes to academic libraries. Library is an organization that has existed for long and like any other human organization has also formed its own peculiar culture (Adeyoyin, 2006). Academic libraries’ organizational culture can therefore be described as how the library operates and how its members, structure, events from both within and outside the library operate. It involves the library’s artifacts, shared values, symbols, behaviours and assumptions (Martin, 2006). Culture can be learned. According to Jordan (2003), an organizational culture is taught to new employees through formal training programs, but generally informal methods such as stories, myths, rituals, and shared behaviour do more to teach new employees “how things are done around here.” An organization without a 3 University of Ghana http://ugspace.ug.edu.gh mission or goals fails to have a good culture as well. This is because culture defines how organizations allocate their resources in meeting their goals and mission. The library’s culture lies in apprehension of library’s mission and assignment. Academic libraries’ major goals must be recognized and shared by its employees. Employees must understand the standard of power and responsibilities, the style of communication and traditions that are embedded in the organization. In providing information to users, academic libraries in Africa face many problems such as unmet demand for professionally trained library staff and the decrease financial resources to fund library collections and information technology equipment (Cullen, Adeyoyin, Olorunsola, & Idada, 2004). According to Agyen-Gyasi, Lamptey and Frempong, (2010), academic libraries in Ghana encounter several challenges as high cost of library materials and budget cuts that reduce the amount of materials to be acquired for users, old and out-dated library materials, increasing number of users, inadequate staffing, the trend towards student-centred learning, and the absence of infrastructure and skills needed to easily access information in the digital environment. The internal organizational culture also plays a major role in enhancing the provision of information, as the attitude or behaviour of library staff can deter users from using the library. These challenges have encouraged libraries to rethink and find ways to maximise the use of available resources under difficult conditions. Libraries are social and non-profitable institutions that exist to serve all level of users from different background and cultural affiliations. Providing information is geared towards assisting library users in achieving success in their endeavours by providing the resources and a well 4 University of Ghana http://ugspace.ug.edu.gh conducive environment that will enhance intellectual, emotional, and social development. This objective is met when libraries are able to recognize the needs of different types of library users accordingly. The fundamental role of any academic library is to collect, process, store, disseminate and utilize information to provide services to the academic and research community. Librarians and library staff provide numerous services to their users in order to meet their diverse needs and interests. Both faculty and students depend adequately on the library for information that is necessary in pursuing their individual and collective goals. Academic libraries found in higher institutions provide students with facilities necessary for equipping them in their subjects of study, techniques, skills and how to think through situations relating to their area of study. This is because classroom instructions alone will not provide all the opportunities for attaining all these complex educational objectives (Khan, Bhatti, Khan, & Ismail, 2014). The library has a unique position as a potential educational force. For this role, library holdings are organized for maximum exploitation by users. The effectiveness of a library as an instrument of education is determined by the success with which it is able to provide the user with information he/she seeks. The library can fulfil this function best by pursuing a policy of constant self-evaluation in order to be alert to the changing needs of its users. Academic libraries in universities help in conducting successful research programmes. One of the main functions of the university is the creation of new knowledge by research. Reading materials such as periodicals play significant role in informing the latest research findings in order to avoid duplication of research work (Kumar, 2014). Also, Jubb and Green (2007) assert that academic libraries have for many centuries played crucial roles in supporting research in all subjects and disciplines within their host universities or colleges. 5 University of Ghana http://ugspace.ug.edu.gh As stated by Aina (2004), the main purpose of an academic library is to support the objectives of academic environment in the areas of learning, teaching, research, and service. Academic libraries provide both print and electronic resources to meet all level of users. They provide reference services, lending services, photocopy services, binding and repairs of books, electronic access to resources, and discussion rooms for students, information technology facilities and user education programmes organize by library staff. Oyesiku and Oduwole (2004) assert that in academic communities, libraries are indispensable. This is because libraries organize knowledge sources for people to get access and use. The extent to which the users’ needs are satisfied depends on the size and collection of the library, the adequacy and accuracy of the organization of its materials, the usefulness of its catalogues and finding tools in providing access to its collection, and the ability and cooperation of the library staff in bringing these materials or information on these materials to the attention of the users and in maximizing the exposure of users or patrons to these resources and other library services. Werner (2007) asserts that, social, cultural, and other factors challenge organizations to redefine their strategies. In the working environment, factors affecting culture can be divided into the internal factors and external factors that affect an organization’s services and growth. According to Wilson and Bates (2003), organizational culture emanates from the dynamics of interaction between internal and external factors. The internal factors comprise the institution’s values, leadership style and structure. These values are determined by the inner culture of the individual staff such as attitude towards work (example is punctuality to work), commitment to work and the use of working tools for the right and wrong purposes. 6 University of Ghana http://ugspace.ug.edu.gh Leadership style has to do with boosting the morale of staff through innovative and creative ways in the organization, and the power distance between superiors and subordinates. The structure involves procedures, expectations and policies that are likely to motivate staff to be more efficient and proactive in providing relevant information better services to users. On the other hand however, the external factors that can affect an organization’s services include technology, user-staff relationship, budgetary and funding issues that relate to policies, and the characteristics of users. Badu (2002), asserts that the socio-cultural environment of the university libraries, such as expectations of role and behavioural conflicts, the lack of appreciate for libraries and information work, non-traditional planning issues will have to be considered in management decision making so that library services to users are not downplayed. In the library environment, culture has great impact on the ethical behaviour of staff. Organizational culture and behaviour are two separate concepts. Organizational behaviour is the way the employees or the human elements in the organization behave as a result of the organizational culture in place in an organization. Both organizational culture and behaviour are critical to the workings of an organization because they can help determine whether an organization is successful or not. One of the effects of organizational culture and behaviour can be seen in the way the leadership of an organization relates with its employees, most especially how management or superiors relate to subordinates. A positive organizational culture helps to boost staff morale by encouraging staff to behave in a more responsible and ethical way leading to a conducive work environment. A negative organizational culture however, promotes indiscipline, creating a lot issues that affect academic library services to users. Academic library managers must view culture as a problem solving tool to ensure efficiency in service delivery. 7 University of Ghana http://ugspace.ug.edu.gh The role of library in the society is increasingly being challenged with funding issues. In view of this libraries must understand the strengths and weaknesses of internal culture. This can assist libraries to draw plans that will help address the continual increase external and internal issues without losing the positive cultural values as they hold as important to their strategic strengths and identity. Library staff are seen as mediators of library resources and users and therefore must portray good values and attitudes toward ensuring better provision of information despite the challenges academic libraries face. The study is focused on the internal culture of academic libraries such as the institutional values, leadership style and structure of academic libraries that shape the attitudes and behaviour of library staff in the line of executing duties at the workplace. 1.2 Problem statement An organization’s culture affects the way it operates. For better services delivery in the library, a positive culture must exist. Staff must have a sense of mission and be responsible working toward the overall goal of the library. A library’s competitiveness is not only reflected in the technology but the kind of culture that exist. The fundamental role of libraries in the society is to provide resources from a social, cultural and economic point of view (Reding, 2005). The problem facing many Ghanaian workers is the fact that their purchasing power is very low therefore resulting in negative organizational behaviours. The need to look elsewhere to make up the considerable shortfall has resulted in conflicts between employers and employees. Workers work for minimum number of hours at their official jobs and then relegate their jobs for all kinds of extra personal pursuits just to make ends meet. These result in bad time keeping, absenteeism 8 University of Ghana http://ugspace.ug.edu.gh at all levels and the lax supervision at superior level which manifest frustration, lack of commitment, absence of direction and laziness resulting in drastic decline in effectiveness of university libraries. The University of Ghana and Kwame Nkrumah University of Science and Technology libraries are no excepts. Personal beliefs sometimes counter organizational beliefs, values and norms at the workplace. Instead of workers leaving behind their personal traditional beliefs at home, they bring them to the workplace and these negatively affects the provision of information to users. Some workers devote their working hours for religious activities instead of helping users search information for their academic purposes. All these take place as a result of weak cultures in organizations. Fewer studies (Lamptey & Agyen-Gyasi, n.d.; Agyen-Gyasi et al, 2010; Badu, 2001; 2002 ) have explored the challenges encountered by academic libraries as well as corporate issues affecting strategic planning in universities in Ghana. However organizational culture and its effect on academic libraries have not been critically examined in the Ghanaian context. It is against these backdrops that this study sought to determine the effects of organizational culture in academic libraries in Ghana. 1.3 Purpose of the study The purpose of this study was to determine the effect of organizational culture at the Balme Library of the University of Ghana and Prempeh II Library of KNUST. 9 University of Ghana http://ugspace.ug.edu.gh 1.4 Objectives of the study The research objectives are as follows: 1. To determine the level of autonomy in the university libraries. 2. To determine the type of organizational structure that exist. 3. To find out how supportive supervisors are toward subordinates. 4. To find out the degree to which members of the library share the same values, beliefs and norms. 5. To establish the relationship between organizational performance and reward system. 6. To find out if internal conflicts affect staff morale and productivity. 7. To determine the extent to which staff are encouraged to take risk and be innovative. 8. To recommend measures toward effective organizational culture in libraries. 1.5 Research questions The following research questions were formulated to guide the study: 1. What is the level of autonomy in the library? 2. What type of organizational structure exist in the library? 3. How supportive are supervisors toward subordinates? 4. What is the degree to which members of the library share the same values, beliefs and norms? 5. What is the relationship between organizational performance and reward system? 6. Does internal conflicts affect staff morale and productivity? 7. Are staff encouraged to take risk and be innovative? 10 University of Ghana http://ugspace.ug.edu.gh 1.6 Scope of the study The study covered the effects of organizational culture in academic libraries. This was confined to two university libraries in Ghana namely; Kwame Nkrumah University of Science and Technology, Prempeh II Library and University of Ghana, Balme Library, due to time and funding constraints of the research. 1.7 Theoretical framework Cherry (2012), explains that a theory is a fact-based framework for describing a phenomenon. Theories are by their nature abstract and not content or topic-specific. They are used to articulate the specific factors considered to be important (Glanz, 2012) for the explanation of the occurrence of a phenomenon. Robbins (1984), have come up with seven characteristics of organizational culture which have been identified by researchers, and which was being adopted as the framework for this study. These characteristics are often seen in every organization and these depict the strengths and weaknesses of culture that exist in an organization. Individual autonomy. The degree of responsibility, independence, and opportunities for exercising initiative that individuals in the organization have. For staff to be more satisfied with their job, they need to have autonomy on the individual tasks in the working environment. There should be some freedom and discretion in exercising their duties. Employees who have high levels of job autonomy perform their work relatively free of direct supervision. Job autonomy is 11 University of Ghana http://ugspace.ug.edu.gh thought to be especially important to highly educated professional workers who desire greater flexibility and control over the content and terms of their work. Structure. The number of rules and regulations and the amount of direct supervision that is used to oversee and control employee behaviour. The structure of an organization can also be explained as a system that consists of explicit and implicit institutional rules and policies designed to outline how the various work roles and responsibilities are delegated to the individual staff in the organization, controlled and coordinated. Organizational structure also determines how information flows from one level to the other within the organization. For example, in a centralized structure, decisions flow from the top down, while in a decentralized structure, the decisions are made at various different levels. Support. The degree of assistance and warmth provided by managers to their subordinates. Employees give their best when they realize how the organization values their efforts as well as takes their well-being into serious consideration. Providing support for both new and old employees in different circumstances makes the employees feel they are accepted in the organization. Identification. The degree to which members identify with the organization as a whole rather than with their particular work group or field of professional expertise. Identification is the degree with which the organization and the people in the organization share the same values, goals, desires, and aims. As the people share the values of the organization, the organization begins to get closer and starts working more like one big team as opposed to different departments staffed by different individuals. 12 University of Ghana http://ugspace.ug.edu.gh Performance-reward. This is the degree to which reward allocations, such as, salary increment, promotions and many others in the organization are based on performance criteria. When employees are motivated to work at higher levels of productivity, the organization as a whole runs more efficiently and is more effective at reaching its goals or objectives. This is in contrast to an unmotivated workforce, who can negatively disrupt an organization and distract employees from their work. For this reason, it is imperative that managers understand the power of reward systems and how they are used to influence employee behaviour. Conflict tolerance. This is the degree of conflict present in relationships between peers and work groups, as well as the willingness to be honest and open about differences. Conflict at the workplace is inevitable but it must not affect staff morale and productivity. Management must be able to take proper procedures in resolving conflicts as well as restoring peace at the workplace. Risk tolerance. This is the degree to which employees are encouraged to be aggressive, innovative, and risk seeking at the workplace. In the academic libraries, culture is learned through socialization. Old members make newcomers aware about how things are done in the library. Academic libraries need to begin finding better ways of attracting and retaining library customers, and re-establish themselves as the primary information providers in their parent institutions by adopting good values, beliefs and norms that positively shape the behaviour of library staff. Encouraging teamwork, embracing the creative and innovative ideas of staff, and management involving staff in decision making processes all enhance effectiveness in the library and these make staff feel they are accepted in the organization. 13 University of Ghana http://ugspace.ug.edu.gh The literature shows that organizational culture is important and does affect an organization’s performance in a meaningful way. However, whether culture can be measured or not is debatable because it is hard to establish causal relationships and to identify one correct set of cultural values to use as a global benchmark across all sectors. However, within the library community it is believed that creating and maintaining a fit between staff values and organizational values is important. In addition, a willingness to continually provide training opportunities to all staff so they are better situated to help the organization adapt to a rapidly changing environment is also seen as a vital component of organizational culture in the academic libraries. 1.8 Significance of the study The study is of great benefit to library practitioners. The findings of the study will assist librarians and library staffs to address organizational behaviours in the library that affect the provision of information to users. The outcome of the findings will help academic libraries create the right culture capable of encouraging positive behaviours that would impact positively on the effectiveness of libraries in the provision of information. The study will assist library practitioners to enforce relevant aspects of organizational climate in order to guarantee a constant organizational effectiveness. The study will also inform stakeholders on how organizational culture in libraries affects the knowledge acquisition of the society as a whole and therefore take proper measures that will enhance staff productivity in the provision of information. 14 University of Ghana http://ugspace.ug.edu.gh Again, there is very little studies done on the topic, therefore it is hoped that this study would help kindle interest for further work in this area. The study also fills a gap in knowledge and provide basis for future investigations into the type of organizational culture existing in academic libraries and also contribute to the growing body of knowledge in the field. 1.9 Organization of study The study was organized into six chapters as follows: Chapter covered the introduction. This constitutes background to the study, statement of the problem, purpose of the study, objectives of the study, research questions, scope of the study, theoretical framework for the study, significance of study and organization of study. Chapter two was devoted to literature review which consisted world view of topic, African view and Ghanaian view of the topic together with the review of relevant literature on specific areas related to the topic such as the concept of organizational culture and the effects of organizational culture on information provision. Chapter three contains the methodology adopted for the study, made up of research design, selection of the cases, population, , instrumentation and mode of data collection. Chapter four dealt with presentation of data analysis. It also discussed major findings of the study. Chapter five covers the discussions of the findings. Chapter six contains summary of findings, conclusion and recommendations. 