All quotation marks retained as data.
All end-of-line hyphens have been removed, and the trailing part of a word has been joined to the preceding line.
All smart quotes have been converted into straight quotes.
[This text is machine generated and may contain errors.]
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Articles
12
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18
23
Features
27
35
41
46
Cover: John Lubans, Jr., �?oPerformance Evaluation: Worth the
Cost?�?� North Carolina Libraries 42 (Spring 1984): 16. Lubans
yorth. carolina
rOIGS
TABLE OF CONTENTS
Introduction, Ilene Nelson
The Human Dimension in Performance Appraisal,
Jonathan A. Lindsey
The Administrative Perspective in the Evaluation Proc-
ess, Patsy J. Hansel
The Employee Perspective in the Evaluation Process,
Renee Taylor
Performance Evaluation: Worth the Cost? John Lubans,
dr,
Business Perspectives on Performance Appraisal, Ilene
Nelson
AACR2 and the Card Catalog: Two Models for Measur-
ing, Nancy Scism, Joseph Rosenblum, and Teresa
Calio
From the President, Leland M. Park
New North Carolina Books
Keeping Up
Biennial Reports, 1981-83
NCLA Minutes and Reports
and other librarians examine the various aspects of performance
evaluation in libraries in this issue.
Volume 42, Number 1
Spring 1984
ISSN 0029-2540
Advertisers: Baker & Taylor, p. 3; Ebsco, p. 4; MacGregor, p. 11;
National Geographic, Cover 2; Reprint Company, Pp. 4.
From the President
Executive Board: The first meeting of the
new executive board was held January 20, meet-
ing in the State Library in Raleigh. It seemed most
appropriate that our first meeting was in Raleigh
and at the State Library, since our ties histori-
cally, politically, and economically have been
linked there in such substantive ways. We were
grateful that Mrs. Sara Hodgkins, secretary of
Cultural Resources, joined us for part of the meet-
ing, indicating her support of libraries and our
association. You will see the minutes of the meet-
ing and the reports of the sections elsewhere in
this issue. Do read them, for they show what an
active and alive association NCLA really is. The
spirit of the new board is a fine one: enthusiastic,
cooperative, and full of good ideas. We're off to an
exciting start.
Awards: Two awards recently have honored
some of our own. The North Carolina Association
of School Librarians (Dr. Judie Davie, chairman)
received the 1984 Grolier Foundation Award,
which includes a $1,000 prize. The award is for an
unusual contribution to the stimulation and gui-
dance of reading by children and young people.
Also, Dr. Gene D. Lanier, chairman of the Intellec-
tual Freedom Committee and professor of Library
Science at East Carolina University, has won the
1984 John Phillip Immroth Memorial Award. This
award honors intellectual freedom fighters who
have made notable contributions to intellectual
freedom and have demonstrated remarkable
courage. The citation and a check for $500 will be
presented at ALA in Dallas, June 24. NCLA
salutes the recipients of both awards.
Legislative Day: April 10 is the day librarians
from all over the country descend on Washington,
D.C., to spread the library gospel to our legisla-
tors. Louise Boone and the Governmental Rela-
tions Committee are once again organizing a
delegation from the Tar Heel State. Democracy in
action is certainly the best way to describe this
particular day, and the results in recent years
have been truly remarkable. Education is our
game, whether it be with patrons or legislators.
2�?"North Carolina Libraries
stand up for
libraries
NORTH CAROLINA LIBRARY ASSOCIATION
NCLA Is Big Time: Recent charts supplied
by the ALA headquarters report on the member-
ship size of state library associations. According
to this report, NCLA is the sixth largest state
library association in the United States. (Those
ahead of us are Illinois, California, New York,
Oklahoma, and Tennessee).
Politicians: The season is theirs, no doubt
about it. And the time is ours; there is no doubt
about that either. NCLA�?Ts Governmental Rela-
tions Committee and other library groups in the
state are preparing to question the candidates
regarding their ideas for bettering library service
in North Carolina. Whenever you have the oppor-
tunity to �?omeet the candidates,�?� you do the same
thing. Let them know that librarians care about
library services .... and what they think about the
same thing.
NCLA Future: A special committee, the
NCLA Futures Committee, has been appointed.
Chaired by Arabelle S. Fedora of Winston-Salem,
the committee is charged with looking carefully
at all aspects of our association, making sugges-
tions for changes and improvements and guid-
ance as we head into the last part of this century.
You will be hearing about the committee. Please
let the committee hear from you, too. Address:
Ms. Arabelle S. Fedora, c/o Winston-Salem/For-
syth County Schools, P. O. Box 2513, Winston-
Salem, NC 27103.
Governor�?Ts Commission: NCLA was invited
to appoint members to the Advisory Council on
the Governor's Commission on Education for
Economic Development. Mertys Bell, immediate
past president, and Pauline Myrick, president-
elect, are our representatives. The role of libraries
in education and in economic development in our
state is a solid one, and we appreciate the oppor-
tunity to have these two outstanding library lead-
ers represent us. At the public hearing in Greens-
boro in February, Dr. Judie Davie also presented a
statement on behalf of NCLA. The final report is
to be issued April 5. Be on the lookout for it. This
could have a major impact on us all.
Leland M. Park, President
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1984 Spring�?"3
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Introduction
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Evaluation is an activity in which all of us Historical Society and North Carolina
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source, at best, of ongoing discussion and, at
worst, of cynicism, anxiety, and frustration.
The following articles examine performance
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Jonathan Lindsey emphasizes the eventual Spartanburg, S.C. 29304
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administrators and the employees whose work
they evaluate. John Lubans discusses the library
as a service industry and defines the distinctive
characteristics of performance appraisal in this
type of organization. Ilene Nelson looks to the for-
profit sector for insights into performance apprais-
al and translates the experience there into
recommendations for libraries.
It is the human element in performance
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consideration its administrative structure, its Our physical size and financial strength�?"necessary to make
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4�?"North Carolina Libraries
The Human Dimension
in Performance Appraisal
Jonathan A. Lindsey
The Management Mentality
Management is �?oin�?� these days. At the end of
1982, the top item in college bookstores was Gar-
field; in mid-November 1983, the top items were
Kenneth Blanchard, The One Minute Manager, and
Thomas J. Peters and Robert H. Waterman, Jr., In
Search of Excellence: Lessons from America�?Ts
Best Run Companies.! The change from the self-
help volumes of a decade ago to the emphasis on
management is a comment on cultural change
and attitudes. More recently, getting the job done
well appears to be of greater interest than the
antics of a comic cat. Underlying this �?omanage-
ment mania,�?� as some might call it, is a tension in
which libraries have been caught for generations,
the conflict of attempting to evaluate objectively
what is essentially a subjective experience. Ser-
vice versus productivity is the polarity for
libraries.
One element in the tension reflected by last
falls best sellers on management is not their
emphasis on technologically based efficiency but
their surprising acknowledgement of the human
element in large, successful businesses. In many
instances, Peters and Waterman describe the
human relationships within the companies they
studied�?"from hype to personal pride in pro-
ducts. But at the basis of the high performance of
the companies in their study was a strong sense
of the human dimension, the personal touch, the
almost forgotten second-mile ethos of the work
ethic. Their identification of �?oclose to the custo-
mer,�?� �?oproductivity through people,�?� �?ohands-on,
value driven�?� as three of the eight attributes of
excellence are people-based.?
Libraries have always experienced the ten-
sion which these management writers are now
recognizing. Libraries provide service, yet much of
the work of library personnel is production-
oriented. For the past twenty years, libraries have
been developing management systems focused on
production. As librarians have grown into and
Jonathan A. Lindsey is Director of Libraries at Baylor Univer-
sity. He is a former Editor of North Carolina Libraries.
become parts of expanding bureaucracies, man-
agement�?Ts requirement of accountability has been
the motivation for performance evaluation. How-
ever, we now find ourselves in 1984 needing to
look more carefully at the human dimension in
management.
Recent Research Reports
Not only has �?omanagement mania�?� taken
hold in libraries in the past decade; the status of
the employee in public agencies has also created
the need for carefully defined documentation
about the performance of personnel. Stanley P.
Hodge has provided a fine treatment of the per-
formance appraisal instrument that has been
shaped by legislative and judicial decisions in the
past decade of evolving equal employment oppor-
tunity requirements.? Hodge identifies seven
functions for which performance appraisals are
often used: facilitating personnel planning, mak-
ing employment decisions, supporting job devel-
opment, providing performance feedback to
employees, eliciting feedback from employees,
creating a base for modification of behavior, and
establishing needs for training or coaching.4 He
traces the legal base for each of these character-
istics and provides a sample of a document used
at Texas A & M that could have general applica-
tion throughout libraries.
Hodge appears to understand the advice of
H. Rebecca Kroll, who sets out four criteria for
any evaluation program.
1. Determine what the job is. (Define the
goals.)
2. Establish a reasonable performance level.
(Define the objectives in terms of quantity, qual-
ity, time spent.)
3. Measure the actual performance (by first-
hand observation, viewing completed work, read-
ing the employee�?Ts own report, and the like).
4. Compare the actual performance to the
standards set.®
Both Kroll and Hodge follow the wisdom of
Robert D. Steuart and John Taylor Eastlick, who
have articulated five functions for a personnel
1984 Spring�?"5
evaluation program. These include measuring
performance against job description expecta-
tions, documenting to justify termination, provid-
ing a base for positive personnel action, indicat-
ing an individual�?Ts capability and potential, and
generating personal goals which support imple-
mentation of institutional goals.®
The bibliographies of these four writers
direct the administrator to a selection of library,
personnel, and federal sources written during the
period between 1968 and 1982 but centering on
the years 1977 to 1981. These sources, supple-
mented by N. K. Kaske�?Ts reviews of performance
and appraisal that appear in the American
Library Association Yearbook, 1976-81,�?T provide
significant reading and a sampling of evaluation/
appraisal instruments.
Why Performance Evaluation May Not Work
Despite library management�?Ts ambivalence
about performance evaluation, the phenomenon
is not new, and it is here to stay. Regardless too of
the mixed systems of management style, ranging
from laissez faire to the latest adaptation of busi-
ness school theorists, accountability in multiple
copy is a fact of life to be faced, lived with, and
worked through. Given these realities, the success
or failure of any evaluation/appraisal experience
depends upon the philosophy of the institution in
which the evaluation is performed and the atti-
tude of the person being evaluated toward the
whole experience. The favorable attitude of the
person being evaluated toward the event, the
process, and the product of evaluation is essen-
tial to the effective implementation of any evalua-
tive experience. If the individual fails to perceive
value in the product, the process and the event
are irrelevant. Saul Gellerman said this more
compellingly when he commented that personnel
would �?owant to correct the deficiencies in their
performance if they agreed that they were defi-
cient and if there appeared to be enough advan-
tage in correcting them to justify the effort.�?�®
At least four common causes of personnel
dissatisfaction with evaluations focus on percep-
tions of the lack of effectiveness of the evaluation.
These causes may or may not exist in fact, but if
they are perceived to exist, trouble ensues:
1. if across-the-board raises always appear to
occur;
2. if nonperformers appear to be promoted;
3. if supervisors always rate high (or low);
4. if fear of legal action mitigates evaluation.
Each of these is so common that they usually fail
to be discussed in other than staff-room asides.
