We may attempt in every way possible to make general rules governing the efficiency of the library staff, and attempt to maintain certain definite standards, both for the sake of the public and in order to keep down the expense of maintenance, but with all this we shall never be able to reach a perfect system, partly because many employees give promise of much, but soon reach the limit of their capacity and cease to grow, and also because of the frequent unavoidable changes.
There is some variance in the minds of librarians regarding the place of the library in a city, but without discussion we must all agree that first of all the free public library is a collection of books maintained for the use of the public. In order that these books may be available the employees must not only give efficient service, but they must also have a clear understanding of the public.
It has been said many times that a few books in the hands of an intelligent and discriminating employee are of greater value than a large collection poorly handled. The employees constitute the medium by which the books reach the public and it rests with the buyer, the cataloger, the desk assistant, the reference librarian, and the children's librarian to see that these get into the hands of the right people at the right time. It is here that the careful discrimination of the librarian and assistants is necessary.
The average library is much too large to be well used by the public and the employees of the library. In most libraries of 100,000 volumes there are possibly not more than 10,000 which are of real value. If the employees could know the authors, titles, and something of the contents of most of these it is quite as much as may be expected. If the assistant comes to the library with a reasonably good education and something of a desire to add to what she has, and will read regularly of books which are of general interest there is no reason why she should not learn to discriminate quite as carefully in the selection of books for the individual borrower as the assistant who has made a special study of the criticism of literature.
No mention has been made of requirements for special positions in a library. This can only be settled after the employee has shown some fitness for special work. As the library is what the librarian and assistants make it, it rests with the librarian and those in the highest positions in the library to decide definitely on a policy, the result of which shall be prompt and efficient service from the time of the purchase of the books to their final distribution into the hands of the people.
The CHAIRMAN: Next upon the program occurs the paper, "The efficiency of the library staff and scientific management," by ADAM STROHM, assistant librarian Detroit public library.
THE EFFICIENCY OF THE LIBRARY STAFF AND SCIENTIFIC MANAGEMENT
In conversing one day with the superintendent of one of our local industries where the library is maintaining a station, I learned something of the many provisions devised by the welfare department of the organization as conducted by the social secretaries of the company. From my tour of inspection I have a vivid recollection of attractive dining rooms, an indoor gymnasium with an up-to-date swimming pool, office or laboratory for a medical attendant to administer first aid and attend to accidents of more or less serious nature, architectural plans, free of charge, for prospective home builders, a well selected book collection of popular and technical character, presided over by a representative of the public library, which institution also arranges for biweekly noon lectures on popular and instructive topics. On my commending the humanitarian spirit animating the management of the company the prompt response came: "That element enters only as incidental in our policy. It is all a matter of business. We must hold our organization intact. It is important to retain our skilled workmen and we must make it worth their while to remain with us."
If it has been found to be good policy to provide for the contentment and welfare of the human units in an organization where, after all, a large part of the day's work is rather mechanical and of fixed standards, how vastly more important it must be to give a close, generous consideration to the happiness and comfort of the personnel in a library system where the personal service is of paramount importance, where the physical and mental vitality is under constant pressure, where improvement in the day's work is always exacted and where the result yielded to the individual effort is uncertain and often undemonstrable.