15 University of Ghana http://ugspace.ug.edu.gh REFERENCES Adeyoyin, S. (2006). Managing the library’s corporate culture for organizational efficiency, productivity and enhanced service. Library Philosophy and Practice, 8(2). Agwu, M. O. (2014). Organizational culture and employees’ performance in the National Agency for Food and Drugs Administration and Control (NAFDAC) Nigeria. Global Journal of Management and Business Research, 14(2), 2–11. Agyen-Gyasi, K., Lamptey, R., & Frempong, A. (2010). Academic librarians’ role in maximizing library use in Ghana. Committee of University Librarians and Their Deputies (CULD) 2010, 97. Aina, L. O. (2004). Library and information science text for Africa. Ibadan: Third World Information Services. Aswathappa, K. (2003). Organizational Behaviour. Bangalore: Publishing House. Badu, E. E. (2002). Social and technological issues affecting strategic planning in university libraries in Ghana. Information Development, 18(1), 19–25. https://doi.org/10.1177/0266666024241186 Cherry, K. (2012). What are theories? Retrieved from http://psychology.about. com/od/tindex/f/theory.htm Clarke, S. (2011). Culture and identity. The SAGE Handbook of Cultural Analysis, 4, 29–39. https://doi.org/10.1080/0703633032000133556 25 Cullen, R., Adeyoyin, S., Olorunsola, R., & Idada, D. A. (2004). Issues facing academic libraries in Nigeria. Journal of Academic Librarianship, 30(4), 330–332. https://doi.org/10.1016/j.acalib.2004.04.011 16 University of Ghana http://ugspace.ug.edu.gh Fowler, F. (Ed.) (2002). Survey research method. Thousand Oaks: SAGE Publications, Inc. Glanz, K. (2012.). Social and behavioral theories. Retrieved from http://www. esourceresearch.org/eSourceBook/SocialandBehavioralTheories/1LearningObjecti ves/tabid/724/Default.aspx Jordan, A. T. (2003).Business anthropology. Prospect Heights, IL: Waveland Press Inc. Jubb, M., & Green, R. (2007). Researchers’ use of academic libraries and their services. Retrieved from http://www.rin.ac.uk/system/files/.../Researchers-libraries-services- report.pdf Khan, A., Bhatti, R., Khan, G., & Ismail, M. (2014). The role of academic libraries in facilitating undergraduate and post- graduate studies : A case study of the University of Peshawar , Pakistan. Chinese Librarianship: An International Electronic Journal, 38, 36– 49. Retrieved from www.iclc.us/cliej/cl38KBKI.pdf Kumar, M. A. (2014). Use of e-journals by research scholars in university libraries in Andhra Pradesh. Library Philosophy and Practice (E-Journal), 1–32. https://doi.org/10.17821/srels/2016/v53i3/73897 Lunenburg, F. C. (2011). Organizational culture-performance relationships: Views of 26 excellence and theory z. National Forum of Educational Administration and Supervision Journal, 29(4), 1–10. Martins, M.J. (2006). That’s the way we do things around here: An overview of organizational culture. Electronic Journal of Academic and Special Librarianship, 7(1). Nelson, D. L., & Quick, J. C. (2011). Understanding organizational behaviour. Belmont, CA: Cengage South Western. Oyesiku, F. A., & Oduwole, A. A. (2004). Use of an academic library: A survey on the Olabisi Onabanjo University libraries. Lagos Journal of Library and Information Science, 2(2), 96-101. 17 University of Ghana http://ugspace.ug.edu.gh Reding, V. (2005). The role of libraries in the information society. CENL Conference Luxembourg, 29 September 2005. Robbins, S. P. (2003). Essentials of organizational behavior. Prentice Hall. Rojas, R. R. (2000). A review of models for measuring organizational effectiveness among for-profit and nonprofit organizations. Nonprofit management & Leadership, 11(1), 97- 104. Sanchez, P. (2004). Defining corporate culture. Communication World. 18-21. Schein, E. H. (2004). Organizational culture and leadership. Leadership, 7, 437. https://doi.org/10.1080/09595230802089917 Schermerhorn, J. R., Hunt, J. G., Osborn, R. N., & Osborn, R. (2004). Core concepts of organizational behavior. John Wiley & Sons Inc. Smith, S. (2010). What is the meaning of sample size? Retrieved from http://www.ehow.com/facts_5988804_meaning-sample- size_.htmlacts_5988804_meaning-sample-size_.html Suleiman, W. (2013). A study of causes of poor attitude to work among workers of both public and private sectors organizations in bauchi state-nigeria. International Journal of Academic Research in Business and Social Science, 3(7), 143–152. https://doi.org/10.6007/IJARBSS/v3-i7/16 Werner, A. (2007). Organisational behaviour: A contemporary South African perspective. Pretoria: Van Schaick. Wilson, P. & Bate, S. (2003). The essential guide to managing small business growth. Sussex: John Willey & Sons. 18 University of Ghana http://ugspace.ug.edu.gh CHAPTER TWO LITERATURE REVIEW 2.1 Introduction This chapter reviews relevant literature related to the study. According to Okoli and Schabram (2010), literature reviews are conducted for variety of purposes and these include providing a theoretical background for subsequent research, learning the breadth of research on a topic of interest or answering questions by understanding what other research say on a subject of interest. A literature review according to Fink (2005), is systematic in following a methodological approach, explicit in describing the procedures by which it was conducted, comprehensive in its scope of including all relevant material as well as reproducible by others who would follow the same way in reviewing the topic under study. Literature must also show gaps in the research as it pinpoints areas which need additional study. The topics reviewed in this chapter include the concept of organizational culture; the influence of organizational culture on performance; the role of academic libraries in information provision; and the effect of organizational culture on information provision in academic libraries. 2.2 The concept of organizational culture Culture as a general term defines the way of life of a group of people in a society. Culture consists of the language, values, norms, beliefs, behaviours, dressing and the food a group of people eat. These components of culture are passed on from one generation to the next. An 19 University of Ghana http://ugspace.ug.edu.gh organization consist of group of people with a common purpose working toward achieving the goal and objectives of the organization. An organization also has its own culture. Organizational culture describes a system of shared values, beliefs and assumptions which guide how members of the organization behave and interact with each other as well as how things must be done in the organization. Culture is a system of shared meaning accepted by employees in an organization that ultimately distinguishes the organization from other organizations present (Robbins, Odendaal & Roodt, 2007). Shein (2010) defines culture in an organization as, A pattern of shared basic assumptions learned by a group as it solved its problems of external adaptation and internal integration, which has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems. (p. 17) Culture in an organization determines the success of the organization. A poor culture leads to behavioural problems of members of the organization, likewise a positive culture ensures that members of the organization are discipline and work towards achieving the goals of the organization. When the organizational culture is made known to employees it guides them to be more supportive toward the mission of the organization. In organizations with strong cultures where employees share in the same values, distinct performance is seen than those organizations with weak cultures (Schulz, 2001). According to Rashid, Sambasivan and Johari (2003), culture, as an important part of organizational behaviour could affect the success of an organization. The idea of culture has been illustrated by Schein’s (2004) interpretation of levels of culture. Schein analyzed different levels of culture where he describe the term “level” as the degree to which cultural phenomenon is visible to the observer. The first level describe artefacts which include all the phenomena that can be seen, felt or heard when a member of a culture enters an unfamiliar 20 University of Ghana http://ugspace.ug.edu.gh culture. Secondly, espoused values are expressed through strategies, goals, and philosophies. At the third level, espoused values which are perceived as good are transformed into shared assumptions. Organizational culture is influenced by factors that affect its development, growth and performance. These are internal and external factors that affect the operation of every organization. The internal factors consist of the trend and events that are found within the organization which affect management, employees and clients. These internal factors may include the organizational structure, leadership style and the institutional values. External factors on the other hand are the trends and events found outside the organization that have the potential to affect its operation. These include policies, technology, politics, budgetary and funding. In the academic library environment, Babalhavaeji, and Farhadpoor (2012), assert that academic libraries operate within two environments, the internal and external. The internal factors consist of the library’s structure and functions as configured in pursuit of the library’s objectives. The external factors also include the policies, budgeting and funding and users of the library. For any organization to progress the internal culture which considers the structure, leadership style and values must be critically examined so that employees and management can deliver better services to users or clients. 2.2.1 Elements of organizational culture Organizational culture comprises largely intangible and less tangible elements. According to Schein (1983), the elements of a particular organizational culture can be identified by finding out 21 University of Ghana http://ugspace.ug.edu.gh how the organization addresses fundamental issues and situations relating to both external adaptation and internal integration. External adaptation looks at how an organization views its core mission and goals and understand the consensus that has been reached on how members of the organization should act and behave in order to achieve the organization’s goals. The internal integration describes the measurement systems and procedures used by the organization such as jargons used within the organization, the authority system, peer system and reward system employed in the organization. Organizational culture is made up of different basic components. These components or elements provide guidelines on how members of an organization behave and go about their duties. As organizations evolve and members interact with each other and with outsiders, a complex set of shared beliefs, assumptions and ways of thinking that guides the way members view problems or issues and find solutions to them emerge (Gutterman, 2015). These elements are values and norms, stories, rituals and ceremonies, organizational language, symbols, routines and rituals. Every new individual learn these elements through observation of how things are done in the organization and the communication with old members. Values and norms It is very important for organizations to have values that prescribe the standards or guidelines for members of an organization. Every organization is guided by a set of beliefs and values that communicates what an organization believes in and considers significant towards its strategic goals. Organizational values are the beliefs and ideas concerning the kind of goals that should be embraced by members of an organization as well as the standard of behaviour members should assume towards the achievement of the organization’s goals. Khandelwal and Mohendra (2010) 22 University of Ghana http://ugspace.ug.edu.gh define organizational values as “beliefs held by organizational members regarding the means and ends that organizations ‘ought to’ identify in the running of the enterprise” (p. 19). Values are said to influence behavioural pattern, relationship among members, how the organization relates to its clients and other competitors. According to Seveers (2000), a sign of a healthy and productive organization is the suitability between the organization’s values and how members of the organization behave. It is very important for organizational values to be aligned with the values of members in order to ensure success. Commitment and performance of employees depend on the kind of values an organization possesses. Organizational culture describes how organizational values are actualized in the operation of an organization. A research conducted by Barrett (2006) shows that, there is a strong link between financial performance and the alignment of an organization’s cultural values with employees’ personal values, that is, who you are and what you stand for is just as important as the quality of products and services you provide to people. Findings from Kotter and Heskett (1992), on their research that companies with strong adaptive cultures based on shared values outperform other companies by a significant margin. They ascertain that over an eleven-year period, the companies that cared for all stakeholders grew four times faster than those companies who did not. In their research, they also found out that organizations that have shared values and adaptive cultures had job creation rates seven times higher , stock prices that grew twelve times faster, and a profit performance ratio that was 750 times higher than those organizations without shared values and adaptive cultures. Norms on the other hand are rules and regulations that guide the individual’s behaviour in an organization. They are believed to be the style of behaviours that are accepted by members of an organization. Hill and Jones (2001) explained that organizational norms are guidelines that describe the appropriate kinds of behaviour assumed by employees in particular situations as 23 University of Ghana http://ugspace.ug.edu.gh well as how they behave toward each other in the organization. Shared norms define a culture or subculture. Norms can be represented in different forms such as signs, officially written documents, oral communication and behaviour with accompanying rewards for compliance and sanctions for non-conformity. Norms describe how members of an organization should behave in a certain way. Stamper, Liu, Hafkamp, & Ades (2000) posit that, an organizaton is significantly a system of social norms because when people conduct themselves in an organized way they do so by conforming to regularities of perception, behaviour , belief and value. Organizational norms must be aligned with the organizational values to support the goals and objectives of the organization. Though norms are very important, they can be dangerous because they can become so strong that they turn into obstacles to change since they become embedded in the the traditions of the organization. Stories Story telling is a form of entertainment that can influence, teach, and inform new members about the organization. Every organization has shared stories about certain organizational heroes as a way to describe cultural values and norms to members of an organization. Stories provide clues as to the type of behaviour expected in the organization. Stories narrate the past events of the organizations as to whether those events yielded good results or not. These are often narrated by old members of an organization for new members to know how things are done in the organization. 24 University of Ghana http://ugspace.ug.edu.gh Rituals and ceremonies Rituals can be described as routine that serve a special purpose of bringing employees together such as weekly or monthly meetings which have been scheduled by management at which new developments are announced to members as well as problems affecting the organization that solutions can be solicited from members in order to ensure high performance or efficiency. For an organization to meet its target goal, these rituals organized help members to constantly evaluate the services provided by the organization to its clients or customers. Ceremonies are occasions that demonstrate the cultural values, beliefs and norms of an organization. Ceremonies bring members together to make merry, make new friends and resolve conflicts. Ceremonies can be in the form of any social event such as durbars, end of year parties, leavers’ parties and picnics that bring employees together to celebrate and communicate. During the ceremonies, some organizations award or promote employees who have modelled the values and norms instituted and these serve as examples for other employees to emulate. Symbols Symbols serve as visual representations of the organizational values, norms and beliefs. Symbols in an organization convey certain meaning to things such as the size and location of offices, dress code, the company’s telephone code, allocation of parking spaces, safety measures and many others. In the library setting, symbols are used to direct clienteles to the various sections of the library such as the students’ reference section, printing, photocopying and binding section, ICT section, reading areas, discussion areas, borrowing and lending, and other sections of the library. Symbols are also used to illustrate the dos and don’ts in the library such as; no 25 University of Ghana http://ugspace.ug.edu.gh phones allowed, no drinks and food allowed, keep silent and many others. 2.2.2. Library as an organization According to Adeyoyin (2006), the library is an organization that has been in existence for many years and has formed its own peculiar culture which is dynamic. The objectives and goals of the parent institution under which the library serves determines the library’s purpose and function. Adeyoyin, further explained that the library is an organization where professionals, para- professionals and other experts work with a common objective which is, making information ready and available to all users. For an effective organizational culture, the onus lies on the professional librarians to see to it that the principles, rules and guidelines for delivering better services to users are adhered to. Within the library environment, organizational culture can be effective when there is a healthy cooperation among staff leading high performance in the working environment. Most academic libraries are non-profit organizations which means that they do not generate any revenue as they provide services to users. Such libraries offer services to users according to their identified needs and their success is generally measured by the satisfaction of users instead of generating revenue. Academic libraries differ from other organizations in the sense that they rely on a parent institution or organization for their operations. Unlike other organizations being solely on their own, academic libraries are independent. This usually affects the library’s administration decision making and operations since they depend on the policies of the mother organization. Although these depend on the policies of the mother institution, the library’s 26 University of Ghana http://ugspace.ug.edu.gh organizational structure is not far different from any other organization. For any organization, customer satisfaction is the key goal. With libraries, they have a tradition of being dedicated to serving clients or users. According to Stephens and Russell (2004), academic libraries develop strategic plans just like any other organizations do where employees are fully involved and participate to bring these plans into reality. They continued to explain that libraries are among the first organizations to accept newer concepts in leadership and management. Academic libraries operate in ways that are largely influenced by their prevailing cultures. Within these cultures are beliefs, values and norms that guide how employees and management do things in the organization. The key to fully understanding the library’s values, norms and beliefs is effective organizational diagnosis (Stephens & Russell, 2004). Organizational structure is a system that defines a hierarchy within an organization. It describes the job design, the flow of information flow among members of an organization. These are used frequently as tools for organizational change and align employee behaviour to suite the organization’s vision (Friend, 2018). Structure specifies reporting relationships, that is, who reports to whom and describes how separate actions of the individual employee relates to the other. According to Johnson (2000), organizational structures describe hierarchies and the way work flows in the organization and also reflect power structures. Academic libraries are no exceptional, they have their own organizational structure as they depend on the mother institutions. 