PROBLEMS AND PROSPECT OF REFERENCE SERVICES IN

ACADEMIC LIBRARY

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TABLE OF CONTENTS

CHAPTER ONE

INTRODUCTION

1.1 Background of the study

1.2 Statement of the problem

1.3 Purpose of the study

1.4 Research questions

1.5 Significance of the study

1.6 Scope of the study

1.7 Definition of the terms

CHAPTER TWO

LITERATURE REVIEW

2.1 Introduction

2.2 Reference material and source

2.3 Staffing of the reference section

2.4 Management of reference section

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2.5 Problem facing reference section

CHAPTER THREE

RESEARCH METHODOLOGY

3.0 Introduction

3.1 Research Design

3.2 Design of the study

3.3 Area of the study

3.4 Population of the study

3.5 Sample and sampling techniques

3.6 Instrument for data collection

3.7 Methods of Data analysis

CHAPTER FOUR

4.1 Data analysis, presentation of result and discussion of findings

CHAPTER FIVE

SUMMARY, CONCLUSION AND RECOMMENDATIONS

5.1 Summary

5.2 Conclusion

5.3 Recommendation

References Appendix I

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 CHAPTER ONE

INTRODUCTION

1.1 BACKGROUND TO THE STUDY

Reference service is one of the essential services of the library. Meaning reference
service is the activities, roles, functions and services rendered by the reference
librarian constitute reference service. According to Prytherch, (2002) He states
that: “reference service deal with the provision of reference work by library staff”.

According to Ohio Library Council, (2005) Reference services is “A way for

libraries to meet the needs of their user (clientele) communities”. Reference service
involves instructing clients to operate independently and at own pace to uses
electronic and print resources of the library, it also involved personal assistance
given to the users to enable them meet their needs.

James (2005) states that reference work started in the late 19th and early 20th
centuries to respond to several forces and trends. In the next several decades from
the 1930s through the 1950s, a new technology that provides, access to the library
to a lager member and much wider variety of people was introduce. That
technology is obviously, the telephone and the reference literature of the day
speaks of its advantages but also its challenges. For example, having distinguished
between “important questions coming in via the telephone those business men and
involving important topics from less important” ones from club woman planning
programs, context questions like should this service be centralized or dispersed
Should it be staffed differently from the desk? What information resources should
be dedicated to it.

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According to (ALA RUSA, 2008) reference service includes reference transactions
and other activities that involve the creation, management, and assessment of
information or research resources, tools and services. Creation and management of
information resources includes the development and maintenance of research
collections, research guide, catalogues, database, web-sites, search engines etc that
patrons can use independently, in-house or remotely to satisfy their information
needs. Assessment activities include the measurement and evaluation of reference
work, resources and services.

According to Esharenana, (2008) sees reference section as that section of library

which provide a variety of services and perform functions necessary to assist the
users including provision of information service on demand and in providing
institution in the use of library, selected of documents and organization of
reference materials.

According to Biota, (2004) states that reference sources are publications – book
and non-book materials consulted only within the library for specific facts or
definite piece of information on a subject. There are two types of reference
sources, general reference sources which include Encyclopedia, Directories,
Dictionaries, Yearbooks and Handbook while special or subject reference sources
are Mathematics, Biology, and Library Science.

According to Esharenana, (2008) states that reference question is a sentence,

phrase or word posed by a patron to the reference librarian asking for information
or assistance in order to meet the need.

According to Ramum (2003) reference policy is regarded as a kind of set of plan

and as a kind of framework within which reference staff and clienteles work.

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Ahi Rusa, (2003) states that a reference librarian is person that provides reference
service. He should posses a wide range of intellectual interest; desire to assist the
patrons, flair for organizing documents ability to search literature and adequate
knowledge of the library and external resources.

According to Scott (2007) is public service counter where professional librarian

provides library users with direction on how to make use of library materials,
advice on library collection and services and expertise on multiple kinds of
information from multiple sources.

According to Anderson (2005) reference is a service and the reference transaction

is a computer mediated communication.

Aina (2004) stressed that; reference unit is the only unit in the library that
establishes direct personal contact between the resources and user in search of
answer to immediate questions.

