Faculty’s Perception of the Liaison Program of the Rizal Library of the Ateneo de Manila University

Researcher: EDUARDO Q. CORPUZ

Course: Master in Library and Information Science

School: University of the Philippines, Quezon City

Subject Area: Academic Libraries

Year of Graduation: 2005

Introduction

Many academic libraries have increasingly extended their reach through strategic partnerships, collaborative relationships and mutually alliances and creative ventures to promote their services and successfully carry out and accomplish their missions and goals. The immediacy of access to information makes it very vital to enhance partnerships between faculty and librarian. Success in fostering faculty-librarian collaboration depends on the understanding the perceptions of such relationship.

Statement of the Problem

The focus of this study is to examine the faculty’s perception of the liaison program of the Rizal Library of the Ateneo de Manila University (ADMU). The study had the following objectives: 1) to examine faculty awareness of the liaison program of the Rizal Library; 2) to ascertain whether the faculty support the liaison program; 3) to determine the important services that should be provided to the faculty by a liaison librarian; 4) to determine whether the faculty have seen any improvement in the library services as a result of the liaison program; and 5) to recommend ways of improving the liaison program.

Methodology

The study was confined to the full-time faculty members of the Ateneo de Manila University Loyola Schools for the SY 2004-2005. There were 232 faculty members of the four schools/departments who were given the survey instrument but only 169 returned them. This is equivalent to 74.84 percent of the total population. The study used a survey questionnaire which was adapted with the permission from a previous study conducted by Yang. The instrument elicited both descriptive and categorical responses as follows: academic backgrounds of respondents, services provided by the liaison, communication between the liaison and the faculty and improvements of the liaison program. Descriptive statistics such as frequency, mean and percentage were used to present the data as well as the general trend of the perception under each item that were included in the questionnaire.

Findings

The findings of the study revealed that faculty members of the Ateneo de Manila University are not fully aware of the liaison program at the ADMU Rizal Library. Hence, faculty perceptions of the liaison program at the ADMU Rizal Library are not effective. The non-awareness of the faculty on the existence of the liaison program in the library clearly indicates that the library failed to communicate effectively the services the library offers. On the other hand, the faculty has not fully utilized the library’s resources and services. Other reasons for the ineffectiveness of the liaison program according to some of the respondents are as follows: 1) the liaison librarian does not consult with the faculty with regard to library collection development; 2) faculty have not seen any improvements in the library services since the implementation of the liaison program; 3) faculty are not aware of the improvement of the library collection; and 4) the liaison librarian does not have the subject background to help build a quality library collection. Majority of the faculty members support the liaison program. Faculty who indicated support of the liaison program generally have positive views of the library and are aware of most of its activities. However, it was disappointing to find out that a great number of respondents indicated non-support of the liaison program. The following reasons were given for their non-support: 1) they have not seen any improvements in the library services since the implementation of the liaison program; 2) not aware of any improvement of the library collection; 3) the liaison librarian does not consult with the faculty in terms of library collection; and 4) the liaison librarian does not have the subject background to help build a quality library collection. Meanwhile, other respondents did not indicate any reason for not supporting the liaison program. The faculty acknowledged that they had received that they considered very important services of the library. Current awareness service was rank first among the services provided by the liaison librarian to the department. Several other services provided by the liaison librarian to the department. Several other services were deemed important namely, bibliographic instruction for undergraduate students, selecting books and serials, research consultant to graduate students, library orientation to new faculty members, inform the department of the changes in the library, update the department of the services and offer library seminar to faculty. However, the study revealed that other respondents were unaware of some of the services that their liaison librarian had provided for the department.

Conclusions

Based on these findings, it appears that there is inadequacy of information dissemination about the library resources and services and how it works. This is because the library does not offer a general library orientation program for new faculty. It is only during the Faculty Day where there are a great number of faculty attendees that the Library Director gets a chance to inform the faculty of the different resources and services in the library. Majority of the faculty indicated that they have not seen any improvement in the library services provided to their respective department since the implementation of the liaison program. Hence, marketing and promotion of the liaison program as well as the different library resources, services and policies are not sufficient.

Recommendations

1. The non-awareness of the faculty on the existence of the liaison program of the library clearly shows that the library failed to communicate effectively the services it offers. Hence, the liaison librarian needs to make every possible means to communicate with faculty members the different resources and services the library offers.

2. The Library Director and the liaison librarians need to meet and plan for a strategic way of strengthen the current library liaison program to keep the faculty directly informed of the new resources, services and policies in the library.

3. The liaison librarian and the Library Director need to redesign and restructure the liaison program to be implemented in order to appreciate both the faculty and the librarians’ expertise. The implementation of a redesigned or restructured program might not be that easy because it will take significant effort, lots of time and a desire to make things happen.

4. The effective faculty-library liaison system requires considerable planning and constant adjustment in order to remain relevant and to meet the ever-changing needs of the library users. It is important to note that delivering the right information to the right people at the right time underscores the values of librarians and libraries.

5. Frequent consultation meeting with the faculty members and students is necessary to implement creative responses to the fundamental challenges facing today’s academic libraries.

6. The Library Director and the liaison librarian need to forge their own strategic partnerships in order to respond effectively to the challenge of becoming more relevant and making that relevancy better recognized outside the library.