27 University of Ghana http://ugspace.ug.edu.gh 2.3 The influence of organizational culture on performance Organizational culture is a powerful mechanism for controlling employees’ behaviour and influencing how things must be done in the organization. No organization exist in vacuum without a culture. Workplace culture is a powerful tool that influences employees’ work life. In other words, organizational culture has a strong influence on employees’ performance and work attitude. According to Martins and Martins (2003), organizational culture involves standards and norms that describe employees’ behaviour in a workplace. A strong organizational culture shows that employees are like-minded and uphold the same beliefs and ethical values while a weak organizational culture exhibits disagreements among employees with regard to organizational beliefs and ethical values (Agwu, 2014). Organizations can only achieve their goals by aligning their culture with performance management system. According to Adeyoyin (2006), organizational culture can work for an organization by ensuring an environment conducive to performance improvement and the management of change. He further explains that culture can work against an organization by erecting barriers that prevent the attainment of goals but a positive one can include conveying a sense of identity and unity of purpose to members of the organization, facilitate commitment and shape members behaviour by providing guidance on what is expected. Culture has a great impact on employees’ motivation and behavioural pattern in an organization that has rooted shared values, beliefs and assumptions (Castro, 2008). Culture in an organization serves as social glues that bond employees together and fosters a sense of belonging which bring out the best in them in terms of efficiency and effectiveness in achieving the organizational goals (Shahzad, Luqman, Khan, & Shabbir, 2012). A study conducted by Agwu (2014) in the National Agency for Food and Drugs Administration 28 University of Ghana http://ugspace.ug.edu.gh and Control (NAFDAC), Nigeria, on organizational culture and employees performance, revealed a significant relationship between organizational culture and employees performance in NAFDAC. An exploratory research on organizational culture: tool for management control, motivation and employees’ performance was conducted by Owoyemi and Ekwoaba (2014). This was conducted in the Lagos Mainland Local Government Area of Lagos State, Nigeria which involved 108 employees from the personnel department. The results revealed that 89% of the participants agreed that in any organization where employees and organization share the same norms, beliefs and values, the employees’ commitment and performance is always high. However, 40.7% agreed that organizational culture leads to improved productivity of employees as well as maximize their values. Again, 59.3% participants disagreed with the fact that organizational culture improves productivity as well as maximize their values. In addition, 78% of the participants believed that organizational culture helps to examine employees’ behaviour making it easy for managers to know how to lead employees. However, 22% disagreed that organizational culture helps to examine the behaviour of employees in an organization. The study showed that strong organizational culture enhances employees’ performance and commitment, and maximizes productivity. Nkonsah (2013), in his study on the influence of organizational culture and organizational climate on organizational effectiveness in Ghana, revealed that for an organization to be productive there need to be a strong existing culture and climate to facilitate its effectiveness. His findings showed that organizational culture has a significant and positive relationship to organizational effectiveness. 29 University of Ghana http://ugspace.ug.edu.gh Organizational culture has an active and direct role in performance management. A positive and strong organizational culture can make an average employee perform and achieve excellently than a negative and weak organizational culture which demotivates an outstanding employee to underperform (Kandula, 2006). Employees align their goals and objectives with those of the organization making them feel responsible for the organization’s welfare. A positive organizational culture recognizes the effort of employees and reward them leading to job satisfaction and efficiency. Motivating and appreciating employees make them committed to achieving their goals, thus pushing up the performance level of the organization. A weak culture will represent that which does not appreciate employees’ effort and decisions what so ever. A weak culture undermines employees leading to lack of commitment and trust issues with management which does not enhance performance. 2.4 The role of academic libraries in information provision Academic libraries have for many years played significant roles in supporting teaching, learning and research within their host universities and colleges. They provide an enabling environment for students, faculty and researchers to have access to knowledge that have been organized and stored in databases to provide information for the present and future generation. The academic library has traditionally been seen as the heart of the university which serves the academic community of its parent institution (Virkus & Metsar, 2004). The traditional role of the library is to select and acquire, classify, catalogue and make it available for users to get the information they need for their academic and research purpose. According to Asogwa (2014), 30 University of Ghana http://ugspace.ug.edu.gh Libraries occupy a central position in the academic environment. The information age has made the time and space in which libraries stood as repositories and guardians of knowledge to shift to an era in which both the production and consumption of information exceeds the library’s ability to contain it. The driving forces for these changes are globalization, internationalization and standardization. (p. 603) The fundamental role of academic libraries involves collecting, processing, storing, disseminating and making use of information to provide services to the academic and research environment (Agyen-Gyasi et al., 2010). Students and researchers are to be provided with the facilities necessary for mastering the subject matter, techniques, skills, habits of thought, and methods of work in their chosen field. Classroom instructions alone cannot provide all the resources needed for attaining all these complex educational objectives. Academic libraries play the role of supporting users with adequate resources in print or digital format to meet their information needs. The university library is a collection of learning and research sources, services and the building in which it is housed (Bhatti, n.d.). Libraries provide access to various resources in order to support teaching, learning and research activities (Vishala & Bhandi, 2009). According to Krolak (2005), “Libraries assist in finding, using and interpreting appropriate information that opens up opportunities for lifelong learning, literacy enhancement, informed citizenship, recreation, creative imagination, individual research, critical thinking, and ultimately, empowerment in an increasingly complex world” (p. 2). Rasul and Singh (2010), examined the views of postgraduate students on the role of the university library services in facilitating their research works with their resources from four Malaysian public universities. Data which was collected randomly from four Malaysian public 31 University of Ghana http://ugspace.ug.edu.gh universities showed that 90% of the respondents acknowledged the role of the university libraries in facilitating their research works, 72% of the respondents were satisfied with the current library services. Other respondents were also concerned about increasing the libraries’ opening hours for effective use of resources and services. Arif and Mahmood (2010) in their study, examined the satisfaction level of users with the central library collection and services at Allama Iqbal Open University (AIOU), Islamabad, Pakistan. Data was collected using a semi-structured questionnaire. The results from the study indicated that a majority (52%) of the respondents visited the library frequently and 47% of the respondents occasionally visited the library. Respondents expressed dissatisfaction with the present library collection, online databases, virtual reference services, interlibrary loan, photocopy facilities and journals related to subjects. Despite these, respondents were satisfied with the location and the physical setup of the library. In their study, they also found out that majority of respondents used library resources for teaching and research. About 54% of the respondents suggested that the library should provide information literacy programs. Respondents further suggested that competent and qualified library staff should be appointed at senior positions in the central library. For academic institutions to achieve their mission of spreading knowledge and extending their research progress, they need to enrich their library resources and services (Khan & Bhatti, 2012). The quality of academic libraries must be frequently evaluated to examine the services they provide to users. The onus therefore lies on librarians to see to it that the right organizational culture that will enhance provision of information to users is modelled by all library employees. According to Hussain and Abalkhail (2013), the quality of library services can be evaluated by 32 University of Ghana http://ugspace.ug.edu.gh taking feedback from users. University libraries in the developed world as well as some in the developing world provide their users with local and remote access to collections in various kinds of formats. The world today has changed significantly with the advent of new technologies that is changing the traditional way of providing information to users in the academic environment. According to Patel and Bhavsar (2012) (as cited in Kreiser and Horton, 1992), library professionals have come a long way from those days when they were seen as caretakers of books to this era when they are considered as information providers, consultants, curriculum activists, instructional designers, instructional leaders , production specialists and teachers to some extent. There are many technological trends these days that have impacted the job of the library professionals. The automation of the library, the use of CD-ROM’s and the Internet have drastically changed the role of library professionals, making their job more demanding and challenging. Technologies in libraries today have placed increased demand on library professionals’ time to teach information technology literacy, to learn new technologies themselves, to troubleshoot, and to learn the various internet resources that can assist students and teachers (Patel & Bhavsar, 2012). 2.5 Effect of organizational culture on information provision in academic libraries Organizational culture plays a significant role in creating a work environment where employees are committed and contributes to the success of the organization by aligning their personal goals 33 University of Ghana http://ugspace.ug.edu.gh with that of the organization. It is possible to analyse the workplace culture to identify necessary changes to values, organizational structure, leadership and management initiatives and support mechanisms that facilitate a positive , creative and rewarding work environment that will support the progress and success of library staff in providing information to users (Shepstone & Currie, 2008). Providing better services to users can be successful when academic libraries possess a strong and positive culture that takes into consideration the welfare of employees who are seen as information experts. The well-being of the library in the future depends on the continuous cultivation of both leadership and management competencies, and that academic libraries must develop and uphold a culture where every individual is encouraged to give their best, be creative and innovative in whatever position they find themselves. A strong culture ensures that employees are motivated, educated to upgrade their skills, included in the decision making process in the organization, and given the opportunities to take up leadership roles which increase the productivity of the organization. Motivation at the workplace is one of the factors that stimulates employees’ interest and commitment to continually do what they do best to ensure that the organization succeeds. Management creates the will to work by motivating employees which is necessary for the achievement of organizational goals (Chhabra, 2010; Cole, 2004). The issue of employee dissatisfaction and related attitude toward work is sometimes as a result of the lack of appreciation in terms of motivation at the workplace. Motivation is concerned with why people choose a particular course of action in preference to others continually, often over a long period of time even in the face of difficulties and problems (Mullins, 2005). Thus, according to Lamptey, Boateng and Antwi (2013), an organization needs to understand the kind of motivation that will prompt employees to act in an accepted manner so 34 University of Ghana http://ugspace.ug.edu.gh that employees behave in a certain way that will enable it to accomplish its goals and objectives. Public universities in Ghana employ three categories of staff in their libraries and these are; senior members, senior staff and junior staff. Senior members are also known as professional librarians who perform both operational and managerial functions in the libraries. This implies that professional librarians are supposed to manage and supervise the other staff. For this to happen efficiently they need to be motivated in order to inspire subordinate staff to also give their best in providing information to users (Lamptey, Boateng & Antwi, 2013). A positive culture will ensure that employees are motivated to enhance their performance at the workplace. A study conducted by Afful and Antwi (2001) on motivation of library assistants found out that, the University of Cape Coast library motivated its library assistants through good working relationship and participative management to achieve its organizational goals. In addition, they also identified lack of promotion as a factor that adversely affected the development of the library assistants. A similar study conducted by Senyah (2003), also revealed that library assistants in Kwame Nkrumah University of Science and Technology were adequately motivated through participative communication and good working relation with their supervisors. He concluded that serious attention should be given to timely promotion, recognition of experience and on the job training in order to improve the existing level of motivation of library assistants. Technological and organizational changes in libraries have increase the responsibilities of 35 University of Ghana http://ugspace.ug.edu.gh librarians today. Staff training and development in libraries is vital to strengthen the ability of the library to perform its mission more effectively and efficiently in this increasing information technology era (Cobblah & van der Walt, 2016). Academic libraries require librarians in all areas to possess a greater variety of skills to utilize modern information and communication technologies such as automated circulation system, computer-based cataloguing, online access to machine-readable bibliographic databases, and the development and formalization of personnel policies and procedures, to expand their services and provide adequate resources to the broader spectrum of library users. Due to the changing needs of library users, libraries need to be changed to meet the increasing need (Khan & Bhatti, 2012). The academic library, like any other dynamic environment demands that librarians and library assistants have strong abilities in library services delivery for all types of print and electronic information retrieval (Bamidele, Omeluzor, Imam, & Amadi, 2013). For better provision of information to users, library staff training and development must be seen as a crucial element in ensuring positive user experiences within the libraries (Lockhart & Majal, 2012). Connor (2009), has stated that the most valuable resource in an academic library is its workforce. The workforce must be educated, well-trained, and motivated to meet the needs of its clientele or users. A strong organizational culture ensures that staff are given the necessary training and skills that can be useful to users. A descriptive survey conducted by Bhatti and Nadeem (2014), study LIS professionals’ perception related to their training needs in university libraries of Pakistan. Data were collected using questionnaire administered to 150 LIS professionals in 59 public and private universities recognized by the Higher Education Commission of Pakistan. 84 percent of the respondents were 36 University of Ghana http://ugspace.ug.edu.gh able to respond to the questions. The results obtained show that LIS professionals need training related to troubleshooting new technologies, endnote, data compression, internet, social media such as Facebook, Blogger, Flicker, Twitter, and online databases. The respondents considered seminars, web-based training, computer tutorials, ad-hoc training sessions by staff members, and group briefings as very effective training programmes for improving their professional skills and knowledge. Again, a study conducted by Olaniyan and Ojo (2008) to examine how staff training and development could have effect on organizational progress revealed that, for any organization to achieve its goals and objectives, training and retraining programmes should be made compulsory alongside organizing for workshops, seminars and conferences for staff training and development. Also, Posigha and Seimode (n.d), conducted a descriptive survey on professional development of library professionals in Nigeria. The study revealed that librarians in Nigeria are actively engaged in professional development activities. The main sources of funding for these development activities in libraries include self-sponsorship, institutions sponsorship and Tertiary Education Trust fund. The study also revealed positive attitude of library management towards professional development activities. However, the participants recommended that there should be a compulsory development programme for all categories of library staff, special annual budgetary allocation and adequate policies on professional development. 37 University of Ghana http://ugspace.ug.edu.gh REFERENCES Adeyoyin, S. (2006). Managing the library’s corporate culture for organizational efficiency, productivity and enhanced service. Library Philosophy and Practice 8(2). Afful, P. Y., and Antwi, I. K. (2001). Motivation and productivity in academic libraries: A case study of University of Cape Coast Library, Ghana. Ghana Library Journal, 13 (2), 10. Agwu, M. O. (2014). Organizational culture and employees performance in the National Agency for Food and Drugs Administration and Control (NAFDAC) Nigeria. Global Journal of Management and Business Research, 14 (2), 2–11. Agyen-Gyasi, K., Lamptey, R., & Frempong, A. (2010). Academic librarians role in maximizing library use in Ghana. Committee of University Librarians and Their Deputies (CULD) 2010, 97. Arif, M. & Mahmood, K. (2010). Allama Iqbal open university library services to teachers: A survey. Pakistan Library & Information Science Journal, 41 (4). Asogwa, B. E. (2014). Libraries in the information age : A measure of performance , competencies and constraints in academic libraries in Nigerian universities. The Electronic Library, 32 (5), 603 – 621. https://doi.org/10.1108/EL-07-2012-0097 Babalhavaeji, F. & Farhadpoor, M. R. (2012). Academic libraries ’ external environment and environmental scanning by managers of central libraries of Islamic Azad. Library Philosophy and Practice, 4 (1), 1–12. Bamidele, I. A., Omeluzor, S. U., Imam, A., & Amadi, H. U. (2013). Training of library assistants in academic library : A study of Babcock University Library , Nigeria. https://doi.org/10.1177/2158244013503964 Barrett, R. (2006). Building a values-driven organization: A whole-system approach to cultural transformation. Boston: Butterworth-Heinemann. Bhatti, R. (n.d.). The role of academic libraries in facilitating undergraduate and post- graduate studies : A case study of the University of Peshawar , Pakistan. International Electronic Journal, 38, 36–49. 38 University of Ghana http://ugspace.ug.edu.gh Bhatti, R. & Nadeem, M. (2014). Assessing training needs of LIS professionals: A prerequisite for developing training programs in university libraries of Pakistan. Chinese Librarianship: An International Electronic Journal, 37. Retrieved from http://www.iclc.us/cliej/c137BNpdf Castro, M.L. (2008).The relationship between organisational climate and employee satisfaction in a South African information and technology organisation. Retrieved from http://uir.unisa.ac.za/bitstream/ handle/10500/2611/dissertation_castro_m.pdf?sequence=1; downloaded 2014-06-18. Chhabra, T.N. (2010). Fundamentals of management. (4th ed.). New York, NY: K. V. Sharma. Cobblah, M.-A., & van der Walt, T. (2016). Staff training and development programmes and work performance in the university libraries in Ghana. Information Development, 1–18. Retrieved from https://doi.org/10.1177/0266666916665234 Cole, G. A. (2004). Management theory and practice. (6th ed.). Hampshire, UK: Cengage Learning. Conner, E. (2009). An introduction to staff development in academic libraries. New York: Routlage. Deal, T. E. & Kennedy, A. A. (1982). Corporate cultures: The rites and rituals of corporate life. Mass: Addison-Wesley. Fink, A. (2005). Conducting research literature reviews. London: Sage. Friend, L. (2018). What Is the Meaning of Organizational Structure? Small Business – Chron.com. Retrieved from http://smallbusiness.chron.com/meaning-organizational- structure-3803.html Gutterman, A. S. (2015). Organizational culture. Growth-Oriented Entrepreneurship Project. 39 University of Ghana http://ugspace.ug.edu.gh Hill, C. & Jones, G. (2001). Strategic management: An integrated approach. (5th ed.). New York, NY: Houghton Mifflin Harcourt. Hussain, Akhtar; & Abalkhail, Abdulwahab M. (2013). Determinants of library use, collections and services among the students of engineering: A case study of King Saud University. Collection Building, 32 (3), 100-110. Johnson, G. (2000). Strategy through a cultural lens: Learning from managers’ experience. Management Learning, 31 (4), 403-426. Kandula, S. R. (2006). Performance Management. New Delhi: Prentice Hall of India Private limited. Khan, A., Bhatti, R., Khan, G., & Ismail, M. (2014). The role of academic libraries in facilitating undergraduate and post- graduate studies : A case study of the university of Peshawar , Pakistan. Chinese Librarianship: An International Electronic Journal, 38, 36– 49. Retrieved from www.iclc.us/cliej/cl38KBKI.pdf Khan, S. A., & Bhatti, R. (2012). Application of social media in marketing of library and information services: A case study from Pakistan. Retrieved from http://www.webology.org/2012/v9n1/a93.html Khandelwal, K. A., & Mohendra, N. (2010). Espoused organizational values, vision, and corporate social responsibility: Does it matter to organizational members? Vikalpa, 35 (3), 19–35. Kotter, J. P. & Heskett, J. L. (1992).Corporate culture and performance. New York, NY: The Free Press. Kreiser, L., Horton, J. (1992). The history of the curriculum integrated library media program concept. International Journal of Instructional Media, 19 (4), 313-319. Krolak, L. (2005). The role of libraries in the creation of literate environments. International Journal of Adult and Lifelong Education, 4 (1/4), 5-28. 