Unlike other library materials, Reference resource/Books are so special in the

sense that they contain facts that have been brought together from many sources
and are always organized for easy and quick use. Lawal, Kereuwen and Edem
(2008) further emphasized that reference books are not read from cover to cover
but are used as sources of finding precise information. Considering the nature of
these resources, the need for persons/Librarians who have the passion for humanity
service is very important if only the patrons/clienteles could make good use of
these rich resources It is very unfortunate that some materials lose their bindery
gums on the shelves to silver fish and other insects without been consulted.
Reference service is a direct contact between the right reader and the right material
and at the right time in the right personal way. Mohamed (2012) while quoting
Ranganathan pointed out that, establishing such a contact is an effective method of

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discharging the function of converting the potential user to habitual user.
Emphases is placed much on establishing personal contact with individual users as
the best way of enabling them have access to the documents to meet their
information needs. He also suggested that, for reference service to be up and doing,
libraries have to play a key role in providing information services in anticipation of
user needs. Such services include various forms of current awareness and selective
dissemination of information services aimed at keeping the users abreast of the
latest developments in their areas of interest.

1.2 STATEMENT OF THE PROBLEM

The aim of this study is to critically analyze the problems and prospect towards the
services in the reference section and equally to view the problems that have
prevented it from executing effectively and efficiently the bibliographical functions
in the library.

1.3 OBJECTIVES OF STUDEY

The purpose of this study is to know the problems and prospect of reference
services. Therefore the researcher will be able to find out the following purposes

i. To know if the reference section of the academic library is well organized.

ii. To know if there reference services are being rendered in line with other
reference services in other libraries.
iii. To identify the strength and weakness of the library’s reference collection
because any effective reference service may not be feasible without an
appropriate and adequate reference collection.
iv. To enable the researcher carry out the findings so that to make
recommendation for effective reference services in the library.
v. To take the library to another level through the reference services.
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1.4 RESEARCH QUESTION

For the success of this study, this study demands an answer to the following
questions:

i. Is the reference section of the academic library adequately organized to

perform its functions?
ii. To what extent can the reference materials in the library said to be
appropriate for the needs of the clientele?
iii. Are the reference services being rendered in-line with other reference
services in other libraries?
iv. Does the library make available all the useful reference materials needed by
the users for them?
v. Does the library clientele find it easy with the reference librarian in terms of
research?

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 CHAPTER TWO

LITERATURE REVIEW

2.1 INTRODUCTION

This chapter deals with review of related literature from other scholars and it will
be discussed the studies related to the problems and prospect of reference service
in academic library in Nigeria.

2.2 HISTORICAL BACKGROUND OF THE STUDY

Lots have been said by various researchers like Martins (2009) and
Mohamed (2012) on references services and utilization of resources in Academic
Libraries and most of which gave declining statements on the users of reference
services. The extent of utilization of library and its resources depends on the
relevance, comprehensiveness and, scope of the library collection. Martins, (2009)
in his argument toward improvement on the utilization of reference services noted
that, there should be provision of computer and internet services and, a periodic
formal interaction with the users.

Patitungkho and Deshpande (2011) study on “Pattern of Students’ Use of

College Library” shows that, almost 60% of the students do not borrow resources
at all while 20% of the users only enter to read notes. To also reverse the dwindling
state of reference services, Academic reference librarians must transform their
approach (Martins, 2009) if only reference resources and services would be
effective and efficient.

Availability of reference resources such as computer, internet, sound and

film projectors, CD-ROM, microfilm and, photocopying machines have to be made
available only if users’ satisfaction could be achieved (Amen,2007). Academic

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librarian should consider teachers’ recommended titles for those needed by
students for special objectives and reference purpose. Poor quality of resources
have negative effects on reference service to users and most Academic libraries
within this region have limited access to modern Information and Communication
Technology Facilities and this makes it difficult for teachers and students to keep
abreast with current developments in their academic lines. The existing interest of
the reference librarians is important in relation to the quality of service their
libraries render to the users. Personal attention is at the very heart of the reference
desk, and the goal of the information literacy is to create confidence in information
consumers (Unomah, 2006). It is equally important to adequately stock library with
relevant resources and all possible means through which access to library resources
will be guaranteed. Technological developments have affected not only the formats
and sources of the information, but has also affected how and where to provide
library services. Libraries and their resources have partially moved to the virtual
world of the Internet. As a result, library users can access the resources from
outside the physical library, (Mohamed, 2012).