6�?"North Carolina Libraries
Steuart and Eastlick cite six pitfalls of per-
formance evaluation which they credit to the
Denver Public Library's Manual for Performance
Evaluation. These are the errors of (1) the �?ohalo
effect�?�; (2) �?oprejudice and partiality�?T; (3) �?oleniency,
softness, or spinelessness�?�; (4) �?ocentral tendency�?T;
(5) �?ocontrast�?�; and (6) �?oassociation.�?�® Errors one
and three are opposites and reflect attitudes of
the evaluator. Error two refers to discrimination
in any of its legally defined forms. Errors four and
six refer to the middle of the range and sequential
constancy in rating. Error five refers to the actual
performance versus the rater�?Ts perception of
potential. These �?oerrors�?� are articulated for
supervisors to remind them of their responsibility
in the rating process.
Pre-Employment Analysis
Good experiences with personnel evaluation
begin before employment and are particularly
important at the employment stage. The founda-
tion for good personnel evaluation experiences
lies in a clear articulation of the tasks to be per-
formed, the skills required to perform the tasks,
and matching persons with skills appropriate to
the tasks. This kind of pre-employment analysis
can facilitate the development of job descriptions
and performance expectations.
For instance, who has not-experienced the
page who has no numerical acuity? Such frustra-
tion might be avoided by two pre-employment
decisions. One decision is to determine that the
primary tasks of pages require the skill of accu-
rately placing books on shelves, reading shelves,
and even performing inventory. The primary skill
is the ability to perceive numerical sequences
quickly. To achieve the match between task, skill,
and personnel may require a simple numerical
acuity examination, with minimum scores for
employment and for increased levels of expe-
rience and responsibility.
In another instance, the pre-employment
decision may be that the human needs of the
library require a warm, �?omotherly�?� figure at the
circulation counter. Certainly this primary public
relations location in the library requires person-
nel that have more than minimal interpersonal
skills. This question particularly needs to be con-
sidered as we increase the use of computer-based
circulation systems that require combining a dif-
ferent set of technological skills with human
response skills. A decision may have to be made
that the human response skills are more critical
at the circulation counter!
Consider the reference department, where
skill is required in �?onegotiating the reference
interview,�?� the current jargon for being able to
ask the kinds of questions which help the user
define a need and provide the librarian with data
to begin to help meet that need. Reference librar-
ians in the past have been trained in bibliographi-
cal knowledge but have received little training in
inquiry and search strategy. The Association for
Clinical Pastoral Education�?� is a pioneer in the
use of verbatim reports as a means of developing
listening/hearing skills. Their method could be
adapted for use in library education after a care-
ful description of the tasks, skills, and expected
performance of reference librarians. Verbatim
reports could also be applied in the library as a
technique for evaluating reference skills. This
would require preparation of reports of the refer-
ence interview from which a judgment could be
made of the effectiveness of the reference librar-
ian�?Ts interpretation of the question and initial
search strategy.
Consider the performance evaluation from
the perspective of a letter of reference. Letters of
reference need to be specific, describe the candi-
date�?Ts skills with concrete examples, refer to
career goals, and note limitation where approp-
riate.11 Well-documented letters of reference are
based on precise evaluation. This is especially
important for students who may use library
employment as references for their first profes-
sional jobs.
As stated at the beginning of this section,
successful performance evaluation is based on
decisions made by administrators before the
employment of the person to be evaluated. With-
out careful, recurring analysis of tasks and skills
refined to reflect the variety and changing func-
tions of library service, effective performance eval-
uation will not occur. Many things can impede
effective evaluation, but none can substitute for
this level of preparation.
So What?
In 1984, with all of its inherent overtones and
innuendoes, with the �?omanagement mania�?� which
appears to have cultural endorsement, with the
realistic need for accountability, and with the
increased impact of technology on our lives, per-
formance evaluation/appraisal is not going to
fade into the sunset. This phenomenon of life in
the bureaucracy is with us. If current specula-
tions are accurate, that 67 to 75 per cent of the
American work force will be information-related
by the end of the century, and if the predicted
rates of change in other employment sectors take
place, careful pre-employment analysis is going to
be necessary. Pre-employment analysis of func-
tions, because of these changes, is going to require
modification of tasks and skills required and the
evaluation of performance. At the base, however,
of any performance evaluation/appraisal system
is the attitude of the person being evaluated. If
the individual places value on the product of eval-
uation, the individual will be willing to change
behavior. If, however, the individual does not
value the product, then the process will not pro-
vide positive individual benefit. Even �?oone minute
managers�?� waste time and energy with persons
who do not value the product.
References
1. The Chronicle of Higher Education, 14 (November 28,
1983):2.
2. Thomas J. Peters and Robert H. Waterman, Jr., In Search of
Excellence: Lessons from America�?Ts Best Run Companies (New
York: Harper & Row, 1982), 13-15. Also see separate chapter
treatments on each attribute.
3. Stanley P. Hodge, �?oPerformance Appraisal: Developing a
Sound Legal and Managerial System,�?� College & Research
Libraries 44 (July 1983):235-244.
4. Ibid., 235.
5. H. Rebecca Kroll, �?oBeyond Evaluation: Performance Appraisal
as a Planning and Motivational Tool in Libraries,�?� The Journal of
Academic Librarianship 9 (1983):27.
6. Robert D. Steuart and John Taylor Eastlick, Libary Manage-
ment, 2d ed, (Littleton, Colorado: Libraries Unlimited, 1981), 97.
7. N. K. Kaske, �?oPersonnel and Employment: Performance and
Appraisal,�?� ALA Yearbook (Chicago: American Library Associa-
tion, 1976-1981).
8. Saul W. Gellerman, Management by Motivation (Chicago:
American Management Association, 1968), 141.
9. Steuart and Eastlick, 98-99.
10. Association for Clinical Pastoral Education, 475 Riverside
Drive, New York, New York 10027.
11. Stacy E. Palmer, �?oWhat to Say in a Letter of Recommenda-
tion? Sometimes What You Don�?Tt Say Matters Most,�?� The Chron-
icle of Higher Education, 27(September 7, 1983):21.
1984 Spring�?"7
The Administrative Perspective
in the Evaluation Process
Patsy J. Hansel
This article is designed to attempt to answer
two questions about employee performance ap-
praisals! from the library administrator's point of
view: (1) Why is the evaluation necessary and (2)
What are the administrator�?Ts frustrations.
The literature on performance appraisal
indicates two broad reasons for formal evalua-
tions of the work of employees: (1) to provide
information/documentation for personnel deci-
sions: merit raises, promotions, transfers, demo-
tions, or dismissals; and (2) to provide feedback
to the employee to encourage maintenance of
good performance or improvement of poor per-
formance, and to plan future performance stan-
dards.
These two general goals are not necessarily
rautually exclusive, but developing a system that
does both well can be a very time-consuming,
frustrating task. The dilemma is inherent in the
history of the evaluation/appraisal process and is
evident in that over the years the term evaluation
has given way to the less judgmental appraisal in
the literature of performance appraisal. Histori-
cally, the process has been to evaluate, to judge.
More recently, the developmental goal of perfor-
mance appraisal has received more exposure in
the literature and more emphasis in the design of
performance appraisal systems. �?oThe fundamen-
tal purpose of performance appraisal has not
changed. Rather, a new objective has been added
to the old. Organizations now expect managers to
both evaluate performance for institutional re-
ward and punishment purposes, and to use the
appraisal process to improve employee perfor-
mance levels.�?�?
The literature offers little solace for those
searching for the perfect meshing of these dual
goals. Some say it cannot be done, that the eval-
uative and developmental functions must be
separated. However, most of the experts seem to
agree that the most feasible approach is to con-
tinue to attempt to merge the two goals. The sys-
Patsy J. Hansel is the Assistant Director of the Cumberland
County Public Library and an Associate Editor of North
Carolina Libraries.
8�?"North Carolina Libraries
tem that the library administrator chooses, or
rather, develops, will have to be based on the sys-
tem that is best for the particular library. The
system that is best for a particular library
depends in part on the legacy of performance
appraisal in the library�?"whether it has existed
before and whether it has been perceived as pro-
ductive or not�?"and what the staff and the
administration currently want from a perfor-
mance appraisal system.
Is Performance Appraisal Necessary?
There is plenty of debate about whether per-
formance appraisal is necessary or not. A recent
article in the Journal of Library Administration
questions whether it is necessary in academic
libraries, since the people who work in academic
libraries have such a poor opinion of its value and
since academic libraries abroad seem to function
well without it.�?T Others maintain that in organiza-
tions where performance appraisal seems to be
working (i.e., the organization is productive and
management is inclined to give the performance
appraisal system part of the credit), it really isn�?Tt
performance appraisal that is beneficial; rather, a
productive organization just happens to be doing
performance appraisal along with other truly
productive things.®
Formal performance appraisal is probably
not necessary in the optimally performing organi-
zation: one in which communication among staff
and managers is free-flowing and everything that
should be done is done when it should be done by
whom it should be done; one in which feedback
for any action is immediate and effective (the One
Minute Manager approach); one in which man-
agers take the time to write down incidents of
particularly good or poor performance every time
they happen for every employee supervised so
that complete written information on which to
make personnel decisions exists: one in which
decisions are made on such a rational, objective,
nondiscriminatory basis that the question of an
appeal or an EEOC complaint will never arise. I
am not familiar with an example of this type of
organization in the library world.
In the less-than-perfect organization, then,
performance appraisal is an attempt to foster
communication, feedback and documentation so
that employees know where they stand and the
organization has information on what its staff are
achieving as individuals. Administrators must
make personnel decisions and they must attempt
to make these decisions based on information
that is as fair and objective as possible, not just
because it is good management policy, but
because the law says so. The ideal performance
appraisal system provides this information. The
information becomes �?odocumentation�?� when the
decision based on it is questioned. This element of
performance appraisal is both challenging and
frustrating. Providing good documentation is
part of being a good manager, but the fear that
the letters EEOC can strike in even the good
manager�?Ts heart has prompted some to avoid dif-
ficult decisions because they are unwilling to
spend the time necessary to do the requisite job
of documentation. Difficult decisions do not
involve only discipline cases, however; the man-
ager�?Ts need for accurate information is just as
crucial when the decision must be made as to
who will get merit pay increases and who will be
left out, or which one of several employees will
receive a promotion. Good performance apprais-
al information will help provide a sound basis for
these sorts of decisions, will help provide docu-
mentation for the legal system when the need
arises, and should be a boost to employee morale
as employees become aware that management is
attempting to make personnel decisions based on
the best information available on employee
performance.
The way many so-called merit
systems operate, the pay sys-
tem is hardly a motivator and
in some cases becomes a demo-
tivator.
nen
Frustration with a performance appraisal
system often arises when it is used to provide
information for merit pay decisions. A malfunc-
tioning merit pay system can bring discredit to
the performance appraisal system through no
defect in the performance appraisal system itself.