40 University of Ghana http://ugspace.ug.edu.gh Lamptey, R., Boateng, M., & Antwi, I. (2013). Motivation and performance of librarians in public universities in Ghana. Library Philosophy and Practice (E-Journal), 27, 1–26. Lockhart, J. & Majal, S. (2012).The effect of library staff training and development on the user experience: A case study at the Cape Peninsula University of Technology (CPUT). Proceedings of the IATUL Conferences. Paper 44. Retrieved from http://docs.lib.purdue.edu/iatul/2012/papers/44 Martins, E. C.& Martins, J. (2003). Cultures in organizations: Three perspectives. New York, NY: Oxford University Press. Mullins, J. L. (2005). Management and organisational behaviour. (4th ed.). London: Pitman Publishing. Nkonsah, G. (2013). The influence of organizational culture and organizational climate on organizational effectiveness in Ghana (unpublished master of philosophy thesis). University of Ghana, Legon. Okoli, C. & Schabram, K. (2010). A guide to conducting a systematic literature review of information systems research. Sprouts: Working Papers on Information Systems. Retrieved from http://sprouts.aisnet.org/10-26. Olaniyan, D.A. & Ojo, L. B. (2008). Staff training and development: A vital tool for organizational effectiveness. European Journal of Scientific Research, 24, 326-331. Owoyemi, O. O., & Ekwoaba, J. O. (2014). Organisational culture : A tool for management to control , motivate and enhance employees ’performance. American Journal of Business and Management, 3 (3), 168–177. Retrieved from https://doi.org/10.11634/216796061403514 Patel, U., & Bhavsar, V. (2012). The changing role of library professionals in academic libraries. International Journal of Scientific Research, 1 (5). Posigha, B.E & Seimode, E.F. (n.d.). Professional development of library professionals in Nigeria. Warri, Delta State. 41 University of Ghana http://ugspace.ug.edu.gh Rashid, Z. A., Sambasivan, M. & Johari, J. (2003). The influence of corporate culture and organisational commitment on performance. Journal of Management Development, 22 (8), 708-728. Rasul, A; & Singh, D. (2010). The role of academic libraries in facilitating postgraduate students’ research. Malaysian Journal of Library & Information Science, 15 (3), 75- 84. Robbins, S. P., Odendaal, A. & Roodt, G. (2007). Organisational behaviour: Global and South African perspectives. Cape Town: Pearson Education. Schein, E.H. (1983). The role of the founder in creating organizational culture in organizational dynamics. New York, NY: American Management Association. Schein, E. H. (2004). Organizational Culture and Leadership. Leadership, 7, 437. https://doi.org/10.1080/09595230802089917 Schein, E. H. (2010). Organizational culture and leadership. (4th ed., pp. 17). San Francisco: Jossey - Bass. Schulz, J.W. (2001). Tapping the best that is within: Why corporate culture matters. Management Quarterly, 42, 29-35. Senyah, Y. (2003). Motivation and productivity in academic libraries: A case study of the Kwame Nkrumah University of Science and Technology Library, Kumasi. Journal of Science and Technology, 23 (2), 80-82. Seveers, B. S. (2000). Identifying and clarifying organizational values. Journal of Agricultural Education, 41(3), 70-79. Shahzad,F., Luqman, A. R., Khan, A. R. & Shabbir, L. (2012). Impact of organisational culture on organisational performance: An over view. Interdisciplinary Journal of Contemporary Research in Business, 3 (9), 975-985. 42 University of Ghana http://ugspace.ug.edu.gh Shepstone, C., & Currie, L. (2008). Transforming the academic library : Creating an organizational culture that fosters staff success. The Journal of Academic Librarianship, 34 (4), 358–368. Stamper, R., Liu, K., Hafkamp, M. & Ades, Y. (2000). Understanding the roles of signs and norms in organisations. Journal of Behaviour & Information Technology, 19 (1), 15–27. Stephens, D., & Russell, K. (2004). Organizational development , leadership , change , and the future of libraries. Library Trends, 53 (1), 238–257. Virkus, S., & Metsar, S. (2004). General introduction to the role of the library for university education. Liber Quarterly, 14, 290–305. Vishala, B. K.; & Bhandi, M. K. (2009). Advantages and disadvantages of e-journals as perceived by the academicians of universities of Karnataka: A survey report. SRELS Journal of Information Management, 46 (3), 229-238. 43 University of Ghana http://ugspace.ug.edu.gh CHAPTER THREE METHODOLOGY 3.0 Introduction This section is an indepth report on how the research was undertaken. McBurney (2001), describes research methodology as a term that encompasses all the aspects of the study, with respect to the logic and the steps used in conducting research. Research methodology comprises the research design, population, sampling methods, source of data, the instruments to be used, and data analysis methods which are explained in this chapter. 3.1 Research Design This study adopted the survey methodology. This is because survey allows a sample from the target population to be studied within a short period of time. Babbie (1990) also commends the suitability of the survey methodology for social research because it permits generalizations from a sample to a population. The survey methodology is mostly used in quantitative studies. Quantitative research methods put stress on objective measurements and the statistical, mathematical, or numerical analysis of data collected through polls, questionnaires, and surveys, or by manipulating pre-existing statistical data using computational techniques. Quantitative research focuses on gathering numerical data and generalizing it across groups of people or to explain a particular phenomenon (Babbie, 2010; Muijs, 2010). Quantitative research allows the researcher to measure and analyze data to describe and study the relationship between 44 University of Ghana http://ugspace.ug.edu.gh independent and dependent variables in detail. This makes the researcher more objective about the findings of the study. However, the problem with quantitative research is that the context of the study is ignored. Quantitative research does not study things in a natural setting or discuss the meaning things have for different people as compared to qualitative research method. Another problem associated with using quantitative research method is the large sample of population which must be studied (Babbie, 2010). This is because the larger the sample size the more statistically accurate the results to be generated. Despite the problems, the quantitative method was considered for this study. 3.2 Selection of Cases For this study, the Balme Library, University of Ghana, and Prempeh II Library, Kwame Nkrumah University of Science and Technology, was selected for the study. These universities have been selected because they are the first and second public universities to be established in the country. Like any other organizations, academic libraries have their own peculiar culture that shapes how staff perform and behave, and how things are done at the workplace. 3.3 Selection of subjects 3.3.1 Population Population is the whole set of units for which the survey data are used to make inferences (Lavrankas, 2008). Fraenkel and Wallen (2000), assert that population is a group to which results of the study are intended to apply. The target population helped the researcher to gain 45 University of Ghana http://ugspace.ug.edu.gh information from subjects and then draw conclusions. Thus, the target population defines those units for which the findings of the survey are meant to generalize. The total population for the study was 219. The population of library staff at the Balme Library was 110 and that of Prempeh II Library was 109. The target population for this study comprised of library staff from the two universities. These respondents were chosen because they are directly related to library activities and therefore were able to determine the effect of organizational culture on information provision in libraries. Fraenkel and Wallen (2006), emphasized that a sample size should be as large as the researcher can manage with respect to time and effort. The researcher chose all library staff from both institution because respondents can be easily obtained within a short period of time and effort. The researcher found library staff suitable to be surveyed to collect data to answer research questions. The breakdown of the population can be found in Table 3.1. Table 3.1: Population for Balme and Prempeh II Libraries Institution Senior members Senior staff Junior staff Total UG 14 44 52 110 KNUST 20 34 55 109 Total 34 78 107 219 Source: Balme and Prempeh II Libraries, 2016 46 University of Ghana http://ugspace.ug.edu.gh 3.4 Instrumentation Research instruments are important as they serve as means through which a researcher can gain insight into a phenomenon under study. They are measurement tools designed for data collection in every research. For the purpose of this study, the researcher deemed it appropriate to use questionnaires for data collection. Questionnaires consist of a series of questions and other prompts for the purpose of gathering insights about a phenomenon from respondents. According to Popper (2004), questionnaires are the most widely used research tool because it’s practical, large amounts of information can be collected from a large number of people in a short period of time and in a relatively cost effective way, the results of the questionnaires can usually be quickly and easily quantified by either a researcher or through the use of a software package and above all it can be analyzed more scientifically and objectively than other forms of research instruments. Questionnaires can be administered in face-to-face interviews or over the telephone in some instances (Polit & Beck, 2006). The questionnaire was organized according the following sections: biographical information; individual autonomy; organizational structure; support; identification; performance-reward; conflict tolerance; risk tolerance; and recommendation. 3.5 Pre-testing Pre-testing was done to determine the suitability and clarity of research questions in the questionnaire. Copies of the questionnaire was personally administered to library staff at the 47 University of Ghana http://ugspace.ug.edu.gh Prempeh II library. Fifteen (15) staff were selected for the pre-testing and this took two days for collection. Necessary modification was made to the questionnaire before administering the final copies to respondents to cmplete. 3.6 Data Collection Procedure The researcher obtained an introductory letter from the Department of Information Studies which enabled her introduce herself and the purpose for conducting the research. Letters were given to the librarians of the academic libraries selected and this helped establish good rapport with the targeted respondents and also ensured that most of the respondents were reached. Respondents were informed on the objectives and design of the study. Emphasis was made on the fact that the findings are primarily for academic purposes. Copies of the questionnaire were personally administered to respondents. Copies of the questionnaire were collected between three to five working days which gave respondents ample time to answer the questions. The time frame for the data collection procedure was three weeks. The researcher faced some challenges during the administration and retrieval of the questionnaire. Some respondents refused to participate in the research, and some library staff were away on their annual leave. Several follow-ups were made by the researcher in respect of such staff, but was not successful. 48 University of Ghana http://ugspace.ug.edu.gh 3.7 Data Analysis The responses were grouped according to their various categories. In the case of open ended items the responses were coded for analysis. This was done by putting similar responses under one heading. Similar responses were considered as belonging to the same category. The quantitative data was analyzed using the Statistical Packages for Social Science (SPSS). SPSS is a data management and statistical analysis tool which has a very versatile data processing capability. The SPSS software was used to analyze the data collected into frequencies and percentages. Results were summarized and displayed using tables. According to Russell (2005), tables, charts and graphs may be used to summarize results of the findings and should be accurate, easily identified and should enhance the presentation of results. 3.8 Ethical considerations The purpose of the research was thoroughly explained to the respondents and their consent sought thereafter. Also, respondents were assured and guaranteed of anonymity and confidentiality. The University of Ghana code of ethics concerning research was adhered to. Introductory letters were taken from the Department of Information Studies to the selected academic libraries to seek permission from the university librarians and the participants involve. Scholarly works used in the study were also duly acknowledged. 49 University of Ghana http://ugspace.ug.edu.gh REFERENCES Babbie, E. (1990). Survey research methods. Belmont, CA: Wadsworth Publishing. Babbie, E. R. (2010). The practice of social research. Belmont, CA: Wadsworth Cengage, 2010. Fraenkel, J. R., & Wallen, N. E. (2000). How to design and evaluate research in education. Boston: McGraw Hill. Fraenkel, J. R., & Wallen, N. E. (2006). How to design and evaluate research in education. New York: NY, McGraw Hill. Lavrankas, P.J. (2008). Encyclopedia of survey research methods. Thousand Oaks: SAGE Publications, Inc. Mc Burney, D. H. (Ed.) (2001). Research methods. Australia: Wadsworth. Muijs, D. (Ed.) (2010). Doing quantitative research in education with SPSS. London: Sage Publications. Polit, D. & Beck, C. (Eds.). (2006). Essentials of nursing care: methods, appraisal and utilization. Lippincott Williams and Wilkins, Philadelphia. Popper, K. (2004). The logic of scientific discovery. UK: Routledge. 50 University of Ghana http://ugspace.ug.edu.gh CHAPTER FOUR DATA ANALYSIS AND FINDINGS 4.1 Introduction This chapter presents the findings of the study. Data was collected by questionnaire, and analyzed and summarized using tables and figures with the SPSS software. The purpose of the study was to examine the effect of organizational culture on information provision in academic libraries in Ghana. Two hundred and ten (210) questionnaires were administered, and out of that, one hundred and seventeen (117) were returned, thus giving a response rate of 55.71%. The chapter begins with the summary statistics of biographical information of respondents used in the study. This is followed by the results arranged under the major themes based on the objectives namely; individual autonomy, organizational structure, support, identification, performance-reward, conflict tolerance and risk tolerance. 4.2 Biographical information of respondents This section of the questionnaire covers respondents’ gender, age, highest qualification, category of staff and departments. 51 University of Ghana http://ugspace.ug.edu.gh 4.2.1 Gender of respondents To determine the gender of the respondents, subjects were asked to indicate their gender. Table 4.1 shows the responses by institution. Table 4.1: Gender of respondents Gender Institution Female Male Total (No./%) (No./%) (No./%) KNUST 24 36 60 40.0% 60.0% 100.0% UG 17 40 57 29.8% 70.2% 100.0% Total 41 76 117 35.0% 65.0% 100.0% Source: Field data, 2017 A total of 117 respondents made up of 41(35.0%) females and 76(65.0%) males were obtained from the two university libraries. The results show 24(40.0%) female and 36(60.0%) male respondents from KNUST and, 17(29.8%) female and 40(70.2%) male respondents from UG. The overall results show higher male respondents to female respondents respectively. 4.2.2 Age of respondents To determine the age of respondents in both institutions, respondents were asked to indicate their age range. Table 4.2 shows the age range as indicated by subjects. 52 University of Ghana http://ugspace.ug.edu.gh Table 4.2: Age of respondents Institution Age KNUST UG Total (No./%) (No./%) (No./%) 20-30 yrs 10 18 28 16.7% 31.6% 23.9% 30-40 yrs 30 25 55 50.0% 43.9% 47.0% 40-50 yrs 12 7 19 20.0% 12.3% 16.2% 50 and above 8 7 15 13.3% 12.3% 12.8% Total 60 57 117 51.3% 48.7% 100.0% Source: Field data, 2017 From Table 4.2, it can be deduced that the age of majority of the respondents representing 55(47.0%) from both libraries fall within 30-40 years. This is followed by those whose ages range between 20-30 years which represents 28(23.9%), 40-50 years representing 19(16.2%) and those whose ages are 50 and above also representing 15(12.8%). 4.2.3 Highest qualification of respondents In order to determine the qualification of respondents, they were asked to indicate their highest qualification. Table 4.3 shows the results. 53 University of Ghana http://ugspace.ug.edu.gh Table 4.3: Highest qualification of respondents Institution Qualification KNUST UG Total (No./%) (No./%) (No./%) A level 1 0 1 1.7% .0% .9% Cert. A 8 1 9 13.3% 1.8% 7.7% Diploma holder 17 11 28 28.3% 19.3% 23.9% Undergraduate degree 18 22 40 30.0% 38.6% 34.2% MSLC 0 1 1 .0% 1.8% .9% Masters degree 11 20 31 18.3% 35.1% 26.5% SC/GCE 'O' Level 2 2 4 3.3% 3.5% 3.4% SSCE/WASSCE 3 0 3 5.0% .0% 2.6% Total 60 57 117 51.3% 48.7% 100.0% Source: Field data, 2017 Table 4.3 captures the highest qualification of respondents from the two selected libraries. The frequency distribution shows majority of the respondents with graduate qualification at the time of collecting data which represents 40(34.2%). This was followed by respondents with diploma qualification representing 28(23.9%), post graduate representing 31(26.5%), Cert. A representing 9(7.7%), SC/GCE 'O' Level representing 4(3.4%), SSCE/WASSCE representing 3(2.6%), A level and MSLC also representing 1(0.9%) each. 54 University of Ghana http://ugspace.ug.edu.gh 4.2.4 Category of respondents Respondents were asked to indicate their staff category in both libraries. Table 4.4 captures the category of staff which every respondent belong to in both university libraries. Table 4.4: Category of respondents Institution S t a f f c a t e g o r y KNUST UG Total (No./%) (No./%) (No./%) Junior Staff 18 19 37 30.0% 33.3% 31.6% Senior Member 8 8 16 13.3% 14.0% 13.7% Senior Staff 34 30 64 56.7% 52.6% 54.7% Total 60 57 117 51.3% 48.7% 100.0% Source: Field data, 2017 The majority of staff from Table 4.4 who responded to the questionnaire were senior staff which represents 64(54.7%). Junior staff represented 37(31.6%) and senior members who responded to the questionnaires were 16(13.7%) respectively. 55 University of Ghana http://ugspace.ug.edu.gh 4.2.5 Departments of respondents Library staff were asked about the department they are assigned to. The greater responses came from those at the e-resource department which represents 29(24.8%). This is described in Table 4.5. Table 4.5: Departments of respondents Institution Department KNUST UG Total (No./%) (No./%) (No./%) Cataloguing & Classification 16 6 22 26.7% 10.5% 18.8% Circulation 6 6 12 10.0% 10.5% 10.3% E-resources 12 17 29 20.0% 29.8% 24.8% Other special collection 10 20 30 16.7% 35.1% 25.6% Reference 14 8 22 23.3% 14.0% 18.8% Serials 2 0 2 3.3% .0% 1.7% Total 60 57 117 51.3% 48.7% 100.0% Source: Field data, 2017 56 University of Ghana http://ugspace.ug.edu.gh Table 4.5 also indicate that apart from the e-resource department, those found in other special collections which represents 30(25.6%) were the second most, followed by the reference department representing 22(18.8%), the cataloguing and classification department which also represents 22(18.8%), the circulation department which represents 12(10.3%), and then lastly the serials department also representing 2(1.7%) out of the total respondents. As indicated earlier, other issues that constitute organizational culture were investigated. The first issue investigated was autonomy of staff at the libraries. 4.3 Individual autonomy in libraries Autonomy at the workplace is considered a major characteristic of a strong organizational culture. Work autonomy contributes to the job satisfaction of individual employees in an organization. According to Naqvi, Ishtiaq, Kanwal and Ali (2013), job autonomy improves performance in an organization because when employees are provided the support to exercise job autonomy they are trusted to perform task without management’s interference. This results to an increased level of intrinsic motivation and the outcome is effectiveness at work. For the purpose of this study, the researcher intended to find out the level of autonomy library staff in the two university libraries had in doing their work. Autonomy to work involves freedom to exercise duties without strict supervision, work efficiency in the library, delegating responsibilities to subordinates, decision making among subordinates, and changing routine activities at the library. 