It is obvious that, there is the need to induce high staff morale, reasonable
workplace and, user friendly environment as a matter of urgency to enhance
quality reference services without which there will be no proper utilization of the
library resources. This is because; decrease in utilization of reference resources
was as a result of non-availability of the required books, library catalogue and, out-
dated materials. Amen (2007) assert that, library patrons often have needs that
books will not meet noting that information and referral services help people
obtain relevant and accurate information to meet specific needs. Libraries should
provide user education as this will equip users with enough knowledge in the use
of library resources effectively and efficiently (Aina, 2004). Odeinde, (2007)

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equally noted that, selective dissemination of information services motivate
researchers’ minds and knowledge skills toward providing quality and current
awareness literature.

Darman (2012) in his study on ”Needs for Improved School Libraries in

Northern States of Nigeria" lamented that, one problem area that has not been
adequately addressed is lack of standard library in the Northern States. Problems
associated with this include inadequate indigenous literature, inexperience and
untrained library staff and, lack of incorporation of library science in the school
curriculum. Commenting on inadequate resources in our library, Usman (2005)
stated that, "Where libraries are established, they are not supplied with books, not
even daily newspapers are seen there". Inadequacy or non-availability of resources
deters both staff and students from using reference resources leading to frustration
of information seekers. The issues of non-availability of resources have been
confirmed in the Nigerian

2.2 REFERENCE MATERIAL AND SOURCE

The function of libraries is three-fold. Libraries acquire information, organize that

information in a way it can be retrieved, and disseminate the information the
library has acquired. Reference services fulfills this last function. Reference
services may vary from library to library, but most libraries have an information or
Reference Desk where assistance from a librarian is available. Almost all libraries
provide reference services via the telephone and many libraries offer email, text, or
chat services with a reference librarian.

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2.2.1 THERE ARE THREE MAIN TYPES OF REFERENCE ASSISTANCE:

Assistance or instruction with using the library, including locating materials, using
the catalog, using computers to access information, and using basic reference
sources.

Assistance identifying library materials needed to answer a question. Providing

brief, factual answers to questions, such as addresses, statistics, phone numbers,
etc. that can be quickly located.

2.2.2 TYPES OF REFERENCE SOURCES

Reference sources such as dictionaries, encyclopedias, almanacs, atlases, etc. are

research tools that can help you with your paper or project. Reference sources
provide answers to specific questions, such as brief facts, statistics, and technical
instructions; provide background information; or direct you to additional
information sources. Reference sources are not scholarly (peer-reviewed). In most
libraries, reference sources do not circulate and are located in a separate reference
collection. This practice makes reference sources readily available and easily
accessible.

Reference sources are designed to be consulted rather than read through. Reference
materials can be arranged alphabetically, topically, or chronologically. Many will
contain cross listed information and more than one index. If it is not obvious how a
reference source is organized, take a moment to look through the explanatory or
how-to-use information, which is usually presented at the beginning of the book, or
in help screens for online products.

There are thousands of reference sources available that cover practically every
subject. Although the term reference "book" is frequently used, reference sources

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can be books, serials, on-line databases or information found on the Internet. A
large part of using reference sources well is choosing the right one for your needs.

Despite the wide variety available, reference sources can be categorized into a
handful of groups. Think about the kind of information you need and how you will
use it. If you are unsure which reference tool is best suited to your information
need, a reference librarian will be able to assist you.

2.2.3 Competency of librarians dealing with reference services

The IFLA guidelines (2008) stipulate that the key skills a reference librarian
should have include: multi-tasking; clear communication skills, especially writing
skills; database and online searching skills; interviewing skills (to compensate for
lack of visual and auditory cues); and knowledge of reference resources.