Merit implies that is is awarded for good perfor-
mance, and organizations are supposed to pay for
performance because the experts tell us that that
is one method we can use to increase productiv-
ity. But the way many so-called merit systems
operate, the pay system is hardly a motivator and
in some cases becomes a demotivator. In one
library system, tradition had it that half the staff
would receive a �?omerit�?� raise one year and the
other half would receive theirs the next. If the
number of merit increases is arbitrarily set, then
that exact number of employees becomes �?omeri-
torious.�?� Employees are quick to note the incon-
sistencies in such systems, and distrust of the
merit pay system can easily be transmitted to the
performance appraisal system. Harry Levinson
has put it bluntly: �?oIn government, performance
appraisal is largely a joke, and in both private and
public enterprise, merit ratings are hollow.�?�
Levinson�?Ts quarrel with performance apprai-
sal is that it purports to measure the outcome of
behavior, whereas in many jobs, the behavior itself
is just as important. As a result, employees and
supervisors may have different ideas of just what
is being appraised. This is another frustrating
area for the administrator. To be effective, a per-
formance appraisal is dependent on the aware-
ness of both supervisor and supervisee of what is
being evaluated. Most performance appraisal
authorities recommend some sort of goal setting
to serve this purpose. The goal-setting process
thus becomes crucial to the performance apprai-
sal process. Sloppy goal setting scuttles the effec-
tiveness of the performance appraisal process
before the �?oappraisal�?� part begins because unspe-
cific, unchallenging goals leave the question of
what is being evaluated vague. Ensuring effective
goal setting is management�?Ts responsibility, and
as in everything else, our ability as managers to
do this varies. It is the administrator�?Ts responsi-
bility to see that goals throughout the organiza-
tion are as equal as possible in the degree of chal-
lenge they present to individual employees�?"to
ensure that a certain level of performance is
expected from all employees. It is the administra-
tor�?Ts frustration that this is, in practice, so elusive.
Employees vary in their ability to translate their
jobs into goals; jobs vary in the ease with which
they fit into the goal-setting process; managers
vary in their ability to develop goal-setting abili-
ties in their staffs. The benefits of working for the
best goals possible are worth the effort, however.
�?oBy and large and within reason, managers get
the type and level of job performance they expect
or informally accept over a period of time.�?� The
performance appraisal process should keep em-
ployees aware of the level of performance that is
1984 Spring�?"9
expected and let them know what will or will not
be accepted.
Supervisors Vary
Just as supervisors vary in their effec-
tiveness in goal setting, their effectiveness in fill-
ing out an appraisal form, conducting a perform-
ance appraisal interview, and providing feedback
between formal appraisal sessions will vary. The
literature is rife with examples of the halo effect,
recency bias, and other topical terms for the fail-
ure of supervisors to be fair and accurate in for-
mal evaluations of employees�?T performance. �?oThe
perfect appraisal system has not been developed,
largely because noone yet knows how to factor out
human error.�?�? Some �?oerrors�?� are the result of
insufficient training for those charged with doing
the appraising; some come from a lack of belief in
the benefits of a performance appraisal system;
some, from managerial ineptness. Regardless of
the reason, they form one of the administrator�?Ts
frustrations. However, by monitoring the perform-
ance appraisal process, administrators can spot
inconsistencies or carelessness and decide wheth-
er what is needed to correct these problems is
more training or motivation or assurance from
the administration that they take the process
seriously and expect the rest of the organization
to do the same. Monitoring the performance
appraisal system can also provide information
about how managers manage. If it becomes
apparent that there is an uneven level among
departments of what is expected of employees,
the administrator is put on notice that the imbal-
ance needs to be corrected. Poor quality of per-
formance appraisal implementation may also be
a signal that supervisors need more training, not
just in performance appraisal techniques, but
also in how to supervise; because performance
appraisal at its best is an ongoing process of
communication about work performance between
supervisor and supervisee.
Evaluating supervisory skills is another area
that can be frustrating for administrators. As
Levinson has said, how a task is accomplished
can be just as important as the accomplishment.
It is the how that supervisors of supervisors may
have little direct knowledge of, but with which
peers and supervisees live daily. This is an area in
which an expanded form of performance apprai-
sal can be helpful.
Appraisal of performance by peers and/or
supervisees is receiving more and more attention
in the literature of performance appraisal. A very
impressive, very structured system of peer review
was developed by RCA and profiled by the Con-
10�?"North Carolina Libraries
ference Board in 1977. �?oIn developing the system,
RCA Corporation found that multiple assessment
is a more reliable predictor of performance over
time than appraisal exclusively by one supervisor
... The way in which an employee works with his
or her supervisor may not be the same way the
employee works with subordinates or peers. Mul-
tiple assessment thus provides a more complete
view of a manager�?Ts performance.�?�!° RCA�?Ts system
employs some raters who are superiors of the
person being rated, some who are peers, and
some who are subordinates. �?oIn traditional
supervisor-only appraisal systems, the supervisor
has the difficult task of informing the subordinate
of the official�?T evaluation ... RCA believes that
multiple assessment has made it easier for a
manager to discuss results honestly because the
ratings represent more than one view. As such,
multiple assessment encourages more realistic
appraisal and development.�?�!! Many recent stu-
dies support the RCA findings that systems using
multiple raters provide a more objective ap-
praisal than single appraiser systems.�?T*�?T�?T Thus,
developing a multiple assessment system may
help the administrator overcome some of the
frustration inherent in the single-rater system.
My own library has been working on such a sys-
tem for a year and a half now, and although it is
quite primitive when compared to the examples
from corporate America, it is already the source
of many of the same benefits.
Sloppy goal setting scuttles the
effectiveness of the perform-
ance appraisal process.
The more involved one becomes in the study
of performance appraisal and the attempt to
develop a productive system for one�?Ts own organi-
zation, the more frustrating the task can seem.
Performance appraisal is frustrating for the same
reason that so much of personnel administration
is frustrating�?"it is dependent on people, and
people and people�?Ts activities are not logical,
rational, or quantitative the way administrators
would sometimes like for them toi be (and the way
many performance appraisal forms try to picture
them). Budgets, for instance, are so easy in com-
parison. Figures add up or they don�?Tt add up, and
if they don�?Tt, there is a reason that eventually
can be identified. Personnel administration, on
the other hand, is often murky at best. Rarely
does the administrator know the correct decision
has been made. This makes most administrators
uncomfortable." Indeed, it is the reason adminis-
trators often choose to avoid making personnel
decisions. A reliable performance appraisal sys-
tem can help place personnel administration on
more solid ground. The danger is that any per-
formance appraisal system can make personnel
decisions appear to have a solid basis. Develop-
ment and maintenance of a reliable system
require constant vigilance on the part of the
administrator.
In conclusion, the answers to the two ques-
tions posed for this article can be provided simply
if not very positively. Why is performance apprais-
al necessary? Because managers are imperfect�?"
without a formal performance appraisal struc-
ture, we do not as a rule provide the personnel
information for administrative decisions and the
feedback to employees that sound management
requires. What is the administrator's frustration?
That performance appraisal is necessary.
References
1. For the purposes of this article, performance appraisal and
evaluation will be used synonymously to indicate a formal sys-
tem of measuring employee performance in the workplace.
2. L. L. Cummings and Donald P. Schwab, �?oDesigning Appraisal
Systems for Information Yield,�?� California Management Review
20 (Summer 1978):20.
3. Michael Beer and Robert A. Ruh, �?oEmployee Growth Through
Performance Management,�?� Harvard Business Review 54
(July/August 1976):59-66. One company�?Ts solution.
4. The most useful how-to books on performance appraisal that
I have found are Thomas H. Patten, Jr., A Manager�?Ts Guide to
Performance Appraisal (New York: The Free Press, 1982) and
S. E. Parnes, The Personnel Manager�?Ts Handbook of Performance
Evaluation Programs (Stamford, Conn.: Bureau of Law & Busi-
ness, Inc., 1982).
5. G. Edward Evans and Benedict Rugaas, �?oAnother Look at
Performance Appraisal in Libraries,�?� Journal of Library
Administration 3 (Summer 1982):61-69.
6. Charles A. Dailey and Ann M. Madsen, How to Evaluate People
in Business: The Track-Record Method of Making Correct
Judgments (New York: McGraw-Hill, 1980).
7. Harry Levinson, �?oAppraisal of What Performance,�?� Harvard
Business Review 54 (July/August 1976):31.
8. Burt K. Scanlon, �?oManagerial Leadership in Perspective: Get-
ting Back to Basics,�?� Personnel Journal (March 1969):169.
9. �?oAppraising the Performance Appraisal,�?� Business Week (May
19, 1980):153-154.
10. Robert I. Lazer and Walter S. Wikstrom, Appraising
Managerial Performance: Current Practices and Future Direc-
tions (The Conference Board, Inc., 1977), Chapter 4, p. 1.
11. Lazer, 7.
12. Reference is made to several such studies in Mark R.
Edwards and J. Ruth Sproull, �?oRating the Raters Improves Per-
formance Appraisals,�?� Personnel Administrator (August 1983):
77-82.
13. It seems to me that by this point everyone should be asking
whether or not the Japanese, the current role model for
managerial effectiveness, do performance appraisals. The
answer is yes; but, as usual, the answer is really more compli-
cated. �?oThe Japanese organization takes in only young people
who are still inthe formative stages of life, subjects them to
multiple group memberships, and so inculcates in them the
kind of devotion to co-workers that one sees in the United
States Marines. It is not external evaluations or rewards that
matter in such a setting, it is the intimate, subtle and complex
evaluation by one�?Ts peers�?"people who cannot be fooled�?"which
is paramount. This central fact underlies much of the success of
many organizations, not only in Japan but elsewhere.�?� William
Ouchi, Theory Z: How American Business Can Meet the Japa-
nese Challenge (Reading, Mass.: Addison-Wesley Publishing
Company, 1981), 79. Sounds like the Japanese version of multi-
ple assessment.
14, One more way in which the Japanese are supposed to be
better managers than we are is in their ability to deal with
ambiguity. See Richard Tanner Pascale, �?oZen and the Art of
Management,�?� Harvard Business Review 56 (March/April
1978): 153-162.
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1984 Spring�?"11
The Employee Perspective
in the Evaluation Process
Renee Taylor
Evaluations. No one is ecstatic about making
or receiving them; however, they are necessary.
When the time approaches for my work to be
unplesant confrontation, the worse the problem
is likely to become, and it is the employees who
until this year, when I became a member of my
library's performance appraisal committee, did I
know that supervisors dread the process too. I
learned the pressures of deciding on the �?operfect�?�
terminology: one simple word can make the dif-
ference between the employee's feeling that the
evaluation was fair or that the supervisor was
being too critical. Favoritism is another pitfall to
be avoided. If one employee has a better than
average work relationship with a supervisor,
peers may think the subordinate is collecting
�?obrownie points.�?� The employee as well as the
supervisor must approach the performance ap-
praisal with objectivity.
The evaluation should perform two func-
tions: praise work that was done well; and iden-
tify work that could have been done better. The
good supervisor does both throughout the year
and keeps a written record of both positive and
negative occurrences for all staff supervised. This
makes the supervisor�?Ts job easier, because it pro-
vides specific incidents to mention to the em-
ployee during the evaluation. Vague, general
complaints are more likely to be fruitlessly irritat-
ing to employees than to help them improve their
performance. We have to know exactly what the
problem is if you want us to improve, and we
would rather be told about the problem when it
arises so that we can correct it immediately
rather than be confronted with it at evaluation
time.
Of course, positive feedback is also wel-
comed. It is what motivates people. However,
sometimes it seems that supervisors have so
much correcting to do that recognition of good
work is overlooked. Supervisors might try to
remedy this problem by making it a rule during
the year to give at least as much positive feedback
Renee Taylor is Serials Librarian for the Cumberland County
Public Library.
12�?"North Carolina Libraries
as negative feedback within their departments.