57 University of Ghana http://ugspace.ug.edu.gh 4.3.1 Freedom to exercise duties without supervision Employees’ freedom to exercise duties is very necessary in every organizational culture. When staff are given the freedom to execute their library duties without strict supervision, they are able to give off the best they can leading to organizational effectiveness. To determine whether respondents have autonomy to do their work, they were asked to agree or disagree to the assertion that they have freedom to exercise their duties without supervision. Table 4.6 represents the frequencies and percentages of the results. Table 4.6: Freedom to exercise duties without supervision by institution Institution Response KNUST UG Total (No./%) (No./%) (No./%) Agree 23 27 50 38.3% 47.4% 42.7% Strongly Agree 5 7 12 8.3% 12.3% 10.3% Disagree 25 19 44 41.7% 33.3% 37.6% Strongly Disagree 6 4 10 10.0% 7.0% 8.5% Neutral 1 0 1 1.7% .0% 0.9% Total 60 57 117 51.3% 48.7% 100.0% Source: Field data, 2017 Table 4.6 shows responses on library staff freedom to exercise duties without any supervision. Majority of respondents in UG representing 34(59.7%) agreed that they have freedom to work without supervision as compared to the few 23(40.3%) who disagreed. For respondents in 58 University of Ghana http://ugspace.ug.edu.gh KNUST, majority of the respondents constituting 31(51.7%) disagreed that they have freedom to work without supervision whereas 28(46.6%) respondents agreed. The findings show that both institutions do not have the same freedom to exercise their duties without any supervision. Library staff in UG have freedom to exercise duties but library staff in KNUST do not have the freedom to exercise their duties without supervision. Duties are perceived to be executed efficiently without supervision when there is a high level of individual autonomy to work in the library. Furthermore, the study sought to investigate how efficient library staff are when they execute their duties without supervision. 4.3.2 Efficiency of work without supervision Autonomy gives rise to efficiency at the work place. When library staff have freedom to use their skills and knowledge in preparing and providing information to library users, they are able to master what they do to work better than staff who do not have the sole freedom about their duties. To determine the level of autonomy in both libraries, respondents were asked to agree or disagree whether duties are executed efficiently in the libraries without any supervision. Table 4.7 shows the results of the responses. 59 University of Ghana http://ugspace.ug.edu.gh Table 4.7: Efficiency of work without supervision by institution Institution Response KNUST UG Total (No./%) (No./%) (No./%) Yes 28 37 65 46.7% 64.9% 55.6% No 20 20 40 33.3% 35.1% 34.2% Neutral 12 0 12 20.0% .0% 10.3% Total 60 57 117 51.3% 48.7% 100.0% Source: Field data, 2017 Chi-Square=13.178, DF=2, P=0.001 Table 4.7 shows responses on the efficiency of work without supervision in the university libraries. From the results, it is obvious majority of respondents in UG constituting 37(64.9%) agreed whereas the few 20(35.1%) disagreed. A considerable number of respondents in KNUST representing 28(46.7%) also agreed to the statement with the few 20(33.3%) disagreeing to the statement. The findings show that for both institutions, library staff work efficiently when there is no supervision. However, UG has more work efficiency without supervision than KNUST. Again, a chi-square test performed (Chi-Square=13.178, DF=2, P=0.001) revealed that there is a significant relationship between efficiency of work without supervision and institution. Delegating responsibilities to subordinates is another characteristic of a strong organizational culture which falls under individual autonomy. It is important to investigate this in libraries to ascertain whether this characteristic exist or not. 60 University of Ghana http://ugspace.ug.edu.gh 4.3.3 Delegating responsibilities to subordinates Delegation is when supervisors assign any of their responsibilities to subordinates to carry out. Delegating responsibilities often occur when supervisors see that subordinates have the competency and are trusted to handle the task assigned efficiently. A successful delegation is obtained especially when delegates are given the freedom to handle the task without interferences. For any strong organizational culture, delegation plays a major role. To determine whether library supervisors delegate some responsibilities to subordinates, subjects were asked to indicate ‘Yes’ or ‘No’ to the question. Table 4.8 shows the results of the respondents. Table 4.8: Delegating responsibilities to subordinates by institution Institution Response KNUST UG Total (No./%) (No./%) (No./%) Yes 57 50 107 95.0% 87.7% 91.5% No 1 7 8 1.7% 12.3% 6.8% Neutral 2 0 2 3.3% .0% 1.7% Total 60 57 117 51.3% 48.7% 100.0% Source: Field data, 2017 Chi-Square=6.886, DF=2, P=0.032 From Table 4.8, an overwhelming number of respondents 57(95.0%) in KNUST answered positively to the question that supervisors delegate some of their responsibilities to subordinates. Also, majority of respondents in UG representing 50(87.7%) positively responded to the question. The results show that for both university libraries, supervisors do delegate some 61 University of Ghana http://ugspace.ug.edu.gh responsibilities to subordinates. However, delegation in KNUST is higher than UG respectively. A chi-square test conducted (Chi-Square=6.886, DF=2, P=0.032) revealed that there is a significant relationship between delegating responsibilities to subordinates and institution. Decision making in the line of exercising duties can only occur when there is autonomy at the workplace. Decision making forms part of a good organizational culture. For this reason the study sought to determine whether library staff are allowed to make decisions in their line of duties or not. 4.3.4 Decision making among subordinates in libraries Sometimes, in the line of executing duties, some decisions must be immediately taken without the presence of supervisors. The outcome of that decision can affect the organization positively or negatively. For library staff to take such decisions, there must be some autonomy granted. Library staff then take responsibility for the kind of decisions they make as they provide services to clients. In order to find out whether staff are allowed to take decision in the library, respondents were asked to agree or disagree. Table 4.9 reveals the results by institution. 62 University of Ghana http://ugspace.ug.edu.gh Table 4.9: Decision making among subordinates in libraries by institution Institution Response KNUST UG Total (No./%) (No./%) (No./%) Yes 27 39 66 45.0% 68.4% 56.4% No 25 17 42 41.7% 29.8% 35.9% Neutral 8 1 9 13.3% 1.8% 7.7% Total 60 57 117 51.3% 48.7% 100.0% Source: Field data, 2017 Chi-Square=9.079, DF=2, P=0.011 From Table 4.9, most of the respondents in UG representing 39(68.4%) agreed and 17(29.8%) disagreed that staff are allowed to take decisions in their line of duties. However, a considerable number of respondents in KNUST constituting 27(45.0%) also answered positively with 25(41.7%) respondents answering negatively to the question. The findings show that for both university libraries, staff are allowed to take decisions in their daily routine. However, decision making among library staff in UG is higher than that of KNUST library staff. Also, a chi-square test performed (Chi-Square=9.079, DF=2, P=0.011) revealed that there is a significant relationship between decision making among staff at the library and institution. Changing some routine activities in the library may tell how innovative staff are. With strict supervision, staff cannot take such initiatives without supervisors’ instruction since they will be held accountable. A strong culture allows for such initiatives in organizations. 63 University of Ghana http://ugspace.ug.edu.gh 4.3.5 Changing routine activities at the library One of the components of autonomy is changing some routine activities in the library. In order to determine staff autonomy at the workplace, respondents were asked to indicate whether they are allowed to change some routine activities in both libraries or not. Table 4.10 reveals the results below. Table 4.10: Changing routine activities at the library by institution Institution Response KNUST UG Total (No./%) (No./%) (No./%) Yes 20 19 39 33.3% 33.3% 33.3% No 34 36 70 56.7% 63.2% 59.8% Neutral 6 2 8 10.0% 3.5% 6.8% Total 60 57 117 51.3% 48.7% 100.0% Source: Field data, 2017 It is clear from Table 4.10 that majority of the respondents representing 36(63.2%) in UG had the highest negative response rate as compared to 34(56.7%) negative response rate in KNUST. Similarly, positive response rate came from both institution representing 33.3%. The results show that both institutions do not allow staff to change some routine activities in the libraries. Library staff in UG are not allowed to change some routine activities, likewise library staff in KNUST. 64 University of Ghana http://ugspace.ug.edu.gh The study further investigated the organizational structure that exist in university libraries. A strong organizational culture must have in it free flow of information horizontally and vertically. 4.4 Organizational structure at the library Organizational structure is an essential aspect of culture. It determines how information flows from one level to the other within an organization. Organizational structure can be viewed as a framework that organizes all the formal relationship in an organization by establishing lines of accountability and authority and describing how jobs are arranged for the individual within the library. The study investigated organizational structure that constitutes free flow of information, decision making by management, sharing and exchanging ideas, good relationship between supervisors and subordinates and the type of supervision in the libraries. 4.4.1 Free flow of information among staff To determine the flow of information that concerns library work among staff in both libraries, respondents were asked to indicate whether there is free flow of information among staff in the libraries. Table 4.11 shows the results according to institutions. 65 University of Ghana http://ugspace.ug.edu.gh Table 4.11: Free flow of information among staff by institution Institution Response KNUST UG Total (No./%) (No./%) (No./%) Agree 40 30 70 66.7% 52.6% 59.8% Strongly agree 8 8 16 13.3% 14.0% 13.7% Disagree 9 15 24 15.0% 26.3% 20.5% Strongly disagree 0 4 4 .0% 7.0% 3.4% Neutral 3 0 3 5.0% .0% 2.6% Total 60 57 117 51.3% 48.7% 100.0% Source: Field data, 2017 Chi-Square=9.858, DF=4, P=0.043 From Table 4.11 above, majority of respondents in KNUST representing 48(80.0%) agreed that there is free flow information among all staff. 38(66.6%) of respondents in UG also agreed respectively. However, a considerable number of respondents in UG representing 19(33.3%) disagreed that information is freely shared among staff, followed by respondents in KNUST representing 9(15.0%). The findings show that there is free flow of information among library staff in both libraries. There is a higher flow of information in KNUST than UG. A chi-square test performed on the two variables (Chi-Square=9.858, DF=4, P=0.043) shown that there is a significant relationship between institution and the flow of information among staff. 66 University of Ghana http://ugspace.ug.edu.gh An organizational culture that has in it decision making process solely taken by management or supervisors depicts a weak culture as compared to one with decision making involving subordinates who are seen as the grass root of daily activities in the organization. 4.4.2 Decision making by supervisors In an organization and at all levels, decision making happens. Decision making involves both supervisors and subordinates for a positive results since this affects all level of employees at the long and short run. A strong organizational culture involves all level of employees in decision making process for a successful outcome. For this study, it is important to investigate whether decisions are solely made by supervisors in libraries. Table 4.12 shows respondents agreement or disagreement to decisions made solely by supervisors in the two libraries. 67 University of Ghana http://ugspace.ug.edu.gh Table 4.12: Decision making by supervisors by institution Institution Response KNUST UG Total (No./%) (No./%) (No./%) Agree 22 24 46 36.7% 42.1% 39.3% Strongly Agree 7 12 19 11.7% 21.1% 16.2% Disagree 24 18 42 40.0% 31.6% 35.9% Strongly Disagree 4 3 7 6.7% 5.3% 6.0% Neutral 3 0 3 5.0% .0% 2.6% Total 60 57 117 51.3% 48.7% 100.0% Source: Field data, 2017 Table 4.12 shows majority of respondents in UG 36(63.2%) who agreed to the fact that decisions are solely made by supervisors and 29(48.4%) respondents from KNUST also agreed to the same statement. However, a considerable number of respondents from KNUST representing 28(46.7%) disagreed to the statement as well as 21(36.9) respondents in UG. Both university libraries agree that decisions are solely made by supervisors at the workplace. Decision making solely by supervisors in UG is greater than that of KNUST. In an organization where members at all levels share and exchange ideas, work becomes easier and goals are successfully achieved. A good structure is where library staff are able to share and exchange ideas that will help to improve library services without passing through hierarchies. 68 University of Ghana http://ugspace.ug.edu.gh 4.4.3 Sharing and exchanging ideas in libraries Sharing and exchanging ideas in libraries is another aspect of organizational structure which the study investigates. To determine the libraries’ organizational structure, subjects were asked to indicate whether sharing and exchanging of ideas among supervisors and subordinates existed. Table 4.13 shows the results from the findings. Table 4.13: Sharing and exchanging ideas in libraries by institution Institution Response KNUST UG Total (No./%) (No./%) (No./%) Agree 35 32 67 58.3% 56.1% 57.3% Strongly agree 9 10 19 15.0% 17.5% 16.2% Disagree 11 11 22 18.3% 19.3% 18.8% Strongly disagree 2 4 6 3.3% 7.0% 5.1% Neutral 3 0 3 5.0% .0% 2.6% Total 60 57 117 51.3% 48.7% 100.0% Source: Field data, 2017 From Table 4.13, 42(73.6%) respondents in UG agreed that supervisors and subordinates share and exchange ideas in the libraries whereas 44(73.3%) respondents in KNUST agreed to the same statement. 15(26.3%) respondents in UG and 13(21.6%) respondents in KNUST however disagreed to the statement. The findings show that for both institutions, supervisors and subordinates share and exchange ideas. For a library’s structure where authorities and 69 University of Ghana http://ugspace.ug.edu.gh subordinates share and exchange ideas, it shows that there is a strong culture in place. This leads to effectiveness and achievement of goals and objectives in a shorter period of time. No matter the level of employees, fairness and respect must always exist at the workplace. When employees are treated well and are respected, they give off their best. A strong organizational culture describes a harmonious relationship between superiors and subordinates. For this reason, library management must respect and show fairness in dealing with all category of library staff. 4.4.4 Good relationship between supervisors and subordinates Fairness and respect among staff in an organization is necessary for work productivity. It is an essential aspect of culture which the study tends to investigate. Table 4.14 reveals the results from the two university libraries. 70 University of Ghana http://ugspace.ug.edu.gh Table 4:14 Good relationship between supervisors and subordinates by institution Institution Response KNUST UG Total (No./%) (No./%) (No./%) Agree 42 29 71 70.0% 50.9% 60.7% Strongly agree 9 14 23 15.0% 24.6% 19.7% Disagree 4 11 15 6.7% 19.3% 12.8% Strongly disagree 1 3 4 1.7% 5.3% 3.4% Neutral 4 0 4 6.7% .0% 3.4% Total 60 57 117 51.3% 48.7% 100.0% Source: Field data, 2017 Chi-Square=11.665, DF=4, P=0.020 Majority of respondents from Table 4.14 representing 51(85.0%) in KNUST indicated they agree to the fact that good relationship exist between supervisors and subordinates. This was followed by respondents in UG representing 43(75.5%) who similarly agreed to the statement. 14(24.6%) respondents in UG did not agree to the statement as well as 5(8.4%) respondents in KNUST. The findings from both institutions show well that good relationship exist between library supervisors and subordinates respectively. KNUST recorded the highest positive response followed by UG. A chi-square test performed (Chi-Square=11.665, DF=4, P=0.020) indicated that there exist a significant relationship between institution and good relationship between supervisors and subordinates. 71 University of Ghana http://ugspace.ug.edu.gh The type of supervision describes how things are done in an organization. Supervision plays a significant role in the activities of an organization. The strictness or leniency of supervision in libraries describe how staff go about their daily duties to successful fulfil the fundamental objective of libraries. The type of supervision shows a hierarchical or horizontal structure that exit in libraries. 4.4.5 Type of supervision at the libraries It is very important to investigate the type of supervision in libraries because it is an aspect of culture that determines staff ability to work freely. Respondents were asked to describe the type of supervision at the workplace. Table 4.15 indicates the type of supervision found in each university library. Table 4.15: Type of supervision at the libraries by institution Institution Response KNUST UG Total (No./%) (No./%) (No./%) Lenient 18 18 36 30.0% 31.6% 30.8% Very lenient 9 6 15 15.0% 10.5% 12.8% Strict 21 30 51 35.0% 52.6% 43.6% Very strict 4 3 7 6.7% 5.3% 6.0% Neutral 8 0 8 13.3% .0% 6.8% Total 60 57 117 51.3% 48.7% 100.0% Source: Field data, 2017 Chi-Square=10.261, DF=4, P=0.036 72 University of Ghana http://ugspace.ug.edu.gh From Table 4.15, it can be seen that 33(57.9%) of respondents in UG admitted that the type of supervision existing at the workplace is strict as compared to the number of respondents in KNUST 25(41.7%). However, a considerable number of respondents 27(45.0%) in KNUST and UG 24(42.1%) respondents indicated an existence of lenient supervision at the workplace. Both libraries do not have the same type of supervision. There is strict type of supervision in UG whereas KNUST has a lenient type of supervision respectively. UG may be experiencing a hierarchical structure and KNUST a lateral structure in their libraries. Also, a chi-square test performed (Chi-Square=10.261, DF=4, P=0.036) revealed that there is a significant relationship between institution and the type of supervision at the library. Members of an organization, for one reason or the other need support from superiors. Library staff need to be supported in their wellbeing such as career and skills development. 4.5 Organizational support by management Culture involves organizational support which is necessary in every organization. Employees feel accepted and willing to give off their best when superiors show concern about their well- being in the organization. According to Aube, Rousseau and Morin (2007), organizational support involves the degree to which employees feel that the organization is ready to fairly compensate them for their efforts, help them when they need to make their work interesting and provide them with adequate working conditions. Library staff need to be supported in various ways that will develop their library career to meet the broad spectrum of users in this advanced technology era. For the purpose of the study, support constitutes career development of 73 University of Ghana http://ugspace.ug.edu.gh subordinates, supervisors’ assistance at the library, fostering learning and creativity, and resolving subordinate problems and labour issues. 4.5.1 Career development of subordinates One of the aspect of organizational support is supporting subordinates in their career development. To determine how supportive library management are toward subordinates, respondents were asked to indicate whether supervisors take interest in their career development or not. Table 4.16 shows the results. Table 4.16: Career development of subordinates by institution Institution Response KNUST UG Total (No./%) (No./%) (No./%) Agree 38 28 66 63.3% 49.1% 56.4% Strongly Agree 11 8 19 18.3% 14.0% 16.2% Disagree 5 12 17 8.3% 21.1% 14.5% Strongly Disagree 1 5 6 1.7% 8.8% 5.1% Neutral 5 4 9 8.3% 7.0% 7.7% Total 60 57 117 51.3% 48.7% 100.0% Source: Field data, 2017 74 University of Ghana http://ugspace.ug.edu.gh From Table 4.16, 49(81.6%) respondents from KNUST agreed that supervisors take interest in subordinate career development, and 36(63.1%) respondents from UG also agreed to the statement. On the other hand, 17(29.9%) respondents in UG, and 6(10.0%) respondents in KNUST disagreed to the statement. The findings show that supervisors in both university libraries support subordinates in their career development. However, there is a higher management interest in career development of subordinates in KNUST as compared to UG. The major role of supervisors is to supervise activities at the workplace. Supervisors must therefore show readiness to assist subordinates in times of need concerning their duties in the libraries. 4.5.2 Supervisors’ assistance at the libraries In a strong organizational culture, superiors must avail themselves to help subordinate when facing challenges at the workplace. To investigate this in the two libraries, respondents were asked to agree or disagree. Table 4.17 shows the results of the outcome. 75 University of Ghana http://ugspace.ug.edu.gh Table 4.17: Supervisors’ assistance at the library by institution Institution Response KNUST UG Total (No./%) (No./%) (No./%) Agree 44 37 81 73.3% 64.9% 69.2% Strongly Agree 10 5 15 16.7% 8.8% 12.8% Disagree 3 13 16 5.0% 22.8% 13.7% Strongly Disagree 1 2 3 1.7% 3.5% 2.6% Neutral 2 0 2 3.3% .0% 1.7% Total 60 57 117 51.3% 48.7% 100.0% Source: Field data, 2017 Chi-Square=10.785, DF=4, P=0.029 Majority of respondents, as described in Table 4.17 representing 54(90.0%) in KNUST agreed that supervisors do assist at the library followed by 42(73.7%) respondents in UG. However, 15(26.3%) respondents in UG and 4(6.7%) respondents in KNUST disagreed that supervisors assist subordinates when facing difficulties in the libraries. The findings show that for both institutions, supervisors help subordinates when facing difficulties in their work. However, there is a higher assistance in KNUST than UG respectively. A chi-square test conducted (Chi- Square=10.785, DF=4, P=0.029) shows that there is a significant relationship between institution and supervisors’ assistance at the library. 