The IFLA guidelines agree with the findings of a study by Luo (2008b), which
identified the following reference service (chat reference) competencies

 Reference interview skills. This competency includes: referring users to

appropriate resources; using open probes to clarify questions; recognising
when follow-ups are necessary, offering a personal greeting at the beginning
of a chat session to provide clear interest and willingness to help; and
confirming the satisfaction of users’ information needs.
 Familiarity with electronic resources. This competency includes:
librarians’ skills in selecting and searching databases and Internet resources;
familiarity with subscribed library databases; a wide-ranging knowledge of
Internet resources; and rapid evaluation of the quality of information
resources and services.
 Ability to work under pressure. This competency includes: the ability to
think quickly and deal flexibly with unexpected situations in chat reference
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 sessions; the ability to manage multiple tasks; and skills in time
management.
 Online communication skills. This competency includes mastery of online
real-time written communication skills and understanding and appreciation
of the online culture and chat etiquette.
 Instructional role. This competency includes the ability to take the
instructional role to educate users to augment their level of information
literacy and the ability to provide peer instructions to colleagues in obtaining
chat reference skills.
 Ability to recognize different groups of users. This competency includes
the librarian’s ability to understand different users and answer their
questions using different techniques.
 Ability to handle irregularities of user behavior. This competency
includes the librarian’s ability to deal with any kind of inappropriate use of
reference services, e.g., abusive excessive demand from users, rudeness of
users, etc. (pp. 308-309).

Strong (2006) suggests that librarians working with reference services should have
competencies such as being proactive, knowledgeable, well trained in active
listening, able to respond to all enquiries and be neutral in their opinions about the
information provided. While Francoer (2001) suggests that librarians working with
reference services should have good searching skills, the ability to write concise
messages and the ability to deal with stressed and demanding users. This is
commendable as many librarians working with reference services are used to face-
to-face and traditional reference services. They require new skills to be able to
thrive in a environment.

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Rodwell (2001) notes that, with changes in the reference services and environment,
librarians are required to advance technological skills that are required by current
practices.

Rodwell further states that sound and up-to-date subject expertise, in the broad
sense, allows the librarian to be a ‘dynamo’ in the information gathering process.

Librarians working with reference services need to be knowledgeable of a wide

range of relevant resources beyond the collections of their libraries. Also, having
the know-how of accessing these resources is important because of the changing
role of subject librarians as they need to offer intellectual advice to clients through
reference services (Rodwell, 2001). Librarians can only do this if they have good
training and knowledge of their libraries’ collection.

Rodwell (2001) concludes that subject expertise required for a good service needs
to be analysed. Such expertise goes beyond mere broad- or narrow-subject
knowledge. It involves an understanding of the dynamics of production and
dissemination of information in a particular field and how it is received and
accessed by clients.

2.3 STAFFING OF THE REFERENCE SECTION

Staffing for reference services should be considered right from when a library
starts planning for such services (Francoeur, 2001). This is crucial to the library
because the introduction of new services such as reference services requires
additional staff. New staff members could be employed for the reference services
or existing library staff members could be asked to take on the additional
responsibility.

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The librarians who work with reference services need to be selected based on the
following criteria: librarians’ interest to work with reference services; their
availability; their enthusiasm towards reference services; good customer service
skills; comfort with technology and electronic resources (Luo, 2007).

Nicholas (2011) noted that finding staff for reference services is a challenge. Many
librarians already working in libraries resist working with reference services as it
adds to their responsibilities. Moyo (2006) states that synchronous reference
services are labour-intensive, as helping a library user requires a lot of time.
Sometimes a librarian is required to do a search for the user or to compile a
number of documents, then send them to the user. As a result, many libraries opt to
hire more library staff or to form collaborations with other libraries and share these
services.

2.4 MANAGEMENT OF REFERENCE SECTION

There are almost as many definitions of management as there are books on the
subject. However, there are some factors, which are common to all these
definitions. For example, the definitions are unanimous about the objectives and
functions of management. Wickremasinghe (2003: Online) defines management
as:

Management is the process of planning, organizing, leading and controlling an

organization’s operations in order to achieve a coordination of the human and
material resources essential in the effective and efficient attainment of objectives.

McNamara (2000: Online) gives a similar definition and describes management as:

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Management is the function of executive leadership. Managerial functions involve
the work of planning, organizing and controlling the activities of others in
accomplishing the organization’s objectives.

Lussier (2003:11) states that a library manager plans, organizes, leads, and controls
resources to achieve a library’s objectives. He goes on to say, “The four functions
of management are a system process; and they are interrelated and are often
performed simultaneously”.

Based on the three mentioned definitions above management can be defined as a

system process which involves the functions of planning, organizing, leading and
controlling. Of importance is that these functions are interrelated and are often
performed simultaneously. All these functions are directed by the availability of
sufficient resources (information, human, financial) and the pursuance of clearly
defined objectives and goals.