There are problems in any work situation, but
there should also be something being done well by
somebody in any department. I am not asking
that supervisors patronize employees�?"most of
us are smart enough to recognize that�?"however,
I do believe that accentuating the positive when-
ever possible can pay off in the long run.
However, there is a caveat to accentuating
the positive in an evaluation. It seems that for
some supervisors, this is an easy way to avoid
being honest with an employee. Almost everyone
prefers harmony to conflict, but the longer poor
work habits are overlooked to avoid a potentially
unpleasant confrontation, the worse the problem
is likely to become, and it is the employees who
work most closely with a poor performer who
tend to bear the burden of trying to pick up the
slack. So by failing to nip the problem in the bud,
a supervisor may be causing a proliferation of
problems among other staff. Of course, failing to
point out unsatisfactory work habits when they
arise is most immediately unfair to the poor per-
former. When asked what they want and need
most from their supervisors, staff always include
feedback about their work. Most staff genuinely
want to improve. It is unfair not to point out their
inadequacies so that they can begin to improve
them, not only to help the library, but also to help
them reach their full potential as workers and
people.
Management consultant A. O. Ohman has
been quoted as saying that �?oworkers have a fine
sensitivity to spiritual qualities and want to work
for a boss who believes in something and in whom
they can believe.�?�! One way employees find out
what their boss believes in within the work envir-
onment is through goal setting. This is really the
first step in the evaluation process. It is manage-
ment�?Ts responsibility to define jobs and help their
employees set realistic objectives. This is a coop-
erative task that the supervisor and subordinate
do together. The supervisor knows the limits�?"
what tasks the employees must perform to meet
the job�?Ts minimum requirements, what tasks fall
under another employee�?Ts job responsibilities,
what tasks are beyond the employee�?Ts capabili-
ties. Within those limits there is often flexibility in
a person�?Ts job, and this is where the most creative
part of goal setting comes in. Employees and
supervisors can work together to come up with
special projects that they would like to see
accomplished during the year. When the supervi-
sor and subordinate cooperate in planning the
work for the year, the employee will have a clear
understanding of what is expected of him and
what about his work is to be evaluated.
ener
Most staff genuinely want to
improve.
a
Ideally, the supervisor meets with the subor-
dinate periodically to make sure that everything
is on track and to revise, add, or delete goals as
conditions change. If goals are monitored during
the year, the formal evaluation interview is just a
part of an ongoing process that both the super-
visor and employee can be comfortable with. The
formal evaluation interview becomes a time for
mutual analysis and evaluation of the past year.
This is also the time to begin planning for the
coming year. This will all help diminish the dread
that both parties may have felt in past anticipa-
tion of performance appraisals. The employee will
feel most comfortable if the supervisor approach-
es the evaluation with objective information and
an open mind.
Peer Evaluations
Support staff are more likely to be in touch
with each other than with supervisors. Often
employees are not as willing to complain to their
superiors when certain members are not per-
forming as expected. The feeling of being the
office tattletale can make employees uncomfor-
table in talking with their supervisors about the
inadequate performer. Peer evaluations can help
ease the tension that results when staff feel that
supervisors are not in touch with their employees.
Supervisors need to know how employees re-
late to each other. If staff members have difficulty
in responding to each other, they may also have
the same problems in assisting patrons. The
manner in which coworkers view one another is
often the way patrons see the same workers.
Through peer evaluations, the supervisor can get
an idea of how fellow staffers relate to each other.
Peer evaluations which consist of simply-asked
questions and the assurance that the evaluator�?Ts
name will be withheld can produce candid eva-
luations which will add new dimensions to the
performance appraisal process. Managers who
read peer reviews become better acquainted with
employees�?T overall feelings about and assess-
ments of their coworkers.
Now, let us turn the tables and examine the
benefits of supervisors being evaluated by em-
ployees. This process is a way of letting managers
know the positive and negative aspects of their
supervisory skills. Though some subordinates�?T
expectations of the supervisor are that they are
superpeople who do all things right at all times,
most employees realize that supervisors are
human too. A study supported by the Organiza-
tional Effectiveness Unit of the Army Research
Institute for the behavioral and Social Sciences
found that with regard to supervisor and subor-
dinate views of supervisors, superiors often over-
estimated the extent to which they had a thor-
ough knowledge of the subordinate�?Ts job. Surpris-
ingly, superiors underestimated the degree to
which their employees trusted them.? We, as
employees, should be willing to train new supervi-
sors so they will have a clearer knowledge of what
each employee's job entails. If the evaluation of
supervisors becomes a part of the performance
appraisal process, subordinates should evaluate
their superiors with the same degree of profes-
sionalism that subordinates expect in the apprai-
sals of their own work. Both should be done with
complete honesty and without past prejudices.
Motivation
Motivating the employee is another ongoing
challenge. The work environment is an often over-
looked factor in employee motivation. Poor work-
ing conditions surrounding the employee are
likely to make him less productive than good
working conditions. This may consequently result
in a low rating of the employee�?Ts work perfor-
mance at evaluation time. If unsatisfactory con-
ditions exist in the work area, the supervisor can
take certain precautions to help motivate em-
ployees.
Awards and other forms of recognition also
help motivate employees. In 1983, the Cumber-
land County Public Library started giving Em-
ployee Extraordinaire awards to employees who
do special projects to promote and maintain the
needs of the public. This type of recognition
makes fellow employees appreciate the tasks per-
formed by these special employees. This type of
employee is not rare, but they may suppress their
talents because they feel that no one Cares.
1984 Spring�?"13
Supervisors need to let those �?oexceptional�?� staff
members know that they will work for them and
do all they can to make the employee�?Ts working
life pleasant�?"that they will go as far as possible
to keep the exceptional person with the library.
These are the employees whose evaluations will
indicate a need for merit raises or promotions,
even in these times of minimal salary increases.
If the performance appraisal process is an
honest, open one, employees will know that each
evaluation does not necessarily mean the end of a
career. Results of staff evaluations can be benefi-
cial to both management and employees. How
individual library systems benefit from public
support depends on the type of service they pro-
vide to the community. Positive attitudes and a
willingness to do everything possible to satisfy the
patron can only be provided by staff members
who are happy with their work. Yearly employee
evaluations can help provide support for those
who are doing a good job and perhaps some
incentive for those who are not.
References
1. Collins, Eliza. �?oMBA Briefs: Executive Success,�?� Working
Woman 8 (July 1983):26-28.
2. Ilgen, Daniel R., �?oSupervisor & Subordinate Relations to Per-
formance Appraisal Sessions,�?� Organizational Behavior and
Human Performance 20 (December 1981):311-330.
14�?"North Carolina Libraries
Lillian Gerhardt, editor-in-chief of School Library
Journal and speaker at the NCLA Biennial Confer-
ence. The editor regrets that Ms. Gerhardt was incor-
rectly identified in the Winter 1983 issue of North
Carolina Libraries. (Photo by Frank Sparger.)
Da eek tienes AAS
Performance Evaluation:
Worth the Cost?
John Lubans, Jr.
Fagen Passa TO SUC nc nce cee
Evaluation: The most important activity
conducted in an organization between employee
and supervisor. Probably of all their work, the
least understood and most poorly done in the
least amount of time.
This anonymous definition may have crossed
our minds in cynical moments as we struggled
with performance evaluations, both in giving
them and accepting them. Of course, the apprai-
sal process is seen as necessary by most, in fact,
evaluation or appraisal of library work is some-
thing with which librarians deal daily. Usually,
mordant comments like the above definition arise
from the (for some) anxiety-laden application of
a formal, written performance evaluation system
at a specific time of the year in which both the
supervised and supervisors take part. Suggesting
the profession�?Ts preoccupation with evaluation
are the numerous examples of forms used prior
to, during, and after the face-to-face meeting.
These range from exhaustive checklists of desir-
able/undesirable traits to lengthy narrative state-
ments, by librarians and department heads,
summing up the year�?Ts work. In one example, a
total of eight signatures and counter-signatures
(from line librarian to director) are required of
the participants .
This article examines the complexities of the
personnel evaluation process in libraries as a ser-
vice industry and asks whether or not it is worth
the price paid in time and, in some cases, frustra-
tion by the participants.
What happens in the evaluation process?
The participants do not come with a blank
slate to this annual rite. Ideally, a regular, even
daily, exchange of information has occurred dur-
ing the work of the library. Often there has been
some goal setting in the past, and the annual eva-
luation is meant to discuss how well such goals
have been met or even exceeded.
John Lubans, Jr., is Assistant University Librarian for Public
Services at Duke University.
This expectation of more can represent a
major sensitive area. Most mature organizations
have well-established, routine subsystems such
as, in libraries, cataloging and reference. Unlike
developing or new organizations with undefined
boundaries, libraries have few areas in which dis-
ruptive, constant change prevails. Traditional
goals are often tacitly understood; a job well done
may not vary from year to year. Too often, we may
be led to expect an increase in productivity�?"
more books processed, more questions answered,
more budget dollars�?"to verify growth. When this
incrementalism does not occur, qualitative judg-
ments must come into play, or we risk creating
artificial increases in order to satisfy the evalua-
tion process and thereby pervert it. Instead, while
�?oproduction�?� may remain the same, we often say
that we are doing it better, that there are fewer
errors and more satisfied customers. Obviously,
this can lead to evaluation difficulties. Lacking
the numerical data that suggest growth, we are
faced , with the time-consuming challenge of
explaining and understanding the subtle improve-
ments made from year to year.
The greatest flaw in formal evaluation may
be found in the lack of communication among the
participants. Evaluating professionals is a diffi-
cult process because often the evaluator, who has
other responsibilities besides evaluation, may not
be familiar with the daily, specialized routines of
a particular person. A new program such as a
computer data base reference service can serve
as an example. How is an administrator who is
admittedly a computer illiterate to evaluate the
highly specialized performance of the profes-
sional providing this service? Obviously, informa-
tion must be exchanged. It should be noted here
that the expression of mutual expectations and
awareness is the responsibility of both sides in the
evaluation process. The absence of this exchange
may lead to the frustration underlying the cyni-
cism in the introductory definition.
In the service industry, the customer (or
user) is the person we seek to satisfy. While we
may know the numbers of library users and uses
made, we generally lack information about the
1984 Spring�?"15
user�?Ts perception of the quality of our services.
Attempts to measure these perceptions are made
from time to time through subjective observation
and the practical but imperfect user survey. In
administrative theory, the customer can be
viewed as part of the organization. If we subscribe
to this idea, we have yet to establish effective
channels for gaining from this group feedback of
value in performance appraisal.
Another feature of mature professional orga-
nizations like libraries is a stable workforce with
limited turnover. It is often the same people who
do the good (and in some cases, the not-so-good)
job from year to year. Market forces may also
influence management�?Ts expectations of the line
employee. If a surplus of librarians exists, eco-
nomics dictate that more can be expected of each
employee, and vice versa. On the other hand,
regardless of market conditions, the individual
worker may seek to achieve job security and,
having done so through unions, tenure, or civil
service, may be able to resist calls for greater pro-
duction or participation in new programs. The
morality of this approach is beside the point; it is
an economic reality that operates at all organiza-
tional levels. Evaluating performance under these
circumstances can be trying (some would say
challenging), since a supervisor�?Ts expectations
may exceed locally acceptable performance
norms.
Another variable influencing the participants
is the organizational �?oculture.�?� This mix of factors,
ranging from dress codes to parking lot privileges,
will either hinder or facilitate the evaluation pro-
cess. The more open and informal the culture, the
better the chance that a nonthreatening exchange
may take place.