76 University of Ghana http://ugspace.ug.edu.gh A positive organizational culture promotes learning and creativity among members of the organization. This is ensured effectively by supervisors in the organization. In libraries, fostering learning and creativity help the individuals to gain knowledge and skills that enhance better services to users when they need information in various formats. 4.5.3 Fostering learning and creativity in libraries To find out whether supervisors promote a culture of learning and creativity in both university libraries, subjects were asked to agree or disagree. Table 4.18 depicts the results from the results. Table 4.18: Fostering learning and creativity in libraries by institution Institution Response KNUST UG Total (No./%) (No./%) (No./%) Agree 38 32 70 63.3% 56.1% 59.8% Strongly Agree 9 7 16 15.0% 12.3% 13.7% Disagree 6 11 17 10.0% 19.3% 14.5% Strongly Disagree 1 5 6 1.7% 8.8% 5.1% Neutral 6 2 8 10.0% 3.5% 6.8% Total 60 57 117 51.3% 48.7% 100.0% Source: Field data, 2017 77 University of Ghana http://ugspace.ug.edu.gh It can be deduced from Table 4.18 that majority of respondents 47(78.3%) in KNUST agreed to the fact that supervisors foster an organizational culture that promotes learning and creativity. 39(68.4%) respondents in UG also agreed likewise. Also, for those who disagreed to the statement, 16(28.1%) represented respondents in UG whereas 7(11.7%) represented respondents from KNUST. From the findings, it can be observed that both institutions foster learning and creativity among subordinates. However, KNUST has most of its library staff agreeing that supervisors foster learning and creativity in the library than UG. Assisting subordinates to resolve their problems and labour issues show how concern and supportive management or supervisors are in the libraries. This serves as a source of motivation to library staff to work efficiently by also assisting library users in their information needs. 4.5.4 Resolving subordinate problems and labour issues Another important aspect of organizational support is when supervisors show concern about subordinate problems and labour issues in libraries. The results of the outcome is shown in Table 4.19. 78 University of Ghana http://ugspace.ug.edu.gh Table 4.19: Resolving subordinate problems and labour issues by institution Institution Response KNUST UG Total (No./%) (No./%) (No./%) Agree 37 30 67 61.7% 52.6% 57.3% Strongly Agree 6 3 9 10.0% 5.3% 7.7% Disagree 10 16 26 16.7% 28.1% 22.2% Strongly Disagree 2 4 6 3.3% 7.0% 5.1% Neutral 5 4 9 8.3% 7.0% 7.7% Total 60 57 117 51.3% 48.7% 100.0% Source: Field data, 2017 It can be observed from Table 4.19 that majority of respondents 43(71.7%) in KNUST agreed that supervisors effectively resolve subordinate problems and labour issues, a sizeable number of respondents in UG representing 33(57.9%) also agreed to the statement. For those who disagreed, 20(35.1%) respondents came from respondents in UG and 12(20%) respondents in KNUST. The results of the findings show that supervisors in both libraries show concern about the welfare of their subordinates. KNUST accounted for higher superior welfare support to UG. One characteristic of a strong organizational culture is when employees are identified with the organization in terms of the values, norms and beliefs. 79 University of Ghana http://ugspace.ug.edu.gh 4.6 Organizational identification at the library One important characteristic of an organizational culture is identification. Organizational identity largely influences employees’ behaviour at the workplace. How library management sees and relates with the individual staff assumes how they are identified with the library they work with. This implies employees working toward the goals and objectives of the library. Stuart, Ashforth and Dutton (2000) state that ‘‘the beauty of the identity and identification concepts is that they provide a way of accounting for the agency of human action within an organizational framework’’. Sharing common values, beliefs and goals in the organization tells how members are identified. Organizational identification involves communicating values, goals and beliefs to members, consistency of values to the library’s, staff commitment to library’s success, working together to share and resolve issues, encouraging teamwork and teamwork participation by staff. 4.6.1 Communicating values, beliefs and goals to members It is important to determine whether values, beliefs and goals are clearly communicated to all library staff or not in the two university libraries to ascertain how they are identified in the libraries. Table 4.20 shows the findings by institution. 80 University of Ghana http://ugspace.ug.edu.gh Table 4.20: Communicating values, beliefs and goals to members by institution Institution Response KNUST UG Total (No./%) (No./%) (No./%) True 8 13 21 13.3% 22.8% 17.9% False 45 44 89 75.0% 77.2% 76.1% Neutral 7 0 7 11.7% .0% 6.0% Total 60 57 117 51.3% 48.7% 100.0% Source: Field data, 2017 Chi-Square=8.130, DF=2, P=0.017 From Table 4.20, most of the respondents in UG and KNUST representing 44(77.2%) and 45(75.0%) disagreed to the statement that values, beliefs and goals are communicated to all staff. Few respondents constituting 13(22.8%) in UG and 8(13.3%) in KNUST also agreed. The findings show that for both institutions, management fails to communicate the organizational values, beliefs and goals to library staff. A chi-square test performed (Chi-Square=8.130, DF=2, P=0.017) revealed that there is a significant relationship between institution and values, beliefs and goals clearly communicated to all staff. 4.6.2 Consistency of values with library’s values In every organization, supervisors are seen as catalyst for ensuring that values are adhered to at all times. Without an organizational values, things are done anyhow by individuals leading to a 81 University of Ghana http://ugspace.ug.edu.gh weak culture. To determine this in libraries, respondents were asked whether supervisors’ values are consistent with the library’s values or not. Table 4.21 reveals the findings. Table 4.21: Consistency of values with the library’s values by institution Institution Response KNUST UG Total (No./%) (No./%) (No./%) True 3 17 20 5.0% 29.8% 17.1% False 42 39 81 70.0% 68.4% 69.2% Neutral 15 1 16 25.0% 1.8% 13.7% Total 60 57 117 51.3% 48.7% 100.0% Source: Field data, 2017 Chi-Square=22.099, DF=2, P=0.000 The results from Table 4.21 show a higher number of respondents who disagreed to the statement that supervisors’ values are consistent with the library’s values. 42(70.0%) representing KNUST and 39(68.4%) representing UG disagreed to the statement. However, few respondents, 17(29.8%) in UG and 3(5.0%) in KNUST agreed to the statement. From the results, it can be deduced that for both institutions, supervisors’ values are not consistent with the libraries’ values. However, majority of supervisors in KNUST do not have values consistent to the library’s as compared to supervisors in UG. A chi-square test conducted (Chi- Square=22.099, DF=2, P=0.000) indicate that a significant relationship exist between consistency of values with the library’s values and institution. 82 University of Ghana http://ugspace.ug.edu.gh A positive organizational culture is one where all employees are committed to the success of the organization. For library staff to be committed to the library’s success means working hard to provide the various information needs of users. 4.6.3 Staff commitment to libraries’ success Another aspect of being identified with the library is when all staff are committed to the success of the library. To determine this, respondents were asked to agree or disagree. Table 4.22 shows the results retrieved. Table 4.22: Staff commitment to libraries’ success by institution Institution Response KNUST UG Total (No./%) (No./%) (No./%) Agree 31 39 70 51.7% 68.4% 59.8% Strongly agree 16 6 22 26.7% 10.5% 18.8% Disagree 6 11 17 10.0% 19.3% 14.5% Strongly disagree 0 1 1 .0% 1.8% .9% Neutral 7 0 7 11.7% .0% 6.0% Total 60 57 117 51.3% 48.7% 100.0% Source: Field data, 2017 Chi-Square=14.863 DF=4, P=0.005 83 University of Ghana http://ugspace.ug.edu.gh From Table 4.22, a greater percentage of respondents in UG constituting 45(78.9%) and a greater percentage of respondents in KNUST constituting 47(78.4%) firmly agreed that staff are committed to the success of the libraries. However, very few respondents in UG representing 12(21.1%) and KNUST representing 6(10.0%) disagreed to the statement. The findings show that for both institutions, all staff are committed to the success of the libraries. A chi-square test performed (Chi-Square=14.863 DF=4, P=0.005) indicated that there is a significant relationship between institution and staff commitment to library’s success. Sharing ideas and resolving issues show the type of culture in the organization. When library staff are identified with the libraries they work in, they are able to come together to share ideas and resolve issues confronting them at the workplace. 4.6.4 Sharing ideas and resolving issues One characteristics of a healthy culture is when staff work together to share ideas and resolve issues in the library. To determine this, respondents were asked to agree or disagree. This is shown in Table 4.23. 84 University of Ghana http://ugspace.ug.edu.gh Table 4.23: Sharing ideas and resolving issues by institution Institution Response KNUST UG Total (No./%) (No./%) (No./%) Agree 37 34 71 61.7% 59.6% 60.7% Strongly agree 16 8 24 26.7% 14.1% 20.5% Disagree 2 15 17 3.3% 26.3% 14.5% Neutral 5 0 5 8.3% .0% 4.3% Total 60 57 117 51.3% 48.7% 100.0% Source: Field data, 2017 Chi-Square=17.669, DF=3, P=0.001 From Table 4.23, majority of respondents representing 53(88.4%) in KNUST agreed likewise 42(73.7%) respondents in UG. Also, 15(26.3) respondents in UG disagreed as well as the very few respondents 2(3.3%) in KNUST respectively. The findings show that library staff in both institutions work together to share ideas and resolve issues. However, library staff in KNUST recorded the highest response rate than UG. A chi-square test performed (Chi-Square=17.669, DF=3, P=0.001) revealed that there is a significant relationship between institution and sharing and resolving issues. Team work is encouraged when individuals are identified with the organization they work in. Encouraging team work in libraries is very important since team work involves staff with different ideas and skills coming together to complete a task or solve library issues. 85 University of Ghana http://ugspace.ug.edu.gh 4.6.5 Encouraging team work in libraries To find out how often team work is encouraged within each university library, respondents were asked to indicate how often and this is shown in Table 4.24. Table 4.24: Encouraging team work in the library by institution Institution Response KNUST UG Total (No./%) (No./%) (No./%) Often 21 24 45 35.0% 42.1% 38.5% Very often 17 11 28 28.3% 19.3% 23.9% Occasionally 20 22 42 33.3% 38.6% 35.9% Never 1 0 1 1.7% .0% .9% Neutral 1 0 1 1.7% .0% .9% Total 60 57 117 51.3% 48.7% 100.0% Source: Field data, 2017 It can be deduced from Table 4.24 that majority of respondents 38(63.3%) in KNUST and 35(61.4%) in UG indicated that team work is often encouraged in the libraries. For respondents who indicated that team work is occasionally encouraged, 22(38.6%) represented UG and 20(33.3%) represented KNUST. Also, 1(1.7%) respondent in KNUST admitted that team work has never been encourage in the library. The outcome of the findings depicts that team work is encouraged in both institutions. Team work is highly encouraged in KNUST than in UG. 86 University of Ghana http://ugspace.ug.edu.gh 4.6.6 Team work participation In order to find out whether library staff have worked in a team before, respondents were asked to indicate ‘Yes’ and ‘No’. Table 4.25 shows the results generated. Table 4.25: Team work participation by institution Institution Response KNUST UG Total (No./%) (No./%) (No./%) Yes 52 53 105 86.7% 93.0% 89.7% No 6 4 10 10.0% 7.0% 8.5% Neutral 2 0 2 3.3% .0% 1.7% Total 60 57 117 51.3% 48.7% 100.0% Source: Field data, 2017 Table 4.25 shows the statistics of respondents from both institutions who have worked in a team before or not. Majority of respondents in UG 53(93.0%) admitted working in a team before whereas 52(86.7%) in KNUST. 6(10.0%) respondents in KNUST and 4(7.0%) in UG, however, did not admit to have worked in a team before. The results of the findings show that majority of library staff in both institutions have worked in a team before. Comparably, majority of library staff in UG have worked in a team before than library staff in KNUST. Performance-reward serves as a platform for motivating employees at the workplace. A strong culture identifies and reward committed and productive employees in the organization. 87 University of Ghana http://ugspace.ug.edu.gh Motivation is vital in the library environment. Motivation helps library staff to perform efficiently in their various departments. 4.7 Performance-reward at the library As part of a strong organizational culture, every organization has to have a strategized performance-reward system for employees which addresses benefits, compensation, recognition and appreciation. A strong library culture has within it good reward systems that boost employees morale to work toward the goals and objectives of the organization. There are so many reasons to for a reward system to be ideally motivational, one reason is for library staff to perform better. Performance-reward involves regular performance reviews, effectiveness of performance reviews, recognition of staff effort by management, laid down standards for unproductive staff and rewards for good performance. 4.7.1 Regular performance reviews in libraries Performance reviews in libraries are important because it’s a way of evaluating and documenting job performance of the individual employees. Table 4.26 shows results retrieved when respondents were asked how regular they receive performance review at the libraries. 88 University of Ghana http://ugspace.ug.edu.gh Table 4.26: Regular performance reviews in libraries by institution Institution Response KNUST UG Total (No./%) (No./%) (No./%) Yes 12 41 53 20.0% 71.9% 45.3% No 38 16 54 63.3% 28.1% 46.2% Neutral 10 0 10 16.7% .0% 8.5% Total 60 57 117 51.3% 48.7% 100.0% Source: Field data, 2017 Chi-Square=34.777, DF=2, P=0.000 Table 4.26 shows respondents in UG represented by 41(71.9%) agreed that staff receive this activity regularly. Few respondents in KNUST represented by 12(20.0%) were also positive to the question. However, a considerable number of respondents in KNUST 38(63.3%) indicated that they do not receive regular performance reviews as well as 16(28.1%) respondents in University of Ghana. The study reveals that library staff in UG often receive regular performance reviews. However, library staff in KNUST do not receive regular performance reviews. A chi- square test performed (Chi-Square=34.777, DF=2, P=0.000) revealed that there is a significant relationship between institution and staff regular performance reviews. Performance appraisal helps to promote quality work among employees. It is very important to investigate this in libraries since it plays an important role in organizational culture. 89 University of Ghana http://ugspace.ug.edu.gh 4.7.2 Effective performance appraisal system in promoting quality work To investigate whether performance appraisal promote quality library work among staff, subjects were asked to answer positively or negatively. Table 4.27 reveals the results. Table 4.27: Performance appraisal system in promoting quality work by institution Institution Response KNUST UG Total (No./%) (No./%) (No./%) Yes 54 45 99 90.0% 78.9% 84.6% No 2 12 14 3.3% 21.1% 12.0% Neutral 4 0 4 6.7% .0% 3.4% Total 60 57 117 51.3% 48.7% 100.0% Source: Field data, 2017 Chi-Square=11.892, DF=2, P=0.003 From Table 4.27, it can be seen that majority of respondents 54(90.0%) in KNUST indicated that performance appraisal system is effective in promoting quality work, followed by 45(78.9%) respondents in UG who also answered positively to the question. A sizeable number of respondents from UG 12(21.1%) and KNUST 2(3.3%) responded negatively to the question. The study reveals that most respondents from both institutions admitted that performance appraisal promotes quality work. However, the highest response rate came from KNUST, followed by UG. A chi-square test performed (Chi-Square=11.892, DF=2, P=0.003) revealed that there is a significant relationship between institution and effective performance appraisal system in promoting quality work. 90 University of Ghana http://ugspace.ug.edu.gh A positive culture is where subordinates realize their efforts and hard work are recognized by supervisors. Recognizing efforts of library staff help to boost their morale to work. 4.7.3 Recognition of staff efforts by management Another important aspect of performance-reward in libraries is when supervisors recognize and appreciate staff performance. To determine this in libraries, respondents were asked to agree or disagree. The findings can be seen in Table 4.28. Table 4.28: Recognition of staff efforts by management by institution Institution Response KNUST UG Total (No./%) (No./%) (No./%) Agree 30 26 56 50.0% 45.6% 47.9% Strongly Agree 5 7 12 8.3% 12.3% 10.3% Disagree 11 19 30 18.3% 33.3% 25.6% Strongly Disagree 2 5 7 3.3% 8.8% 6.0% Neutral 12 0 12 20.0% .0% 10.3% Total 60 57 117 51.3% 48.7% 100.0% Source: Field data, 2017 Chi-Square=15.972, DF=4, P=0.003 91 University of Ghana http://ugspace.ug.edu.gh Table 4.28 shows majority of respondents in KNUST representing 35(58.3%) agreed, followed by a considerable number of respondents in UG representing 33(57.9%). Again, for those respondents who disagreed, 24(42.1%) represented UG whiles 13(21.6%) represented KNUST respectively. The findings of the results show that majority of library staff in both institutions agree that their efforts are recognized by supervisors. Majority of library staff in KNUST agreed than library staff in UG. A chi-square test conducted (Chi-Square=15.972, DF=4, P=0.003) showed that there exist a significant relationship between institution and recognition of staff efforts by management. Every organization needs some standards to manage employees who are unproductive at the workplace likewise academic libraries. Gone were the days where library staff hide behind their desk and use all their working hours for themselves than to assist library users. Contemporarily, library services have taken new forms with the advancement in technology and the increasing demand of information for research and class work. 4.7.4 Laid down standards for unproductive staff A strong organizational culture involves check and balances for employees who are unproductive at the workplace. It is necessary to investigate the kind of standards that university libraries lay down to check staff who do not perform well in the libraries. Table 4.29 shows the results after the investigation. 92 University of Ghana http://ugspace.ug.edu.gh Table 4.29: Laid down standards for unproductive staff by institution Institution Response KNUST UG Total (No./%) (No./%) (No./%) Demoted 1 1 2 1.7% 1.8% 1.7% Dismissed 2 2 4 3.3% 3.5% 3.4% Nothing 12 7 19 20.0% 12.3% 16.2% Queried 44 40 84 73.3% 70.2% 71.8% Sanctioned 1 7 8 1.7% 12.3% 6.8% Total 60 57 117 51.3% 48.7% 100.0% Source: Field data, 2017 In Table 4.29, most of the respondents in KNUST representing 44(73.3%) indicated that staff are queried for being unproductive. 40(70.2%) representing respondents in UG also indicated that staff were queried for being unproductive. For respondents who believed nothing was done to unproductive staff, 12(20.0%) represented KNUST whereas 7(12.3%) represented UG. Again, 7(12.3%) respondents in UG and 1(1.7%) respondents in KNUST believed that unproductive staff were sanctioned. 2(3.5%) respondents in UG indicated that unproductive staff are dismissed from the work place followed by 2(3.3%) respondents in KNUST. Lastly, 1(1.8%) and 1(1.7%) respondents from UG and KNUST indicated that staff who are unproductive are demoted from their position. For both institutions, the findings show that unproductive staff were queried at the libraries. However, staff who do not perform well in KNUST are queried more than staff in UG. 93 University of Ghana http://ugspace.ug.edu.gh Library staff who perform well at the workplace must be recognized and rewarded as this serves as a motivation. Rewarding good performance in libraries is an important characteristic of culture. A strong culture motivates members which leads job satisfaction. 