Identified Functions: The common factor distilled from these definitions is that
management tends to be based on four broad functions namely:

1. Planning

2. Organizing,

3. Leading and

4. Controlling.

2.4.1 PLANNING

Planning is a primary function in management. Planning is the process of

developing and analyzing the organization's vision, mission, overall goals, general
strategies, and allocating resources.

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 According to Hellriegel (1996:142) a vision expresses an organization’s
aspirations and values, usually by appealing to its members’ hearts and minds. A
mission is the purpose of the organization. It is the reason why the organization
exists. Thus, planning begins with clearly defining the vision and mission of the
organization. It directs the organization, as well as all of its major functions and
operations, to its best opportunities.

Lussier (2003:138) refers to goals, which are stated general targets to

accomplish. Goals should be translated into objectives. It is normally determined
by how far in the future the organization is committing its resources. Goals focus
on desired changes. They are the ends that the organization strives to attain.
Planning involves adapting the library to take advantage of opportunities in its
constantly changing environment. Then, it leads to supporting tactical and
operational plans, which, in turn leads to supporting objectives.

All university libraries have a plan for change in order to reach its ultimate goal.
Planning helps an organization adapt to change by identifying opportunities and
avoiding problems. It sets the direction for the other functions of management.
Planning improves decision-making. All levels of management engage in planning.
The planning process consists of a logical and orderly series of steps.

Erven (1999:Online) defines planning as ‘the ongoing process of developing the

academic library's mission and objectives and determining how they will be
accomplished.’ He further points out that the effectiveness of an organization
depends on its ability to establish appropriate goals and objectives through some
formalized planning process. Similarly, Odini (1989:42-52) regards planning as the
futurity of present decisions. To Odini, the distinction between planning and
forecasting is essentially that the forecaster, unlike the planner, makes no attempt

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to influence the future. Odini defines planning as a process of deciding in advance
‘what’ has to be done, ‘who’ has to do it, ‘when’ it has to be done, and ‘how’ it has
to be done. It bridges the gap between where we are and where we want to go
(Odini,1989:42).

Academic library planning is therefore an attempt to look into the future and the
changes, which inevitably come with it. It involves: selection of goals, objectives,
and purposes; the establishment or modification of policies; the preparation of
procedures, standards, schedules, regulations and budgets; and the development of
academic library service programmes (Fakudze,1996:15). Even until the present
time, academic library planning is an attempt to look into the future; it inevitably
involves choosing from among possible alternative resources and courses of action.
Planning is a decision-making process that requires the availability of proper
information at any point in time. This is important if the right decisions are to be
made.

Studies on planning in academic libraries (for example, Akporhonor,2005; Ondari-

Okemwa,2000; Edwards,1985 and Johnson,1982) reveal that academic libraries
adopt various kinds of planning (budget, strategic, consortium and collection
development) because of such institutional constraints as inadequate resources and
the need for regular performance appraisals. This is essential if academic libraries
are to continue getting support from funding agencies. The studies show that while
planning is a problem solving process, it also creates and has its own problems.

Akporhonor (2005:63–70) looked at current literature and determined the current

source of funds for different types of libraries in Nigeria. An annual budget
allocation for Nigerian libraries is mainly from the government. In the case of

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university libraries, the government gives a block allocation to the university. Then
the university authorities in turn allocate money to the library.

2.4.2 ORGANIZING

Lussier (2003:172) states that organizing is the second function of management

and is defined as the process of delegating and coordinating tasks and resources to
achieve objectives. The four resources are human, physical, financial and
information.

Erven (1999:Online) defines organizing as: establishing the internal organizational

structure [of the organization]. The focus is on division, coordination, and control
of tasks and the flow of information within the organization. Managers distribute
responsibility and authority to jobholders in this function of management (Erven,
1999: Online). Organizing is the development of a work structure -a framework
within which tasks necessary to achieve the institution’s objectives are carried out.
Activities are assigned, work is divided into particular jobs, and the relationship
among the jobs defined. Where necessary, authority and responsibility are
delegated to achieve the tasks. Authority is the key to a manager’s job, and
delegating it is the key to organizing (Haimann, Scott, & Connor,1985:12).