In my view, �?oprofessionalism�?� is the leading
contributor to the complexity of personnel evalua-
tion in academic libraries. Frequently, evaluation
systems have evolved concurrently with the
librarian�?Ts pursuit of academic or faculty status.
Many campuses have granted their librarians
both full faculty ranking and some version of the
faculty evaluation process. Within such systems
the professional aspect of our work was expanded
(voluntarily) to include, in generous portions, not
only the completion of job responsibilities but
also research and publication and professional,
societal service. This trend now appears to have
run its course, and the heady delight of being
listed in the campus directory as an assistant
professor has now been turned into the insecure
reality of having to publish or perish and to do
without work time alloted for this purpose.
Because of this unexpected turn of events, former
16�?"North Carolina Libraries
advocates of what they perceived as higher pro-
fessional status now may be overcompensating.
While any definition of library professionalism
would surely include the types of things our
faculty colleagues do that relate to our work,
there is some concern as to how much, if any, of
our time should be spent on extracurricular
activities for consideration in performance ap-
praisal. Some supervisors may use the presence
or absence of such activities to differentiate
among individual performances. This uncertainty
of what a professional does has led to some con-
fusion between the two groups�?"the evaluator
and the evaluated.
Professionalism also accounts for the dif-
ferent emphasis that each librarian gives a posi-
tion. I have suggested elsewhere! an observed phil-
osophical dichotomy among librarians: there are
those who subscribe to the use ethos and those
who subscribe to the conservation ethos. One
emphasizes collection over service. Neither denies
the value of the other. It is a matter of priorities.
In the evaluation process, conflict can erupt over
the emphasis placed by either of the parties on
certain ones of multiple duties. The acceptance of
these philosophical differences is important to
the evaluation process. However, organizational
and program emphasis may mandate a change
which is not in concert with an individual librar-
ian�?Ts philosophical stance. For example, a reduc-
tion in the quality of original cataloging or in the
quality/quantity of reference service may be
abhorrent to an individual professional. The
librarian is then faced with resisting, changing
the organization, or leaving.
Some people view evaluation as impossibly
difficult because of the lack of hard and fast
quantities (also known as standards). They point
enviously to the for-profit sector with its re-
nowned �?obottom line�?� as the common denomina-
tor of all its evaluations. However, a bit of ponder-
ing results in the realization that even in business
a multitude of factors come into play in the eva-
luation process. The fact that this year�?Ts sale of
cheeseburgers is 30 per cent off last year�?Ts figure
will rarely result in the firing of a fast food store�?Ts
manager. Very likely, the �?obottom line�?� is only
one of several considerations in the evaluation of
individual and corporate performance. Just as
retrenchment is prevalent among libraries and is
used to justify reduction in service, so can eco-
nomic downturns, recessions, and the like be
used in similar fashion in the for-profit sector.
Likewise, comparable communication and group
processes occur in profit and nonprofit groups.
Decisions are made, memos are exchanged, meet-
ings are convened and chaired, supervisors
supervise, and managers manage. People working
with other people tend to encounter the same
difficulties�?"unfocused goals, worker dissatis-
faction�?"regardless of their public or private
employer.
Given this, the circle of those of us with mu-
tual concerns about performance evaluation
should be widened. At the same time, no ready
answers are to be found in the for-profit sector,
only questions similar to the ones we already
have. Indeed, it might even be said that not having
a profit or loss column in our measurements of
performance actually provides a less threatening
climate for evaluation.
Is it worth it?
All organizations, regardless of their size,
demand communication among their members.
Formal evaluation systems are designed to
encourage the exchange of ideas and questions
among levels of responsibility. The process is
important in realizing organizational goals, stated
or implied. In some ways, an annual performance
evaluation is a form of �?ochecks and balances�?� in
the organization. It can reveal whether or not all
members are working toward similar goals. If not,
then theoretically the evaluation process can be
used to motivate individuals and/or change their
direction.
It should be remembered that as we evaluate
parts of the organization, we essentially evaluate
the health of the total organization. Conversely, it
is sometimes too easy to forget that the ills of the
organization (a city, a university campus, a school
district) may underlie what are perceived as
flaws in an individual.
Common to libraries and the for-profit sector
is the question of how to motivate, through the
evaluation process, the fair-to-good performer.
Without the flow of communication demanded by
the evaluation channel, such motivation could be
left to chance. No doubt there is a lack of any
quantitative evidence that the evaluation process
results in improvements, however gradual, among
this group of individuals, but one suspects that it
does result in such improvements if the evalua-
tion is done and done fairly and consistently.
While there may be some uncertainty about the
effect of evaluation on the fair-to-good performer,
there is less doubt about its effect on the
extremes, those individuals performing at unac-
ceptable levels or those exceeding expectations.
The latter need the recognition which isa form of
recompense for performing better than others
and which is furthermore the positive feedback
that should serve to encourage maintenance of
this level of performance. (At least, evaluation
should not harm this group.) For the former, eva-
luation serves as documentation of unmet expec-
tations and as a guideline for improvement. It is a
part of due process, should it come to that.
Evaluation here is helpful in that it can bring
supervisor and employee together to discuss
what otherwise, because of the human condition,
might be (and often is) avoided. It assures, how-
ever perfunctorily, the exchange of information
about what is expected and how improvements
can be made. In some cases, the individual can
then be guided to higher levels of performance.
For others, separation proceedings will not be a
surprise.
In summary, performance evaluation is diffi-
cult and complex, but when done well it strength-
ens and affirms the positive contributions most
of us make as professionals, recognizes the value
of our role in the organization, and provides con-
sistency in our services through the sharing of
organizational goals and expectations. As a col-
league aptly remarked, no one likes to be judged,
but all expect others to be judged so that they can
improve. If performance evaluation is done
consistently throughout the year, it can be a
source of organizational well-being.
References
1. John Lubans, Jr., �?oTeaching the User: Ethical Considerations,�?�
Reference Librarian 4 (Summer 1982):89-98.
1984 Spring�?"17
Business Perspectives on
Performance Appraisal
Ilene Nelson
When looking for information about perfor-
mance appraisal, one quickly discovers that the
topic has received wider consideration in the
management literature than in the literature of
librarianship. However, a variety of factors are
generating increased interest in performance
appraisal among librarians. The proportion of the
library budget allocated to personnel costs, com-
petition for funding and demands for accounta-
bility, and greater employee expectations for par-
ticipation in decision-making in the workplace
are several incentives for the establishment of
more effective performance appraisal systems in
libraries. In creating these systems, librarians can
benefit from the experience of the profit sector.
In this article various techniques of performance
appraisal that have been used in businesses are
considered briefly, and their strengths and weak-
nesses outlined. Characteristics of effective per-
formance appraisal systems that are presented in
the management literature and that might be
used as guidelines by libraries are also described.
An examination of the management litera-
ture reveals that through the years many systems
have been introduced in an attempt to meet the
goals of performance appraisal. Ones that are
representative of those discussed include the
graphic rating scale, behaviorally anchored rating
scales, the scaled comparison, and management
by objectives.
Graphic Rating Scales
According to one writer,! an estimated 75 per
cent of the formal appraisal systems currently in
use are some sort of trait rating system. The
graphic rating scale typifies this appraisal tech-
nique. In this system the supervisor assesses var-
ious aspects of employee behavior such as initia-
tive, judgment, dependability, and quality of work
by assigning a position on a scale that generally
has from five to seven points. The points may be
Tlene Nelson is a Reference Librarian at the William R. Per-
kins Library, Duke University, Durham. She is also a member
of the Editorial Board of North Carolina Libraries, repres-
enting the Reference & Adult Services Section.
18�?"North Carolina Libraries
defined by adjectives (outstanding, above aver-
age, marginal, etc.) or by descriptive phrases
(usually shows initiative, requires close supervi-
sion, performs detailed tasks accurately).
The reasons for the continued popularity of
these scales are apparent. They are easy to con-
struct, applicable to a variety of types of jobs,
simple to administer, and do not require too
much time or training on the part of the
appraiser. The disadvantages of these scales are
also fairly obvious, however. They are, of course,
quite subjective. The level of activity or degree of
behavior described by outstanding may differ in
the minds of the supervisor and the subordinate
or from supervisor to supervisor. It is also diffi-
cult to demonstrate that degrees of these charac-
teristics correspond to particular levels of job
performance.
Behaviorally Anchored Rating Scales
The behaviorally anchored rating scales
methodology is an attempt to overcome the sub-
jectivity of the graphic rating scale with the sub-
FIGURE 1
Behaviorally Anchored
Rating Scale (BARS)?
How Perseverent Is the Employee?
O Could be expected to keep working until a difficult job is
completed.
is Could be expected to continue working on a difficult job
past normal quitting time rather than let it go until the
next day.
Oo Could be expected to continue working on a difficult job
until an opportunity arises to work on another task.
O Could be expected to need frequent admonitions to con-
tinue working on a difficult job.
O Could be expected to ask for a new assignment when faced
with a difficult job.
EI Could be expected to stop work on a hard job at the first
sign of difficulty.
stitution of observable behaviors for the adjec-
tives or descriptive phrases in the scale (figure 1).
In initiating a behaviorally anchored rating scales
system, a job analysis is conducted to identify all
of the dimensions to be evaluated for each posi-
tion in the organization. Behavioral anchors are
then written for each dimension, as many as five
to ten for each position.
These behavioral anchors are both the major
asset and drawback of this system. They do
emphasize on-the-job behavior, promote objectiv-
ity, fit the position under consideration precisely,
and give the supervisor specific activities to dis-
cuss in the performance interview. On the other
hand, this system is time-consuming and expen-
sive to institute. Also, the job analysis is of the
position and does not take into account the
changing objectives of the job holder. Most signifi-
cantly, the system assumes that the supervisor
has actually observed the behavior selected on
the scale. If this is not the case, the supervisor is
once again basing the assessment on subjective
expectations.
Scaled Comparison
The scaled comparison has been described as
the first new evaluation methodology in more
than forty years. Its notable features are separ-
ate measurement of designated performance
criteria based on a job analysis, scaled compari-
son of the effectiveness of individuals in the
selected criteria, and the use of multiple raters.
There is generally a reluctance to compare
the performance of individuals. However, it has
been argued that in practice organizations do
compare individuals every time a personnel deci-
sion is made. As one writer puts it, �?oPeople are not
promoted because they achieve their objectives,
but rather because they achieve their objectives
better than others.�?� The reasoning implicit in the
scaled comparison technique is that making
comparative evaluation part of the formal apprai-
sal system encourages use of valid and reliable
data in the decision-making process.
In the job analysis preliminary to the use of
the scaled comparison, supervisors and subordi-
nates cooperate in identifying, defining, and
assigning relative importance to the criteria that
will be considered in evaluating performance.
Defined in terms of observable behavior, com-
munication skills, for example, might be identi-
fied as one such criterion. Furthermore, communi-
cation skills can be weighted as more or less
important than another criterion. Within each
rating group all possible pairings of individuals
are then established and comparisons drawn for
each criterion (figure 2). In each group these rat-
ings are assigned by three to ten people who
know the individuals being evaluated.