4.7.5 Rewards for good performance Rewards are powerful tools for encouraging good job performance in libraries. Respondents were asked to indicate the form of reward given to staff in both libraries. Table 4.30 shows the results of the findings in figures and percentages. Table 4.30: Rewards for good performance by institution Institution Response KNUST UG Total (No./%) (No./%) (No./%) Commended 26 33 59 43.3% 57.9% 50.4% Compensated 6 7 13 10.0% 12.3% 11.1% Salary increment 1 6 7 1.7% 10.5% 6.0% Promoted 20 10 30 33.3% 17.5% 25.6% Neutral 7 1 8 11.7% 1.8% 6.8% Total 60 57 117 51.3% 48.7% 100.0% Source: Field data, 2017 Chi-Square=12.243, DF=4, P=0.016 94 University of Ghana http://ugspace.ug.edu.gh In Table 4.30 above, it is clear that majority of respondents indicated that staff are commended for good performance at the libraries. Out of the majority, 33(57.9%) represented respondents in UG and 26(43.3%) represented KNUST. A considerable number of respondents also indicated that staff are promoted for good performance with 20(33.3%) representing respondents in KNUST and 10(17.5%) representing respondents in UG. The very few respondents indicated that staff are compensated for good job performance, 7(12.3%) in UG and 6(10.0%) in KNUST. The least number of respondents indicated that staff who perform well receive salary increment. Out of this 6(10.5%) respondents represented UG and 1(1.7%) represented KNUST respectively. From the results, it is clear that reward for good performance in the two institutions is commendation. Majority of staff who perform well are commended in UG as compared to KNUST. A chi-square test performed (Chi-Square=12.243, DF=4, P=0.016) indicated that there is a significant relationship between institution and rewards for good performance. Conflict management is essential at the workplace since it is indispensable. Conflict can be healthy or chaotic depending on how management handles it. 4.8 Conflict tolerance at the library Inability to manage conflicts at the library has a detrimental impact on employees’ productivity. Conflict can be healthy when managed well or can cause many problems when mismanaged. Organizational culture affects conflict tolerance which constitutes conflict resolution, internal organizational conflict, effect of conflict and overlapping duties at the libraries. 95 University of Ghana http://ugspace.ug.edu.gh 4.8.1 Conflict resolution in libraries The first component of conflict tolerance is conflict resolution, and to be able to investigate this in libraries, respondents were asked to indicate ‘Yes’ or ‘No’. Table 4.31 reveals the results retrieved. Table 4.31: Conflict resolution in libraries by institution Institution Response KNUST UG Total (No./%) (No./%) (No./%) Yes 41 43 84 68.3% 75.4% 71.8% No 6 13 19 10.0% 22.8% 16.2% Neutral 13 1 14 21.7% 1.8% 12.0% Total 60 57 117 51.3% 48.7% 100.0% Source: Field data, 2017 Chi-Square=12.844, DF=2, P=0.002 Majority of respondents from both institutions answered ‘yes’, with 43(75.4%) in UG and 41(68.3%) in KNUST. Few respondents responded negatively, with 13(22.8%) in UG and 6(10.0%) in KNUST. This can be evidently seen in Table 4.31 respectively. The results show that library management easily resolve conflict among staff in both libraries. Conflict resolution in KNUST is higher than conflict resolution in UG. A chi-square test performed (Chi- Square=12.844, DF=2, P=0.002) indicated that there is a significant relationship between institution and conflict resolution in libraries. 96 University of Ghana http://ugspace.ug.edu.gh Conflict occurs at all level of an organization. It happens when there is misunderstanding among management, superiors and subordinates or among subordinates. Another component of conflict tolerance is internal organizational conflict in libraries. 4.8.2 Internal organizational conflicts in libraries To find out whether conflict often ensues between supervisors and subordinates, subjects were asked to indicate. Table 4.32 shows the results. Table 4.32: Internal organizational conflicts in libraries by institution Response Institution KNUST UG Total (No./%) (No./%) (No./%) Often 10 8 18 16.7% 14.0% 15.4% Very often 0 5 5 .0% 8.8% 4.3% Occasionally 36 40 76 60.0% 70.2% 65.0% Never 3 4 7 5.0% 7.0% 6.0% Neutral 11 0 11 18.3% .0% 9.4% Total 60 57 117 51.3% 48.7% 100.0% Source: Field data, 2017 Chi-Square=16.510, DF=4, P=0.002 From Table 4.32, most of the respondents indicated that conflict ensues between supervisors and subordinates occasionally. Out of these respondents 40(70.2%) represent UG and 36(60.0%) 97 University of Ghana http://ugspace.ug.edu.gh represent KNUST. A considerable number of respondents indicated that conflict often ensues between supervisors and subordinates with 13(22.8%) representing UG and 10(16.7%) representing KNUST. The least number of respondents 7(6.0%) also admitted that never had conflict ensued between supervisors and subordinates at the workplace. The results of the findings show that conflict ensues between supervisors and subordinate occasionally in both libraries. However, conflicts ensues between supervisors and subordinates occasionally in UG as compared to KNUST. A chi-square test performed (Chi-Square=16.510, DF=4, P=0.002) indicated that there is a significant relationship between institution and internal organizational conflicts in libraries. When conflict in libraries are not managed properly, it affects productivity at the libraries. One other component of conflict tolerance is the effect of conflicts in libraries. 4.8.3 Effects of conflict in libraries Conflict can affect productivity in libraries. In order to avoid tension at the libraries, it is important for management to institute measures to minimize conflict and help settle differences. To determine whether conflict affect staff morale to work, respondents were asked to answer the question. Table 4.33 shows the results of the outcome. 98 University of Ghana http://ugspace.ug.edu.gh Table 4.33: Effects of conflict in libraries by institution Institution Response KNUST UG Total (No./%) (No./%) (No./%) Yes 42 44 86 70.0% 77.2% 73.5% No 12 13 25 20.0% 22.8% 21.4% Neutral 6 0 6 10.0% .0% 5.1% Total 60 57 117 51.3% 48.7% 100.0% Source: Field data, 2017 Chi-Square=6.014, DF=2, P=0.049 In Table 4.33, majority of respondents agreed that conflict affects staff morale to work. Out of these respondents, 44(77.2%) represents UG whereas 42(70.0%) represents KNUST. 13(22.8%) representing University of Ghana and 12(20.0%) representing KNUST make up the minority. Respondents in both institutions admitted that conflicts affect staff morale to work. However, conflicts affect staff morale more in UG than in KNUST.A chi-square test performed (Chi- Square=6.014, DF=2, P=0.049) indicated that there is a significant relationship between institution and effects of conflict at the workplace. 99 University of Ghana http://ugspace.ug.edu.gh 4.8.4 Overlapping duties in libraries Internal conflicts may arise when duties are not specifically assigned. Conflicting duties may give rise to many problems in the libraries. To determine whether this situation exists in the two university libraries, respondents were asked to agree or disagree. Table 4.34 shows the results. Table 4.34: Overlapping duties in libraries by institution Institution Response KNUST UG Total (No./%) (No./%) (No./%) Agree 34 31 65 56.7% 54.4% 55.6% Strongly Agree 4 10 14 6.7% 17.5% 12.0% Disagree 18 14 32 30.0% 24.6% 27.4% Strongly Disagree 1 1 2 1.7% 1.8% 1.7% Neutral 3 1 4 5.0% 1.8% 3.4% Total 60 57 117 51.3% 48.7% 100.0% Source: Field data, 2017 Table 4.34 shows the results when respondents were asked to agree or disagree that overlapping duties arise when responsibilities are not specifically assigned appropriately to staff. The majority of respondents agreed to the statement whiles the few disagreed. 41(71.9%) respondents in UG and 38(63.4%) respondents in KNUST agreed. However, 19(31.7%) respondents in KNUST and 15(26.4%) respondents in University of Ghana disagreed. The findings show that 100 University of Ghana http://ugspace.ug.edu.gh overlapping duties gives rise to conflict in both libraries. In UG, overlapping duties give rise to conflicts as compared to KNUST. When library staff are given the freedom to take decisions and work with minimal supervision, it is assumed that management is ready to tolerate risk. 4.9 Risk tolerance at the library Giving the individual employee the freedom to work means that management tolerates risk. Sometimes some duties and decisions are left for staff to make in the line of executing their duties. Whether the individual makes the right choice or not affects the organization. Tolerating risk is an important characteristic if a strong organizational culture. In delivering library services to users, some decisions are taken immediately without consulting management. For the purpose of the study, risk tolerance involves encouraging staff initiatives and embracing new and better ways of doing things in the libraries. 4.9.1 Encouraging staff initiatives in libraries A strong library culture encourages staff to take initiatives and be creative at the library. To determine whether staff are encouraged to take initiatives, subjects were asked to agree or disagree. 101 University of Ghana http://ugspace.ug.edu.gh Table 4.35: Encouraging staff initiatives in libraries by institution Institution Response KNUST UG Total (No./%) (No./%) (No./%) Yes 35 33 68 58.3% 57.9% 58.1% No 8 23 31 13.3% 40.4% 26.5% Neutral 17 1 18 28.3% 1.8% 15.4% Total 60 57 117 51.3% 48.7% 100.0% Source: Field data, 2017 Chi-Square=21.476, DF=2, P=0.000 From Table 4.35, majority of respondents agreed that the libraries’ culture encourage staff to take initiative to assess their skills. From the breakdown of the positive responses, 35(58.3%) represents KNUST and 33(57.9%) represents UG. A sizeable number of respondents answered negatively to the question. Out of these respondents, 23(40.4%) represents UG and 8(13.3%) represents KNUST. The findings show that for both libraries staff are encouraged to take initiatives at the workplace. Encouraging initiatives in KNUST is higher than UG. A chi-square test performed (Chi-Square=21.476, DF=2, P=0.000) indicated that there is a significant relationship between institution and encouraging staff initiatives in libraries. Tolerating risk in libraries involves allowing staff to come up with new and better ways of doing things. 102 University of Ghana http://ugspace.ug.edu.gh 4.9.2 Embracing new and better ways of doing things in libraries To find out whether staff are given the freedom to come up with new and better ways of doing things at the libraries, respondents were asked to respond positively or negatively. The results can be seen in Table 4.36. Table 4.36: Embracing new and better ways of doing things by institution Institution Response KNUST UG Total (No./%) (No./%) (No./%) True 9 19 28 15.0% 33.3% 23.9% False 37 36 73 61.7% 63.2% 62.4% Neutral 14 2 16 23.3% 3.5% 13.7% Total 60 57 117 51.3% 48.7% 100.0% Source: Field data, 2017 Chi-Square=12.516, DF=2, P=0.002 From Table 4.36, majority of responded disagreed that staff are allowed to come up with new ways of doing things at the workplace. 36(63.2%) respondents represent UG and 37(61.7%) represent KNUST staff who admitted that staff are not allowed to come up with new and better ways of doing things. A considerable number of respondents in UG representing 19(33.3%) and KNUST representing 9(15.0%) agreed that new and better ways of doing things are welcomed in the libraries. The findings show that in both institutions staff are not allowed to come up with new and better ways of doing things in the libraries. In UG, library staff do not have the freedom to bring new ways of doings things as compared to KNUST. A chi-square test performed (Chi- 103 University of Ghana http://ugspace.ug.edu.gh Square=12.516, DF=2, P=0.002) indicated that there is a significant relationship between institutions and embracing new and better ways of doing things. 104 University of Ghana http://ugspace.ug.edu.gh REFERENCES Aube, C., Rousseau, V. & Morrin, M. E. (2007). Perceived organizational support and organizational commitment: The moderating effect of locus of control and work autonomy. Journal of Managerial Psychology, 22(5), 479-495. Naqvi, S.M.M.R., Ishtiaq, M., Kanwal, N. & Ali, M. (2013). Impact of job autonomy on organizational commitment and job satisfaction: The moderating role of organizational culture in fast food sector of Pakistan. International Journal of Business and Management, 8 (17), 92-102. Stuart, A., Ashforth, B. E. & Dutton, J. E. (2000). Organizational identity and identification: Charting new waters and building new bridges. Academy of Management Review, 25(1), 13-17. 105 University of Ghana http://ugspace.ug.edu.gh CHAPTER FIVE DISCUSSION OF FINDINGS 5.1 Introduction This chapter presents a discussion of the findings of the study. The purpose of this study was to determine the effects of organizational culture on information provision in academic libraries in Ghana. This chapter discusses the major findings in relation to the objectives of the study and the existing literature. The discussion of the findings of this study is done under the following major headings:  Individual autonomy at the library  Organizational structure at the library  Organizational support by management  Organizational identification at the library  Performance-reward at the library  Conflict tolerance at the library  Risk tolerance at the library 5.2 Individual autonomy at the library Autonomy at the workplace improves employees’ productivity since choices and decisions are made by themselves in the line of their duties without management’s interferences. For library staff in both UG and KNUST, the findings indicate that staff have freedom to perform their duties without supervision. It can also be deduced that freedom to exercise duties without any 106 University of Ghana http://ugspace.ug.edu.gh supervision in both university libraries differs. The level of freedom among library staff in UG is higher than that of KNUST library staff respectively. A study conducted by Krause (2004), which investigated how leaders can influence innovation process by granting subordinates’ freedom and autonomy, revealed that granting freedom and autonomy was positively related to implementation of ideas. Again, majority of respondents in UG and KNUST agreed that duties are efficiently executed without any supervision in the libraries. From the findings, the percentage of respondents who agreed in UG exceeded that of respondents in KNUST indicating that efficient executing of duties in UG is greater than KNUST respectively. The findings also show that a significant relationship exist between institution and efficient executing of duties without supervision. Supervision is important in every organization as it helps in the personal support, professional development and administrative case management which leads to organizational efficiency. Senior members in libraries are mostly those who are given supervisory roles. According to Lamptey, Boateng and Antwi (2013), in public universities in Ghana, the professional librarians or senior members perform both operational and managerial functions. This means that professional librarians are mandated to manage and supervise staff working under them at the various levels of management in their respective libraries. Hughes (2010), in her research on the role of supervision in social work concluded in her findings that, supervision plays a key role in good social work. She also concluded that supervision is very important for personal development and growth as it contributes to effective professional relationship. 107 University of Ghana http://ugspace.ug.edu.gh Delegation of responsibilities to subordinates means conviction, commitment and competency to carry on duties or tasks which would have been done by superiors. From the findings, it shows that for both university libraries, supervisors do delegate some responsibilities to subordinates. Delegating responsibilities in both institutions is high, with KNUST having the greater percentage. A chi-square test conducted (Chi-Square=6.886, DF=2, P=0.032) revealed that there is a significant relationship between delegation of responsibilities to subordinates and institutions. In ascertaining whether staff are allowed to take decisions in the line of their duties, the findings show that library staff in UG are allowed to take decisions at the workplace more than library staff in KNUST. In terms of staff decision making, UG is higher than KNUST. The findings also show that a significant relationship exist between decision making among staff at the library and institution. Autonomy to perform duties paves way for employees to take initiative by sometimes changing how things are done in the workplace. For both institutions, library staff are confronted for changing how things are done in the line of executing their duties. This means that they do not have the right to do anything new outside what has been assigned to them without supervisors’ instructions. Cumulatively, the responses on autonomy to perform duties show that libraries’ culture encourages staff to freely perform their duties which improves productivity. Comparably, library staff in UG have a greater level of freedom than library staff in KNUST. 108 University of Ghana http://ugspace.ug.edu.gh 5.3 Organizational structure at the library According to Oyadonghan (2010), the free flow of information between supervisors and subordinates is vital for the library to achieve its goals and objectives. The flow of material sources in the library give the staff adequate opportunity to deliver their duties effectively. The second objective was to determine the type of organizational culture that exist in both university libraries. A total of 80.0% respondents in KNUST agreed that information is freely shared among all staff in the library as compared to the total percentage (66.6%) of respondents in UG. This depicts a slight difference in the flow of information in both university libraries. In determining whether decisions are solely made by supervisors, a larger percentage of respondents (63.2%) in UG agreed whereas a considerable percentage of respondents (48.4%) in KNUST also agreed. With UG library, supervisors take the leading role in decision making as compared to that of KNUST. In participative management, subordinates share a significant degree of decision making power with their immediate supervisors. The findings agrees with a study conducted by Senyah (2003) on motivation and productivity in academic libraries where majority of library staff responded negatively to their involvement in decision making process at the workplace. In sharing and exchanging of ideas among supervisors and subordinates at the workplace, both institutions agreed greatly. This exhibit a strong culture in both university libraries. 109 University of Ghana http://ugspace.ug.edu.gh Again, for good relationship between supervisors and subordinates, the findings show that majority of respondents from both university libraries agreed. Among these respondents, 85.0% represented KNUST and 75.5% represented UG. In addition, respondents were asked to describe the type of supervision that exist at the workplace. Majority of respondents in UG representing 57.9% indicated that the type of supervision is strict as compared to 45.0% respondents in KNUST who indicated the type of supervision as lenient in their library. This shows that the type of supervision varies from one library to the other. 5.4 Organizational support by management Organizational support intends to make employees feel their well-being is one of the concerns of the organization as well as valuing their efforts in the organization. In determining whether supervisors take interest in the career development of subordinates in both libraries, it was impressively revealed that the larger percentage of respondents agreed to the statement. For both institutions, 81.6% respondents in KNUST admitted that supervisors take interest in their career development as well as 63.1% respondents in UG. KNUST has a higher organizational support in terms of supervisors’ interest in the career development of subordinate staff than UG. A library which wants to ensure it gets value for money and measurable results must demonstrate some commitment by providing staff with a clear direction. Again, the library should consider the essence of having a workforce plan, a staff development plan as well as an understanding of key competencies required by staff for productivity (Jennerich, 2006). 110 University of Ghana http://ugspace.ug.edu.gh Supervisors’ assistance to subordinates shows how supportive supervisors are. The findings show that supervisors in both university libraries greatly avail themselves to help and support subordinates when they are in difficult situations concerning their jobs. 90.0% respondents in KNUST admitted to this, likewise 73.7% respondents in UG. This describes the type of culture existing in academic libraries which have been investigated. The organizational culture of a library is important for promoting learning and creativity among staff. It is the role of supervisors to foster an organizational culture that promotes learning and creativity which can be effective in solving problems and challenges of libraries. Respondents were asked to agree or disagree to the assertion that supervisors foster an organizational culture that promotes learning and creativity. 78.3% respondents in KNUST agreed as well as 68.4% respondents in UG. It is obvious that from both university libraries, supervisors encourage learning and creativity among subordinates. A study that corroborates with the present findings by Ibegbulam, Eze and Akpom (2016), in one of their objectives on organizational encouragement, was revealed that majority of library staff agreed that creativity is valued by supervisors in the organization. The findings also show that the larger percentage of respondents admitted that supervisors effectively resolve subordinate problems and labour issues. 