Stueart & Eastlick (1981:81) add that any activities that do not make any
contribution to the achievement of the institution’s objectives are irrelevant to the
organization. According to Koontz & O’Donnell in Stueart & Eastlick (1981:81)
that organizing is:

A process by which the library manager brings order out of chaos, removes
conflicts between people over work or responsibility, and establishes an
environment suitable for teamwork. Implicit also is the recognition of the human

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factor that jobs must be structured for people, with all their strengths and
weaknesses and that people must be motivated.

2.4.2.1 PRINCIPLES OF ORGANIZATION:

The following are some of the principles of organization, which will be discussed
in the research.

Departmentalization- Departmentalization is the grouping of jobs under the

authority of a single manager, according to some rational basis, for the purposes
(e.g. functions, users) of other management functions like: planning, coordination
and control (Hodgetts,1981:98).

Unity of command- Lussier (2003:172) defines unity of command as a means by

which each employee should report to one boss. Hellriegel (1996:49) agrees by
stating that each employee must receive instructions about a particular operation
from only one person in order to avoid conflicting instructions and any confusion.

Unity of direction- According to Hellriegel (1996:46) the efforts of employees

working on projects should be coordinated by managers, but only efforts should be
responsible for the employee’s behaviour.

Span of control- Hodgetts (1981:105) Span of control, also called span of

management, refers to the number of subordinates one manager can manage
effectively.

Delegation - Delegation is the process of assigning responsibilities and authority

for attaining goals and creating accountability for that, which was delegated
(Griffin,1987:276).

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During the 1970s the British government reorganized the running and structure of
libraries in a very big way (Fakudze,1996:23). This reorganization traumatized
many librarians and other library staff who had to adjust to the organizational
changes. Today it is important for academic librarians to manage change.

Badu (2002:90–99) assessed the current staffing structures of Ghana’s five

university libraries in relation to the development of a strategic planning process.
For the purpose of the study qualitative and quantitative data analysis methods
were applied. Badu’s research revealed that the management style used within the
university libraries was the autocratic type as the responses indicated a top down
strategic decision-making process with an obsession for control and discipline.

The libraries in Nigeriawere found to conform to the professional bureaucratic

model of organizations, a model designed to maximize the benefits of mass
production: its technical proficiency stems from standardization of the work
process and outputs. It can be criticized for failing to accord with the more
complex realities of organizations and for its assumption of passivity on the part of
the workforce when in fact the workforce can be motivated, will seek recognition
and achievement and can actively contribute to the objectives of the organization.
However, for the libraries to achieve a better internal organizational coordination
there is need for development of team concepts.

The move to an organic adhocracy as has been recommended (Badu,2002) may

require a consultative and more informal management style. It calls for the
approval of informal strategic control to monitor and improve performance,
without imposing undue rigidity on the setting of objectives and coverage
mechanisms. The application of informal strategic control works where there are
supportive workers. The Behavioural model is another technique of strategic

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management in general. The result of the research shows that strategy works out on
the basis of tentative and broad commitments.

2.4.3 Leading

A university librarian is one who manages and provides leadership in pursuit of the
library’s aims and objectives. Librarians operate within a hierarchy, where there is
a librarian, deputy librarian, faculty librarian, departmental librarian, assistant
librarian, and junior librarian. The librarian is the top manager who supervises the
juniors below him or her. Leadership style refers to the manner and approach of
providing direction, implementing plans, and motivating people.

Allen (1998:Online) defines leadership as “an interpersonal influence directed

toward the achievement of a goal or goals”. She goes on to explain three important
components of this definition, which are interpersonal, influence, and goal.
Interpersonal refers to a leader having more than one person (group) to lead;
influence is about the power to affect others and a goal is that which one strives to
attain at the end of an activity. According to Kotter (1990:Online) leadership is
about the interpersonal aspects of a manager's job and involves change, inspiration,
motivation, and influence. Both Allen and Kotter point out that a leader influences
more than one person toward an organizational goal.

Fakudze (1996:27) is of the view that leading as a management activity

provides leadership for an institution and helps it to adapt to external and internal
changes. In library management, leading entails direct contact with library staff
members. The management makes efforts to influence the attitudes and actions of
the library staff towards achievement of organizational goals. At the same time
management helps the staff to derive personal satisfaction from working for the

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organization. Research on leading in libraries covers leadership, teamwork,
communication, motivation and job satisfaction.

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