Scaled comparisons create possibilities for
measuring effectiveness in all significant dimen-
sions of a position, encourage objectivity in rating,
and provide a consensual evaluation that pro-
motes uniform application of criteria throughout
an organization. Needless to say, implementing
this system would require extensive preliminary
planning. Initiating the concept of multiple raters
might also be difficult either because of the orga-
nization�?Ts size or administrative patterns. Finally,
skill and sensitivity would be required in intro-
ducing formal comparative evaluation. Edwards®
and Graves® both describe scaled comparison in
greater detail.
FIGURE 2
Scaled Comparison for Appraisal
Performance Evaluation Rating
Rating Group: Circulation
Performance Criterion: Communication Skills
Rater: Lily Harris
Ben Smith LI Louise Thomas
Joan Wilson Harry Marks
Ben Smith L_JJoan Wilson
Louise Thomas Harry Marks
Joan Wilson LI Louise Thomas
Ben smith] LJ 12]
Note: Rater Lily Harris perceives Ben Smith to have �?oslightly
better�?� communication skills than Louise Thomas. Harry Marks
has �?omuch better�?� communication skills than Joan Wilson, while
Ben Smith and Joan Wilson are rated as having a equivalent
communication skills.
XJnarry Marks
Management by Objectives
Management by objectives (MBO) has been
presented as both a management system and an
appraisal technique. When it is used in appraisal,
the subordinate, in consultation with the super-
visor, sets behaviorally defined performance goals
for the next review period, generally one year.
The supervisor�?Ts primary role is in relating these
goals to the mission and the realities of the orga-
nization. When the subordinate�?Ts goals have been
written as objectively and quantitatively as possi-
ble, the appraisal process becomes a matter of
matching the achieved results to the objectives at
the end of the review period (figure 3). Flexibility,
participation by employees, and use of observable
behavior as the basis for evaluation are the
attractive features of management by objectives.
1984 Spring�?"19
FIGURE 3
Example of a Type of MBO Performance
Appraisal Plan
Performance Objectives
Position: Elaine Wilson, Reference Librarian,
Reference Department
Objectives for the Year 1984 Results and Explanations
1. To analyze evaluation of
library instruction program
and submit recommendations
to teaching group by March 1,
1984
2. To analyze evaluation of
the freshman tour program
and make recommendations
to the Orientation and Tour
Committee by March 15,
1984.
3. To complete bibliography
of N.C. economic statistical
sources and submit to
Documents Dept. by May 15,
1984.
4. To revise the political
science bibliography by July
1, 1984.
5. To prepare four 5.
annotations for inclusion in
each 1984 edition of the New
Reference Books List.
6. To identify three review 6.
journals for film studies and
compare the titles reviewed
in the last,two years against
the library�?Ts holdings and
titles on order. Submit
analysis to Collection
Development by October 1,
1984.
Its most essential and difficult prerequisite is the
ability of supervisors and their subordinates to
write cogent, measurable objectives. Of course,
the system is not evaluative. Some mechnaism is
still required for translating outcomes into deci-
sions for promotions, salary increases, and the
like.
None of these systems, nor any other, appar-
ently, is a completely satisfactory response to the
necessity of performance appraisal. Any of the
techniques described, or modifications of them,
might serve as a component of a library�?Ts formal
appraisal program. In creating an equitable sys-
20�?"North Carolina Libraries
tem that is appropriate to its particular needs, a
library can utilize guidelines for the development
of performance appraisal systems that appear in
the management literature. As a general rule, the
following elements are fundamental to the suc-
cess of a performance appraisal system: a basis in
job-related criteria, documentation, uniformity of
administration, continuity, and employee in-
volvement.
While there is no single factor that defines
the acceptability of a performance appraisal sys-
tem, consideration of job-related behavior or
criteria in the review process is of undeniable
importance. Legal defensibility, for example, may
depend upon this. Court decisions �?ohave rested
on selection and promotion practices based solely
on the subjective judgments of supervisors, on
tests which were not demonstrably job related,
and on similar factors.�?��?� Excluding external fac-
tors, however, it is still desirable to have a per-
formance appraisal system that is more than a
pro forma mechanism for making personnel deci-
sions. The developmental functions of appraisal
are also better served by a system grounded in
observable activities. This begins with job anal-
yses to which are added individualized objectives
of the job holders. The job description should be
updated regularly to insure its reflection of cur-
rent responsibilities. If there is an expectation
that certain activities should receive greater or
less emphasis, that fact should be noted by quan-
titative statements in the job description. The fol-
lowing priorities might be established for a
cataloger:
60%: cataloging activities, including training and studying
40%: filing revision, continuing education, assistance to
other departments, committee work, other library and
professional activities
Another technique for relating the descrip-
tion of the job more precisely to work perfor-
mance is the development of measurable perfor-
mance standards by the supervisor and the
subordinate for areas of major responsibility. The
manner in which an activity will be conducted is
identified and a quantitative measure of achieved
results is defined. For example, �?oInitiate transac-
tions to correct discrepancies with no less than
100% accuracy (i.e., no margin of error�?"inaccurate
transactions would necessitate repeating entire
cycle to correct an error).�?�®
The outcomes of work behavior are the
undisputed foundation of performance appraisal.
However, it is acknowledged that the way in
which outcomes are accomplished, the �?ohow�?� of
work behavior also receives consideration, albeit
unspoken, when evaluations of employees are
made. One author asserts that is the way in which
results are obtained, the adaptability of the
employee�?Ts behavior to various demands of the
job, and the collective judgments made about the
behavior that actually determine a person�?Ts suc-
cess in the organization.® In recognition of this
reality, it would probably be acceptable to incor-
porate behaviorally anchored rating scales into
the performance appraisal system to assess more
subjective elements of behavior such as initiative
and diplomacy.
Related to the imperative of using job-related
criteria as the basis of performance appraisal is
the requirement for formal documentation of all
aspects of the process. Written statements of the
employee�?Ts responsibilities, definitions of terms,
criteria, and standards to be used in the evalua-
tion, and a description of goals to be reached
defined in terms of results to be achieved must all
be available before appraisal can be accom-
plished. Then, throughout the review period, a
record must be made of relevant events such as
goal-planning sessions and review interviews. A
useful supplement to the more formal perfor-
mance appraisal documents is the critical inci-
dent report. To create a critical incident report
the supervisor writes a paragraph, at the time an
event occurs, describing the subordinate�?Ts actions
in a specific circumstance. The employee is aware
that the incident has been recorded and placed in
the appraisal file. At the time of the performance
interview, the critical incident reports provide
the supervisor with verifiable examples of em-
ployee behavior that can be reinforced or noted
as requiring modification.
Uniform Administration
Guaranteeing that the system is admin-
istered uniformly throughout an organization
may be the most challenging factor in perfor-
mance appraisal. The first consideration is that
comparable means be established to evaluate all
of the organization�?Ts employees. This is of signifi-
cance for libraries where there may be both class-
ified and unclassified personnel. It may not be
possible to apply one appraisal system to all of a
library�?Ts employees. However, within job families
or among similar positions where employees will
be considered for similar advancements, the form
of appraisal should be the same.!°
Once the system is in place, consistency is
most dependent upon the actions of those who
perform appraisals. The effectiveness and consist-
ency of their actions, in turn, can be influenced by
training. Given the inherent difficulties of creat-
ing a reliable performance appraisal system, the
skill of the appraisers may be a critical factor in
the system�?Ts viability. The essential formal train-
ing for appraisers that is stressed in the man-
agement literature is almost nonexistent in
libraries, although the character of administra-
tion in libraries heightens the need for it. Many
library supervisors have been promoted to their
current positions from ones similar to those that
they supervise. They understand thoroughly the
work they evaluate, but they may lack managerial
skills.
The situation is further complicated by the
fact that these supervisors often fill both peer
and supervisor roles. A reference librarian may be
responsible for supervising the work of librarians
and other staff and, at the same time, participate
in most of the activities of the department. One
author recommends sixteen to twenty-four hours
of training in performance appraisal for supervi-
sors. The content of the training should include
the goals of appraisal, practice in goal setting and
measurement, thorough explanation of the or-
ganization�?Ts performance appraisal system(s),
instruction in conducting the appraisal interview,
and training in the use of informal appraisal
techniques.!! Specific activities that might be
used in training include role playing, examination
of case studies, behavior modeling, videotaped
practice, and self-evaluation.
If a performance appraisal system is to
attain maximum usefulness to both employees
and the organization, it must be a regular, ongo-
ing process. This means, in part, that all supervi-
sors should adhere to an established schedule of
review for the employees they evaluate and that
there should be set periods of evaluation for the
various categories of employees. Continuity in the
process is achieved through three types of inter-
action between the supervisor and the subordi-
nate: informal feedback, coaching and counseling,
and the performance interview.! Informal feed-
back consists of the ordinary, daily contact
between the supervisor and the subordinate. It
may be a brief comment, �?oGood work,�?� or a more
detailed observation, �?oYou should have been more
patient with that patron.�?� This kind of feedback is
spontaneous, but it does provide guidance.
Coaching and counseling is also regarded as
relatively informal, occasional interaction be-
tween the supervisor and subordinate. The
supervisor evaluates a specific activity or task of
the subordinate immediately after it has been
completed. The supervisor�?Ts comments are struc-
tured to give the subordinate information about
1984 Spring�?"21
why the activity turned out as it did and how it
might be performed better in the future. The per-
formance interview is the most formal exchange
in the appraisal process. It is an analysis of the
subordinate�?Ts whole performance for the review
period. If the performance appraisal system has
been well-designed and conscientiously imple-
mented, this review should hold no surprises for
either participant.
A final element that contributes to the suc-
cess of the performance appraisal system is
employee involvement. A poll of U.S. workers in
1977 revealed that over half of those surveyed
believe that they have a right to participate in
decisions affecting their jobs.!? Employees should
contribute to the creation of the system by which
their performance is evaluated. This increases
confidence in the system and willingness to par-
ticipate. Employees must also have access to the
results of the appraisal process. This again
encourages confidence in the system. It also en-
ables the employee to improve performance on the
basis of the evaluation and to challenge decisions
or to correct errors.'4
A perfect performance appraisal system is an
unattainable goal. However, with thoughtful
planning and careful implementation, most librar-
ies can have an effective and equitable system for
evaluating employee performance, with benefits
accruing to the employees and the organization.
The question should not be whether the cost of
implementing such a system is too great, but
whether the organization can afford to pay the
price of not having one.
References
1. Ronald G. Wells, �?oGuidelines for Effective and Defensible Per-
formance Appraisal Systems,�?�Personnel Journal 61 (October
1982):777.
2. J. Peter Graves, �?oLet�?Ts Put Appraisal Back in Performance
Appraisal, Part I,�?� Personnel Journal 61 (November 1982):849.
3. J. Peter Graves, �?oLet�?Ts Put Appraisal Back in Performance
Appraisal, Part II,�?� Personnel Journal 61 (December 1982):920.
4. Ibid., 918.
5. Mark R. Edwards, �?oProductivity Improvement Through Inno-
vations in Performance Appraisal,�?� Public Personnel Manage-
ment Journal 12 (Spring 1983):13-24.
6. Graves (December 1982):918-923.
7. Wells, 777.
8. Duke University Human Resources Department, Performance
Appraisal Manual (Durham: Duke University, n.d.), C-1.
9. Harry Levinson, �?oAppraisal of What Performance?�?� in On
Human Relations, ed. Harvard Business Review (New York:
Harper & Row, 1979), 285.
10. Wells, 778.
11. Thomas H. Patten, Jr., A Manager�?Ts Guide to Performance
Appraisal (New York: The Free Press, 1982), 83.
