1. It is difficut to ascertain the economic value of archives and libraries as there are so many intangible values, such as value to an individual's social life and intanglible benefits such as brand, loyalty, respect etc. Brian Haratsis quoted that the local government does not understand the dimensions of the communication and IT revolution and its impact on libraries. Every library and every community are different too, so they can't all be assessed in the same manner.
2. Archives, libraries and records centres (in a physical sense) are sometimes seen as having little future value because everyone expects information to be delivered digitally. If this occurs then information centres will not be distinguished as a building but more likely perceived as a system. There is little understanding of the technology involved and its use in libraries.
3. The value of archives and libraries are different for users than for non-users. Users see personal savings for them as they don't have to purchase books. They have cheap access to computers, photocopiers and materials like DVDs and CDs. They can ask for information for free,learn new skills, use the library as a community space and in a social aspect.
On the other hand, non-users who do not access the services that a library offers will think that community funding could be better used for other projects.
4. The purpose of performance evaluation is to appraise an individuals work to see if performance objectives are being met, to identify any strengths or weaknesses with a view to further development, to review salary, to set objectives for the next evaluation period and as an overall review of an employees performance.
5. The drawbacks of performance evaluation are that there is no evidence of improved productivity from employees who have had monetary rewards, it is difficult for the reviewers to be objective, review that use numerical scores are hard to define, different reviewers assess people differently so there is not a set standard. Personality must be a factor- although reviewers should remain objective, I am sure sometimes their personal feelings about an employee influences the review. I find in my organisation's review procedure, the same form is used for all council employees despite their different job duties.
6. My perfomance is evaluated twice yearly. In my organisation, we have annual performance reviews in line with all other council employees. In between these formal interviews we have 'on-track chats' to keep our supervisor updated with our work and progress in meeting our set objectives. It is also during such instances that I inform my Manager what I have achieved personally especially with my Library studies which has helped in my professional development.
I think this is a positive experience as it gives me a chance to review the work I have done to see if I met the goals previously set, and make new objectives. Most importantly it is an opportunity to receive feedback and sometimes praise for my work.It is also time set aside to discuss issues and innovations that we don't have the time to do in a normal working week. It will also be the time when my Manager reviews my pay increase.
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