71.7% constituted respondents in KNUST whereas 57.9% constituted respondents in UG. 111 University of Ghana http://ugspace.ug.edu.gh 5.5 Organizational identification at the library For an organization to achieve its goals and objectives, it largely depends on the behaviour of employees which is influenced by the organizational identification (how the individuals are identified with the organization). This means that members of an organization share the same values, beliefs and norms which they work towards the same goals of the organization. When respondents were asked to indicate how true or false values, beliefs and goals are clearly communicated to all staff, majority of library staff from both institutions answered negatively. Organizational beliefs, goals, norms and values must be well communicated to members who join the organization so that each one can work towards those elements to achieve organizational success. In the case of both institutions, management fails to communicate these elements to members. This may retard the success of academic libraries since most library staff are not aware of the library’s beliefs, values and goals which drive its productivity or efficiency. In determining how consistent supervisors’ values are consistent with the libraries’, the findings revealed that the larger percentage of library staff in UG and KNUST disagreed. This means that supervisors usually go contrary to the instituted library values at the workplace. Supervisors at all times must model values instituted by the libraries, which can be emulated by subordinates to make greater impact in delivering better services to users. Employees who are identified with the organization they work in share a common goal and are committed to the success of the organization. From the present study, a greater percentage of library staff in both institutions agreed to the statement. The findings show that most library staff are committed to the successes of the libraries. According to Deal and Kennedy (1982), 112 University of Ghana http://ugspace.ug.edu.gh organizational members agree on which beliefs about how to succeed which is very important for a strong organizational culture. Again, to ascertain whether library staff work together to share ideas and resolve issues, majority of library staff in both UG and KNUST agreed to working together to share ideas and resolve issues. In a working environment where this characteristic is present, skills and knowledge are improved resulting in efficient service delivery. The findings confirmed a study by Kotter and Heskett (1992) who found out that companies with strong adaptive cultures based on shared values outperform other companies by a significant margin. Team work is one of the management tools which has become common for academic libraries to solve problems, deliver services, develop information resources, create facilities and formulate policies. For how often team work is encouraged in both university libraries, majority of library staff indicated that team work is often encouraged. Additionally, the findings show that a greater percentage of staff in both university libraries have worked in a team before. Team work brings people with different ideas and skills together to complete a task in a shorter period of time. For a healthy organizational culture, team work must be encouraged to boost employees’ productivity. 5.6 Performance-reward at the library A properly administered system of rewards has the ability not only to improve incentives for quality workmanship and staff performance but also strategically attract skilled employees to 113 University of Ghana http://ugspace.ug.edu.gh join the organization whereas the reverse may lead to unproductive performance and even to a high incidence of staff turnover (Wilson, 2004). Regular performance reviews serve as a way of evaluating employees’ performance or productivity in an organization. Performance reviews help to eliminate behaviour and work efficiency problems to bring about organizational development. The findings on regular performance reviews from both university libraries clearly show that not all organizations do perform regular performance reviews. A greater percentage of library staff in UG confirmed that staff receive regular performance reviews in the library. This helps to boost the individual’s morale to work and be recognized in the library. The case is different with KNUST library staff where the majority also confirmed otherwise. This may lead to staff inefficiency in providing information to users. The findings also show that effective performance reviews promote quality work in the library. Library staff in both university libraries admitted to the need for performance reviews at the libraries. To get employees going, a healthy organizational culture ensures that employees are recognized for their efforts in the organization. This serves as a motivation for employees to be willing to give out their best at the workplace. The results of the findings from both institution attested to the fact that supervisors often do recognize the efforts of subordinates at the libraries. This characteristic is essential for better service delivery to library users since library staff are willing to work productively towards the success of the libraries. 114 University of Ghana http://ugspace.ug.edu.gh Again, to ascertain the kind of measures meted out to staff who are unproductive, the findings show that staff are mostly queried at the various libraries. Query comes in a form of letter administered to an employee to question his/her reasons for misconduct or poor performance or serve as a warning. Query conscientizes the individuals to be cautious of their actions and behaviours so that they are not dismissed completely. However, to investigate the type of reward given to library staff who perform well, library staff in both UG and KNUST indicated that staff are commended for good performance. Commendation can be formal or officially done in the midst of other library staff as a way of motivating all staff to perform well in the organization. 5.7 Conflict tolerance at the library Conflict is indispensable in every organization since employees and managements have different opinions or ideas on how things must be done efficiently. Conflict can be healthy or unhealthy. A healthy conflict leads to competition that cultivates innovation and inventiveness amongst employees but unhealthy conflict results in building up tension between individuals at the workplace which may lead to poor productivity. The findings show that for both institutions conflict is easily resolved among library staff. This implies that managements have instituted some strategies in handling conflicts when they occur in both university libraries. Conflict, as agreed by both libraries affects staff morale to work 115 University of Ghana http://ugspace.ug.edu.gh efficiently. The former practice is commended because when conflicts are not quickly resolved, they may lead to worst situations which will directly affect services to users or clients. Again, the findings show that conflict arises when duties overlap at the libraries. When duties are not specifically assigned to the individuals they create lots of problems. Completing a task becomes difficult when no one knows who to complete it. 5.8 Risk tolerance at the library At the libraries, sometimes staff need to take some initiatives in the absence of the supervisors. Staff can take initiatives in situations that are related to the improvement of services in the organization. Supervisors must encourage subordinates to take risk in a responsible and accountable way. This builds trust and confidence in staff and results in increase staff productivity. One of the objectives of the study was to determine if the libraries’ culture encourages staff to take initiatives at their place of work. From library staff in both UG and KNUST libraries, the findings confirm that the libraries culture encourage initiatives among staff. This shows an element of a strong organizational culture in both libraries. Again, in ascertaining whether staff are allowed to come up with new and better ways of doing things, majority of library staff from both university libraries disagreed. This implies that library staff cannot do things on their own at the libraries without supervisors’ instructions. 116 University of Ghana http://ugspace.ug.edu.gh REFERENCES Deal, T. E. & Kennedy, A. A. (1982). Corporate cultures: The rites and rituals of corporate life. Mass: Addison-Wesley. Hughes, J. M. (2010). The role of supervision in social work: A critical analysis. Critical Social Thinking: Policy and Practice, 2, 60-77. Ibegbulam, I., Eze, J. U. & Akpom, C. C. (2016). Investigating the organizational climate for creativity and innovation among libraries in academic libraries in South East Nigeria. Libri, 67 (1), 65-74. Jennerich, E. Z. (2006). The long-term view of library staff development, College & Research Libraries News, 67 (10), 612-614. Kotter, J. P. & Heskett, J. L. (1992).Corporate culture and performance. New York, NY: The Free Press. Krause, D. E. (2004). Influence-based leadership as a determinant of the inclination to innovative and innovation-related behaviors: An empirical investigation. Leadership Quarterly, 15 (1), 79-102. Lamptey, R., Boateng, M., & Antwi, I. (2013). Motivation and performance of librarians in public universities in Ghana. Library Philosophy and Practice (E-Journal), 27, 1–26. Oyadonghan, J. C. (2010). Information flow patterns in organizations: The library in focus. Library Philosophy and Practice, 79-82. Senyah, Y. (2003). Motivation and productivity in academic libraries: A case study of the Kwame Nkrumah University of Science and Technology Library, Kumasi. Journal of Science and Technology, 23 (2), 80-82. Wilson T. B. (2004). Innovative rewards system for changing work place. (2nd ed.). New York: 117 University of Ghana http://ugspace.ug.edu.gh McGraw – Hill. 118 University of Ghana http://ugspace.ug.edu.gh CHAPTER SIX SUMMARY, CONCLUSIONS AND RECOMMENDATIONS 6.1 Introduction This chapter presents the summary of the major findings in line with the objectives of the study. It also covers the conclusions which are based on the findings. Recommendations for further improvements on libraries culture have been made to draw the attention of stakeholders. 6.2 Summary of findings The following is the summary of findings of the study: 1. In both institutions staff are given the freedom to exercise their duties without strict supervision. 2. Library staff in UG and KNUST execute their duties efficiently when given freedom to perform duties. 3. Delegation of duties from supervisors to subordinates is encouraged among library staff in UG and KNUST and so staff are able to take leadership roles in the libraries. 4. Library staff in both UG and KNUST are encouraged to take some decisions at the libraries in their line of duties which make them have sense of belonging in the libraries. 119 University of Ghana http://ugspace.ug.edu.gh 5. Staff are confronted for changing how things are done in both university libraries because such decisions are left for management to make. 6. For both libraries, supervisors and subordinates often share and exchange ideas, which is healthy for any organizational culture. 7. Good relationship exist between supervisors and subordinates in both libraries. 8. The type of supervision in UG is strict whereas that of KNUST is lenient. 9. Supervisors in both university libraries foster an organizational culture that promotes learning and creativity among subordinates. 10. Supervisors effectively resolve subordinate problems and labour issues in both university libraries and so 11. Values, beliefs and norms are not well communicated to staff in both university libraries. 12. Supervisors’ values are not consistent with the libraries’ values even though they serve as role models. 13. Library staff in both UG and KNUST are committed to the success of both libraries and so work together to share ideas and resolve issues. 14. Supervisors in both libraries encourage team work among subordinates as well. 15. Library staff in UG receive regular performance reviews than library staff in KNUST. 16. While unproductive staff are queried, productive staff are commended for good 120 University of Ghana http://ugspace.ug.edu.gh performance in both UG and KNUST libraries. 17. Both university libraries easily resolved conflicts since conflicts affect staff morale to work. 18. Both university libraries’ culture encourages initiatives among subordinate staff. However, staff are not allowed to come up with new and better ways of doing things in both libraries. 6.3 Conclusion The KNUST and UG libraries, like any other organizations hold on to some values, goals and beliefs that drive their successes. The study has shown that the two academic libraries depict most of the characteristics of a strong organizational culture as stated by Robbins (1984) in the literature. It is hoped that the data presented in the study forms the basis for further research, and also for decisions that would help improve the organizational culture of Ghanaian academic libraries to improve their information services and performances. 6.4 Recommendations Based on the findings of the study, the researcher would like to make the following recommendations: 121 University of Ghana http://ugspace.ug.edu.gh  Library management must encourage staff to take initiatives to an extent especially when the need be. Some situations demand immediate measures by staff before management could be involved during provision of information at a particular time. The basis must be set as to when staff could take certain decisions or initiatives without management and when not to take initiatives on their own.  Staff must be well motivated. There are a lot of factors which may motivate library staff as they execute their duties efficiently. Motivation is essential in any organizational development. Staff who perform well must be recognized and appreciated in ways management can afford to so that other staff may emulate and work towards achieving libraries goals and objectives in delivering better services to users. Management creates the will to work by motivating employees which is necessary for the achievement of organizational goals (Chhabra, 2010; Cole, 2004). Proper measures must also be taken to manage staff who are unproductive in the libraries. This will help academic libraries to progress efficiently like any other organizations.  Management must ensure effective regular performance reviews in the libraries. The study revealed that for staff in KNUST, they do not have regular performance reviews. Performance reviews help staff to know what are expected of them at the workplace. Reviews highlights how staff efforts are appreciated or where much effort is needed. Unproductive staff are rekindled to work efficiently when there is regular performance reviews that will assess their performance to be rewarded or sanctioned. Again, regular performance reviews can help to keep and development staff to meet up with the broad spectrum of users and their needs as technology continuously advances by detecting staff 122 University of Ghana http://ugspace.ug.edu.gh weaknesses at the workplace. It will be prudent for all academic libraries to embark on regular performance reviews.  For both libraries, organizational values, beliefs and norms must be communicated to new members. Management must clearly define the values and goals of the organization, and the expected behaviours for employees. Understanding values, beliefs and norms helps both management and employees to make decisions that align to the goals of the organization as well as work toward those goals to achieve significant results. In providing information to library users, staff must first appreciate the goals of academic library in order to deliver better services to users.  For an organizational values to be adhered to, supervisors in the various libraries must first live by examples. Supervisors’ values must be consistent with the organization’s values when they report at the workplace. 6.5 Suggestions for further studies The present study was limited in scope to University of Ghana, Balme library and Kwame Nkrumah University of Science and Technology, Prempeh II library. In view of the findings there is the need to investigate the following: 1. Further studies should be undertaken in other academic libraries in Ghana to ascertain the effect of organizational culture on academic libraries in order for library staff to provide better services to library users. 123 University of Ghana http://ugspace.ug.edu.gh 2. There is the need to conduct further research in the present study area using different research methods for instance the qualitative and mixed research methods. 3. 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Sussex: John Willey & Sons. 134 University of Ghana http://ugspace.ug.edu.gh APPENDIX QUESTIONNAIRE ON ORGANIZATIONAL CULTURE AND INFORMATION PROVISION IN ACADEMIC LIBRARIES IN GHANA. Dear Sir/Madam, This questionnaire seeks to elicit information from the library staff of selected public university libraries in Ghana, as part of a Master of Philosophy Degree Programme. All information provided, would be treated confidentially. Thank you for your co-operation. Yours’ faithfully, (Vivian Amponsah) Student/Researcher SECTION A: BIOGRAPHICAL INFORMATION Please indicate by ticking [√] where appropriate. 1. Please indicate your gender. a. Male [ ] b. Female [ ] 2. Please indicate your age. a. 20- 30 yrs [ ] b. 30- 40 yrs [ ] c. 40- 50 yrs [ ] d. 50 and above [ ] 3. What is your highest qualification? a. Post Graduate [ ] b. Graduate [ ] c. Diploma holder [ ] d. Cert. A [ ] Other(s), please specify…………………………………………………………………………. 135 University of Ghana http://ugspace.ug.edu.gh 4. Which category of staff do you belong to? a. Senior Member [ ] b. Senior Staff [ ] c. Junior Staff [ ] 5. Please indicate your department a. Reference [ ] b. E-resources [ ] c. Circulation [ ] d. Cataloguing & Classification [ ] e. Serials [ ] f. Other Special Collection [ ] SECTION B: INDIVIDUAL AUTONOMY Please indicate by ticking [√] 6. Staff have freedom to exercise their duties without any supervision. a. Agree [ ] b. Strongly Agree [ ] c. Disagree [ ] d. Strongly Disagree [ ] 7. Duties are executed efficiently without any supervision. a. Yes [ ] b. No [ ] 8. Do supervisors delegate some of their responsibilities to subordinates? a. Yes [ ] b. No [ ] 9. Are staff allowed to take decisions on their own in the line of their duties? a. Yes [ ] b. No [ ] 10. Are you confronted for changing how some things are done in the line of executing your tasks? a. Yes [ ] b. No [ ] SECTION C: ORGANIZATIONAL STRUCTURE Please indicate by ticking [√] 136 University of Ghana http://ugspace.ug.edu.gh 11. Information is freely shared among all staff in the library. a. Agree [ ] b. Strongly Agree [ ] c. Disagree [ ] d. Strongly Disagree [ ] 12. Decisions are made solely by supervisors. a. Agree [ ] b. Strongly Agree [ ] c. Disagree [ ] d. Strongly Disagree [ ] 13. Supervisors and subordinates often share and exchange ideas in the library. a. Agree [ ] b. Strongly Agree [ ] c. Disagree [ ] d. Strongly Disagree [ ] 14. There is fairness and respect in the interaction between supervisors and subordinates. a. Agree [ ] b. Strongly Agree [ ] c. Disagree [ ] d. Strongly Disagree [ ] 15. How will you describe the type of supervision at the workplace? a. Very strict [ ] b. Strict [ ] c. Very lenient [ ] d. Lenient [ ] SECTION D: SUPPORT Please indicate by ticking [√] Agree Strongly Disagree Strongly Agree Disagree 16. Supervisors take interest in the career development of subordinates. 17. Supervisors are always available when questions or help is needed from subordinates. 18. Supervisors foster an organizational culture that promotes learning and creativity 137 University of Ghana http://ugspace.ug.edu.gh among subordinates. 19. Supervisors effectively resolve subordinate problems and labour issues SECTION E: IDENTIFICATION Please indicate by ticking [√] where appropriate 20. The library’s values, beliefs and goals are clearly communicated to all staff. a. True [ ] b. False [ ] 21. Supervisors’ values are consistent with the library’s values. a. True [ ] b. False [ ] 22. All staff are committed to the success of the library. a. Agree [ ] b. Strongly Agree [ ] c. Disagree [ ] d. Strongly Disagree [ ] 23. Library staff work together to share ideas and resolve issues. a. Agree [ ] b. Strongly Agree [ ] c. Disagree [ ] d. Strongly Disagree [ ] 24. How often is team work encouraged in the library? a. Very often [ ] b. Often [ ] c. Occasionally [ ] d. Never [ ] 25. Have you worked with a team before? a. Yes [ ] b. No [ ] SECTION F: PERFORMANCE-REWARD Please indicate by ticking [√] where appropriate 27. Do library staff receive regular performance reviews? a. Yes [ ] b. No [ ] 138 University of Ghana http://ugspace.ug.edu.gh 28. Do you think performance appraisal system is effective in promoting quality work among staff? a. Yes [ ] b. No [ ] 29. Supervisors recognize the effort of subordinates when they perform above expectation? a. Agree [ ] b. Strongly Agree [ ] c. Disagree [ ] d. Strongly Disagree [ ] 30. What happens to staff who are unproductive at the workplace? a. Dismissed [ ] b. Sanctioned [ ] c. Demoted [ ] d. Queried [ ] e. Nothing [ ] 31. How are staff rewarded for good performance? a. Salary increment [ ] b. Promoted [ ] c. Commended [ ] d. Compensated [ ] Other(s), please specify…………………………………………………………………………. SECTION G: CONFLICT TOLERANCE Please indicate by ticking [√] 32. Are internal conflicts easily resolved among staff? a. Yes [ ] b. No [ ] 33. Are there times where conflict ensues between supervisors and subordinates? a. Very often [ ] b. Often [ ] c. Occasionally [ ] d. Never [ ] 34. Does conflict affect staff morale to work at the workplace? a. Yes [ ] b. No [ ] 35. Internal conflicts arise when responsibilities are not specifically assigned appropriately to staff. a. Agree [ ] b. Strongly Agree [ ] c. Disagree [ ] d. Strongly Disagree [ ] 139 University of Ghana http://ugspace.ug.edu.gh SECTION H: RISK TOLERANCE Please indicate by ticking [√] 36. Does the library’s culture encourage staff to take initiatives to assess their skills? a. Yes [ ] b. No [ ] 38. Staff are allowed to come up with new and better ways of doing things. a. True [ ] b. False [ ] SECTION I: RECOMMENDATION 40. Kindly recommend some measures toward an effective organizational culture that will enhance better information provision in your library. a………………………………………………………………………………………………… b………………………………………………………………………………………………… c……………………………………………………………………………………………….... d………………………………………………………………………………………………… Thank you for completing the questionnaire. Your contribution to this study is highly appreciated. 140