12. Robert E. Lefton et al., Effective Motivation Through Perfor-
mance Appraisal(New York: John Wiley & Sons, 1977), 7.
22�?"North Carolina Libraries
13. Ann M. Morrison and Mary Ellen Kranz, �?oThe Shape of Per-
formance Appraisal in the Coming Decade,�?� Personnel 58 (July-
August 1981):16.
14. Wells, 781.
Instructions for the Preparation
of Manuscripts
for North Carolina Libraries
1. North Carolina Libraries seeks to publish articles, book
reviews, and news of professional interest to librarians in
North Carolina. Articles need not be of a scholarly nature,
but they should address professional concerns of the library
community in the state.
2. Manuscripts should be directed to Robert Burgin, Editor,
North Carolina Libraries, Forsyth County Public Library,
660 West Fifth Street, Winston-Salem, North Carolina 27101.
3. Manuscripts should be submitted in triplicate on plain white
paper measuring 8%"x11".
4. Manuscripts must be double-spaced (text, references, and
footnotes). Manuscripts should be typed on sixty-space lines,
twenty-five lines to a page. The beginnings of Paragraphs
should be indented eight spaces. Lengthy quotes should be
avoided. When used, they should be indented on both
margins.
5. The name, position, and professional address of the author
should appear in the bottom left-hand corner of a separate
title page.
6. Each page after the first should be numbered consecutively
at the top right-hand corner and carry the author's last
name at the upper left-hand corner.
7. Footnotes should appear at the end of the manuscript. The
editors will refer to The Chicago Manual of Style, 13th edi-
tion. The basic forms for books and journals are as follows:
Keyes Metcalf, Planning Academic and Research Library y
Buildings New York: McGraw, 1965), 416.
Susan K. Martin, �?oThe Care and Feeding of the MARC ~
Format,�?T American Libraries 10 (September 1979): 498.
8. Fhotographs will be accepted for consideration but cannot
be returned.
9. North Carolina Libraries is not copyrighted. Copyright rests
with the author. Upon receipt, a manuscript will be acknowl-
edged by the editor. Following review of a manuscript by at
least two jurors, a decision will be communicated to the writ-
er. A definite publication date cannot be given since any
incoming manuscript will be added toa manuscript from
which. articles are selected for each issue.
Issue deadlines are February 10, May 10, August 10, and
November 10.
AACR2 and the Card Catalog
Two Models for Measuring
Nancy Scism, Joseph Rosenblum, and Teresa Calio
Senna EEE nnnnG
Abstract: In the fall of 1982 Guilford College
undertook an examination of the impact of
AACR2 on its card catalog. Two methods were
employed: random sampling (Method TD) and
using Library of Congress lists of AACR2 entry
and subject heading revisions (Method II). The
results of these methods are examined and com-
pared. The study concludes that small and
medium-sized libraries will need to retype and
relocate only a small percentage of cards of they
are willing to wait until actual conflicts arise
with new cards and if they will tolerate split files
or interfiling without erasing or retyping.
AACR2 should not therefore force the closing of
their card catalogs.
The coming of AACR2 has caused many
libraries to examine their card catalogs to deter-
mine the impact of these new rules and to
develop logical responses to them.! Of particular
concern are the changes in form of entry; various
studies have suggested conflicts ranging from 3
per cent to 30 per cent between AACR2 and ear-
lier practices.2 Because of this concern and the
wide diversity of results obtained from other
libraries�?T studies, Guilford College began its own
investigation in the fall of 1982 to determine how
AACR2 was affecting its card catalog. In addition
to examining AACR2 entry forms, the cataloger
undertook to examine correctness of filing posi-
tion, based on Library of Congress Filing Rules,
physical condition of the cards, and currency of
subject headings, based on Library of Congress
Subject Headings, 9th edition, and subsequent
supplements. As part of this study, the investiga-
tors wished to establish a methodology that
would allow other libraries to assess the likely
effects of AACR2 on their catalogs. Consequently,
two different methodologies were employed and
the results compared.
Nancy Scism is Cataloging Librarian at Guilford College. At
the time of the study described in the article, Joseph Rosen-
blum was Reference Librarian, and Teresa Calio, a student
assistant at Guilford College.
Method I �?" Random Sampling
Guilford�?Ts is a two-way divided catalog, with
author/title cards in one alphabetical sequence
and subject cards in a second. Together these
comprise 840 drawers�?"540 in the author/title
catalog, 300 in the subject catalog�?"representing
194,212 volumes. To determine sample size, the
investigators relied on M. Carl Drott�?Ts �?oRandom
Sampling: A Tool for Library Research.�?� Setting
the tolerance factor at 5 per cent and the confi-
dence interval at 90 per cent, the investigators
found from Drott that 271 cards should be exam-
ined. It was decided to take all 271 cards from
the author/title catalog to examine conformity to
AACR2 entry form. The first subject tracing on
each card would then be used to determine cur-
rency of subject headings. Thus the final sample
would be larger than the initial 271 cards and
should provide even greater reliability. The sam-
ple was enlarged further by checking the added
entries on the 271 cards pulled (excepting the
title added entries) to determine how well these
conformed to AACR2 standards.
Results I
The initial 271 cards taken from the author/
title catalog fell into the following categories: per-
sonal names, 233 (86.0 per cent); titles, 21 (7.7
per cent); corporate entries, 17 (6.3 per cent).
Only 5 of these cards were in poor physical condi-
tion; even these did not need replacement. Only
1.9 per cent of the cards were, therefore, of less
than top quality. Seventeen cards were misfiled
(6.3 per cent), and 5 contained typing errors (4 in
headings, 1 in call number).
Of the 233 personal name entries, only 3 con-
flicted with AACR2 form, and these were suffi-
ciently similar as not to affect filing order.®
�?oCaldwell, Taylor, pseud.�?� changed to
�?oCaldwell, Taylor, 1900- Es
�?oHugo, Victor Marie, comte, 1802-
1885�?� changed to �?oHugo, Victor,
1802-1885.�?�
1984 Spring�?"23
�?oRussell, Hon. Bertrand Arthur Wil-
liam, 1872-1970�?� changed to �?oRus-
sell, Bertrand, 1872-1970.�?�
There were no conflicts with the title cards and
only two differences with the corporate entries:
�?oConference on church music, De Pauw Univer-
sity, 1927,�?� would now be �?oConference on church
music (1927: De Pauw University)�?�; and �?oResearch
conference on education and cultural depriva-
tion, University of Chicago, 1964�?� would now be
�?oResearch conference on education and cultural
deprivation (1964: University of Chicago).�?� There
was, then, a rate of difference of 1.8 per cent, and
a rate of conflict of 1.1 per cent.® None of these
differences would affect filing order.
The 176 non-title added entries on these orig-
inal 271 cards consisted of 124 personal names
(70.5 per cent), 41 corporate entries (23.3 per
cent), and 11 series (6.3 per cent). The only con-
flicts found in this group involved corporate
entries: 10 of the 41 different, and 7 would affect
filing order.�?T
Of the original 271 cards, 251 had subject
tracings; the first tracing on each of these cards
was used to select the cards in the subject catalog
that would be checked for filing accuracy and
conformity to current Library of Congress subject
headings. Twelve of the subject cards checked
were misfiled (4.8 per cent), and 5 contained typ-
ing errors (2.0 per cent). Fifty-four of the subject
headings did not conform to current Library of
Congress practice, giving a rate of difference of
21.5 per cent. Of these 54, only 10 would have
affected filing (4.0 per cent). Table I summarizes
the measured effects of AACR2 and the resulting
recent Library of Congress subject heading
changes on Guilford�?Ts card catalog.
Method II �?" �?oRevised Headings List�?� and lists
of �?oSignificant Changes�?�
The investigators next checked the author/
title catalog against the �?oRevised Headings List for
1981�?� that appeared in Cataloging Service Bul-
letin, number 11 (Winter 1981). Of the 669
changes on that list, 165 (24.7 per cent) differed
from the forms now in the Guilford catalog�?"87
(13.0 per cent) involved personal names, 78
affected corporate entries (11.7 per cent). The
rate of filing differences was 13.8 per cent; 42 of
the 87 personal name differences would have
required changes in filing position (6.3 per cent),
as would 56 of the corporate entry differences
(8.4 per cent). Table II analyzes the types of dif-
ferences and numbers of cards involved.
The subject catalog was then checked against
the lists of �?oSignificant Changes�?� for 1979, 1980,
and 1981 that appeared in the supplements for
1980, 1981, and 1982 to the Library of Congress
Subject Headings (9th edition). Of the 277 spe-
. cific changes listed, 48 differed from Guilford�?Ts
current headings, giving a rate of difference of
17.3 per cent. Thirty of these 47 would affect filing
order, giving a rate of filing difference of 10.8 per
cent.® Table III summarizes the types of differen-
ces between Guilford�?Ts current headings and the
revised Library of Congress forms, and Table IV
indicates the measured effects of AACR2 on Guil-
ford�?Ts card catalog based on a comparison with
Library of Congress lists.
TABLE I
Measured effect of AACR2 on card catalog based on random sampling
I RES PP A RTA ENF PTT SCPE 5A RE PETS APS PETIA PE: SATAN ENT TET
Percentage rate of filing
of total rate of difference rate of conflict conflict (¥ of
(# of cards) (# of differences) (# of conflicts) filing differences)
Personal names of authors 51.1% 8% 8% 0%
(357) (3) (3)
Titles 3.0% 0% 0% 0%
(21)
Series 1.6% 0% 0% 0%
Corporate authors 8.3% 20.7% 15.5% 12.1%
(58) (12) (9) (7)
Subjects 36.0% 21.5% 8.0% 4.0%
(251) (54) (20) (10)
TOTAL 100.0% 9.9% 4.6% 2.4%
(698) (69) (82) (17)
24�?"North Carolina Libraries
TABLE II
Types of conflicts with AACR2 entry form
en
% differences
number of
differences number of
involving fewer differences
than 10 cards involving
(# of cards) 10+ cards
Sache cieci i clad Mien ee EI NA ER TT ee reer ra
Differences (#)
Abbreviations 3% (2)
First word 5.5% (37)
Forename 11.8% (79)
Name change 1.8% (12)
Punctuation 9% (6)
Qualifier 3.9% (26)
Spelling A% (3)
TOTAL 24.7% (165)
1 (1) 1
37. (57) 2s
51 (207) 28
RRC ES 2
Bae Cla) at
24 (67) 2
Deine 1
131 (369) 34
enn
Discussion
Of the two methods employed, comparison
with the Library of Congress lists (Method IT) was
easier. The two methods do, however, measure
different things, hence the very different total
percentages. Method I (random sampling) indi-
cates the percentage of cards in the catalog that
will be affected by AACR2. A library with a half-
million cards might anticipate having twelve
thousand cards affected by the new rules. Com-
parison of current entry forms with Library of
Congress lists, on the other hand, measures the
percentage of AACR2 changes that will affect the
catalog�?"somewhere between one-fifth to one-
quarter, according to our study. While both sets
of figures are useful, the second method seems
preferable for a quick study since it eliminates the
need to examine cards that will not be affected�?"
by far the majority�?"and allows the library to
conduct its study at the same time it prepares for
changes in a systematic way. Indeed, the library
could conduct the study at the same time it began
making changes; if results of the study warranted,
it could modify its policy of alterations.
