University Library and the use of human development

Paper Keywords: library science and management of human resources

Abstract: This paper analyzes China's current status of the library and human resource management problems, describes the library human resources management strategy should be established to promote the sustainable development of the library.


0 Introduction
Theory of modern human resource management theory in the personnel area and personnel is a major contribution to progress and it breaks through the traditional areas of personnel management, emphasizing the people-oriented, the people as their most valuable resources, dynamic individual as a resource by organization of all human resources development, use and maintenance, organizational and personal goals to promote common development for university libraries, the human resources strategy is the application of modern management principles and methods of library manpower reasonable training, organizational integration of the public deployment of human and material resources to keep the ratio of the best, give full play to people's initiative, to adapt to the changing Renwangzhengxi environment to meet user needs in the process.

A library of human resource management status and problems of
1.1 Human Resources Management Library is relatively backward, "people with management" has not been truly reflect the thinking of most of the library's management is still in the traditional administrative and personnel management to human resources management transition in management philosophy, management and content management still follow the traditional approach to "things" as the center, see the "thing" but not "people", man as a "tool", focusing on investment, use and control of many rules and regulations of the organization to develop always position to the organization's point of view and voice to repeatedly emphasized the "No", "No", "must" and so on, reflecting the organization's lack of respect for employees, do not trust the lack of proper humane care, ignoring the enthusiasm to play and creative consciousness, loss of management effectiveness should be high.

1.2 general lack of human resource planning and related policies, slow response to external environmental changes and integration of human resource development depends on a clear strategic objective the library, but now most libraries tend to focus on human resources management, appraisal, job evaluation and pay system, etc. Library of employee-related matters, while ignoring the contact with readers and market changes, lack of user-personalized, diversified demands close attention and is consistent with the market environment, people do resource management strategies.

1.3 compound are seriously lacking, the overall quality to be improved the status of library staff is mostly general managers, accounting for the majority of library staff can only provide a simple document delivery services, full overall low quality of the knowledge structure is not reasonable, resulting in a serious shortage of innovation.

2 Library rational development of human resources
Increase efforts to develop human resources, training and train qualified personnel, especially talents, is a career development relationship to the library system project, the government, universities, libraries at all levels of management agencies to work together to make a difference.

2.1 to increase the intensity to attract talent, the library should be based on the current situation, easing the development of policies and measures to attract talent from abroad open recruitment director, to the recruitment of school administrative personnel, the Ministry of open recruitment to all museum director.

2.2 a correct understanding of the rational flow of library personnel. Library flow of talent throughout the development of human resources has always been, is the premise of human work, human resource development in all aspects of the work must be fully considered on the basis of the flow of talent, which is workers can not avoid the fact that guy. Thus, the Wo favor the rational allocation of talent, the best configuration to maximize the role of human resources and the principle of allowing people in the library or school between the various positions, flow between the various departments .

2.3 Human resources for libraries to create and provide more chances of success. Library professional and technical personnel practical work in the library only to show their talents to help people the best way is to give them a market economy under the conditions of fair competition environment, for the dedication, responsibility and innovative talents in the post appointment to give strong support in the job title in restricted open to all kinds of talent, especially young people with more opportunities for library independently determined in accordance with their actual work duties of personnel, titles in the library work, library human resources to realize "their talent before they make the best use."
3 library to build human resource management strategy
Service model with the 3.1 update digital library development, the traditional library model has been a great challenge, if not new ideas, foster a sense of competition, to strengthen the existing management of library innovation, can not be teaching in schools and research to provide quality services. First of all, to change the "book-oriented" concept of traditional services, establish a "people-oriented" service concept. pacified the library to end all operations throughout the "based" thinking, in order to provide a reader-centered, comprehensive, in-depth the main services that change the traditional mode of running the museum, become closed to open, change from passive to active, the service quality, level and depth as an important evaluation. Secondly, can take a variety of services forms, such as school teachers, researchers studied mail open literature resources, to provide remote services, specialized information services, SDI services, special collections reveal, exhibitions, publications, consulting services, decision making, multi-faceted to meet the needs of readers. turn affixed to the free download http://www.hi138.com
3.2 The establishment of an effective incentive mechanism is incentive managers based on people's needs, to stimulate people's motivation to mobilize the enthusiasm and creative ways and means libraries must construct a reasonable incentives, adhere to fair and impartial leadership, motivation and objectives unity, a combination of reward and punishment principles, and should pay attention to material incentives and the spirit of the principle of combining incentives to fully mobilize the enthusiasm of workers and enthusiasm.

3.3 introduction of professional creative talents in the 21st century, innovation in all aspects of our much-needed talent. Library to digitize the information, networking, integration with the world, the sharing of resources can not do without innovation. Library to create a favorable environment to attract talent, the introduction of corresponding professional creative talents.

3.4 the formation of effective teams to build a strong team, requires managers to step up efforts to communicate with the librarian, librarians through various forms to understand and establish good interpersonal relationships, to obtain the trust of each other to form a strong cohesive force Library to become a harmonious and enthusiastic team. to take full advantage of team knowledge, skills, abilities, aspirations, experience, exchange, or even discussions between different ideas may have unintended innovation when librarians are respect, participation in decision making, to be fully sure, to be trusted, it will surely work in due diligence, coordination and cooperation in the team's role will be to maximize development.

Knowledge-based economy in the form of the new century, and global competition, management of the library presented a serious challenge. Draws heavily on the new library should be the management philosophy and contingency measures to actively manage a new model of the modern library in the building of human resources management strategy for the Library to establish an effective incentive mechanism to promote innovation management and organizational structures and systems training to adapt to the new economic environment of creative talents into full play the functions of modern libraries, thus promoting the Library to sustain innovation and development potential are of great significance.

References:
[1] GUO Yan-new. On the library management innovation. University Library Journal, 2003.2.

[2] Huo state hydrogen Modern library science theory. Beijing: Beijing Library Press, .1999.

[3] Tam. On the library human resources development in China of Library Science, 2002.2.

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