Together these measurements suggest that
only a small percentage of cards will be affected,
and only a small number of AACR2 changes will
require changes in the catalog. This study should
provide some reassurance to worried catalogers
and library directors. The traditional hazards of
faulty typing and misfiling would seem to be more
cause for concern than any threats AACR2 poses
to the viability of the card catalog in small to
medium-sized libraries.
The magnitude of the problems raised by
AACR2 is therefore not great enough to warrant
closing the card catalog in even a medium-sized
library. By waiting until actual conflicts arise
instead of making changes in entry form simply
because they differ from Library of Congress
practice and by interfiling where changes are
minor (e.g. �?oAragon, Louis, 1897-�?� changed to
�?oAragon, 1897-,�?� or �?oDallas.Museum of Fine Art�?�
changed to �?oDallas Museum of Fine Art�?�), libraries
can eliminate much of the work involved in con-
verting to AACR2 format. Another possibility is
lining out words no longer used (such as �?oLouis�?�
in the old heading �?oAragon, Louis, 1897-�?�) or writ-
TABLE III
Differences between LC and Guilford subject headings
eee
% differences
# differences
involving fewer
than 10 cards
# differences
affecting 10+
ec ee ee EEE
Type (#)
Spelling 4% (1)
Major word change 6.1% (17)
Minor word change 3.2% (9)
Qualifiers 7.6% (21)
TOTAL 17.3% (48)
(# cards involved) cards
1 Q) ts
15 = (54) 2
Gee (109) 2
iG real C0) ll
83 (112) 15
El
1984 Spring�?"25
TABLE IV
Measured effect of AACR2 on card catalog based on LC lists
a
rate of difference
(# of differences)
rate of filing differences
(# of differences)
ne �?"�?"�?"�?"�?"�?"�?"�?"�?"�?"�?"�?"�?"�?"�?"�?"�?"
Personal names
Corporate entries
Subjects
TOTAL
13.0% (87/669)
11.7% (78/669)
17.3% (48/277)
22.5% (213/946)
6.3% (42/669)
8.4% (56/669)
10.8% (30/277)
13.5% (128/946)
Haan ea eeeeeseeeeeereerereeeeereeeeeeereererreeearr ec erse arrears acres rer S
ing in minor additions (such as �?o[Germany],�?�
which has been added to the old heading �?oBava-
ria�?� to create �?oBavaria [Germany]�?�). Such changes
can be made at the card catalog and thus elimi-
nate the need to pull cards, take them back to the
technical services area for erasing and retyping,
and refile then. As a way of compromising
between neatness and efficiency, libraries might
opt for pulling and retyping when fewer than ten
cards, for example, are involved but making
changes by hand when more than a given number
are affected. In cases that involve major changes
and large numbers of cards, such as the shift
from �?oRussia�?� to �?oSoviet Union,�?� libraries could
settle for a split file with a raised guide card at
the beginning of each of these entries. Such a sys-
tem of cross-references is, according to John
Rather, much less expensive than revising or even
relocating old entries.!° Alternatively, libraries
could relocate and interfile without erasing. The
old heading would be replaced with a SEE card,
and a raised guide card at the new heading would
indicate that the old and new headings are now
interfiled (e.g., �?oSoviet Union and Russia interfiled
here�?�).
Conclusion
Clearly, each library must decide for itself
how it wishes to cope with AACR2. Clearly too,
any implementation of AACR2 will be costly,
especially during the initial phases when most of
the alterations will need to be made. But if Guil-
ford�?Ts study is reliable, small and medium-sized
libraries should be able to conform to the new
code without great inconvenience to themselves
or their patrons.
26�?"North Carolina Libraries
References
1. Recent studies include Johanna Hershey, �?oThe Impact of the
AACR2 on Cataloging at Johns Hopkins University,�?� Alternative
Catalog Newsletter 10 (February 1979):9-14; Arlene Taylor
Dowell, �?oA Five-Year Projection of the Impact of the Rules for
Form of Heading in the Anglo-American Cataloging Rules,
Second Edition, upon Selected American Library Catalogs�?�
(Ph.D. dissertation, University of North Carolina at Chapel Hill,
1981); John Hostage, �?oAACR2, OCLC, and the Card Catalog in
the Medium-Sized Library,�?� Library Resources & Technical Ser-
vices 26 (January-March 1982):12-20.
2. The University of Minnesota reported 3 per cent; the Univer-
sity of Washington, 30 per cent. These figures, with others,
appear in AACR2 Implementation Studies, SPEC Kit 68
(Washington, D.C.: Systems and Procedures Exchange Center,
Association of Research Libraries, 1980).
8. College and Research Libraries 30 (March 1969):119-125.
4. Ken Walker, of Guilford�?Ts math faculty, arrived at the same
figure using the formula n=(1.645(14)/.05)2.
5. If the first two words are identical in both old and new entry
form, it is assumed that filing order will not be affected.
6. Hostage, 12, defines rate of difference as �?oheadings that would
be construed differently under AACR2�?� if a new card with that
heading were added to the card catalog, i.e., potential conflict.
Rate of conflict measures �?oAACR2 headings for names already
in the catalog under a different form,�?� i.e., actual conflict.
7. Of these ten entries, eight had already been changed by the
time this study was undertaken. Two of those not changed
would have affected filing order.
8. Six were found misfiled; another six were not found and
assumed to be misfiled since, for practical purposes, all twelve
were lost to the patron.
9. These figures would have been higher had Guilford not begun
making changes before this study began. If none of the subject
headings had been revised prior to this study, the rate of differ-
ence would have been 40.8 per cent (113/277) and the rate of
filing difference 28.5 per cent (79/277).
10. In The Future of the Card Catalog: Report of a Program
Sponsored by the Association of Research Libraries (Washing-
ton, D.C.: Association of Research Libraries, 1975), 14-17.
New North Carolina Books
Alice R. Cotten, Compiler
H. G. Jones. North Carolina Illustrated, 1524-
1984, Chapel Hill: University of North Carolina
Press, 1983. 482 pp. $24.95.
Pictorial histories can look deceptively easy
to produce. North Carolina Illustrated, however,
gives no such false appearances. The sheer im-
pressiveness of the volume reflects the difficulty of
the undertaking as described by the author in the
preface. Over a period of ten years, H. G. Jones
searched for North Carolina illustrations in
hundreds of repositories throughout the country
and abroad. He examined hundreds of thousands
of illustrations and obtained photocopies of more
than ten thousand of those he saw. He carefully
narrowed this initial selection to the 1,158 even-
tually reproduced in North Carolina Illustrated.
At considerable expense he obtained prints and
permissions to publish them from the various
repositories, agencies, and individuals owning the
originals. He wrote the text and captions to
accompany and interpret the illustrations. In
sum, the time, labor, and resources devoted to
producing this volume were indeed considerable.
Dr. Jones is uniquely qualified to have under-
taken this work. As state archivist for twelve
years, director of the Division of Archives and
History for six years, and curator of the North
Carolina Collection at the University of North
Carolina at Chapel Hill since 1974, Dr. Jones has
been intimately involved in preserving documen-
tation of the state�?Ts history. His previously pub-
lished works�?"For History�?Ts Sake (1966), The
Records of a Nation (1969), and Local Govern-
ment Records (1980)�?"have dealt with the care
and use of local, state, and national records; they
were written primarily for a specialized audience.
The present publication reflects the author�?Ts
desire to share a particular portion of North Caro-
lina�?Ts historical record, the pictorial record, with
the general public and to present, through the
illustrations and the accompanying text, an
image of the collective character of North
Carolinians.
North Carolina Illustrated contains ten
chronological chapters, each of which is intro-
duced by an essay on the significant events,
developments, and people of the period covered.
These essays range from three to eighteen pages
in length, the longer ones dealing with more
recent periods. Together they comprise approxi-
mately one hundred pages of text and provide a
brief but comprehensive history of the state. Top-
ics covered, both in the essays and in the illustra-
tions, include politics and government, agricul-
ture, business, labor, race relations, the role of
women, religion, transportation, communication,
education, literature, sports, and other such sub-
jects. The illustrations are numbered, and the
numbers also appear in the margins of the text,
tying each illustration to the relevant portion of
the preceding essay. In addition, lengthy and
informative captions are printed adjacent to the
illustrations. As might be expected, there are
fewer illustrations for the early years covered by
the volume than for later years. The first 200
years following the arrival of Verrazzano are
represented by 37 pages of illustrations, while 160
pages are devoted to the last 120 years. An index
with personal, geographical, and topical entries
covers both the essays and the illustrations.
North Carolina Illustrated is not as ap-
proachable or as susceptible to browsing as are
many pictorial histories. It is a very dense volume,
with an average of four illustrations per page; this
density makes the contents more difficult to
absorb visually. Period illustrations were used
wherever possible, but there is no sepia toning to
give an impression of old photographs. For the
period prior to the development of photography,
the illustrations include maps, portraits, draw-
ings, reproductions of the texts of documents,
and modern photographs of contemporary build-
ings and furniture. The heavy use of reproduc-
tions of documents�?"they account for one-third
of the illustrations in the first seven chapters�?"
like density of the volume, diminishes the ease
with which it is approached and absorbed.
These comments on appearances are per-
haps minor criticisms for a book concerned with
the difference between being and seeming. Dr.
Jones maintains that the collective character of
1984 Spring�?"27
New North Carolina Books
North Carolinians is epitomized in the state�?Ts
motto, Esse Quam Videri, �?oTo be rather than to
seem.�?� Whether or not the illustrations in this
volume document such a character, they cer-
tainly illuminate the state�?Ts past. By bringing
together such an extensive collection of illustra-
tions, this volume will deepen the understanding
of those who study North Carolina�?Ts history and
provide numerous points of contact with that
history for citizens only vaguely familiar with
their state�?Ts past. North Carolina Illustrated is an
invaluable resource for study and reference. It
should be available in academic and public librar-
ies throughout the state and in secondary school
libraries as well.
Robert L. Byrd, Duke University
Stephen E. Smith, comp. and ed. New North
Carolina Poetry: The Eighties. University Cen-
ter, Mich.: Green River Press, 1982 (c1983). 92 pp.
$5.00 paper, plus $1.00 postage and handling
(available from Weymouth Center, Box 939,
Southern Pines, NC 28387).
North Carolina Poetry: The Seventies was
published midway thorugh that decade as a spe-
cial issue of the Southern Poetry Review. Poems
by sixty-six contributors provided a general sense
of what was then being written by a representa-
tive selection of poets. There were many writers
from which to choose, and the quality of the work
chosen, though uneven, did show talent and skill
aplenty. No concise definition of �?oseventies poetry�?�
could be derived from it, but the poems included
were generally personal and in free verse. Varied
in content, a few reflected current life, such as a
rock concert, while others dealt with topics for
poets in any era: love and death, for prominent
examples.
A successor to The Seventies was published
recently, and New North Carolina Poetry: The
Eighties can be described in exactly the same
terms. There are very good poems by very good
North Carolina poets, some resident in the state
and some not. Tar Heel settings are well repres-
ented: �?oPassing the Marquee in Maysville�?� and
�?oGirls Grow on Trees in Haywood County�?� are two
examples. Themes include love and death as well
as divorce and commuter flights. Among the well
known poets are A. R. Ammons, James Apple-
white, and Fred Chappell; newer names include
such people as Michael McFee and Anna Wooten.
With only forty-nine poets represented, this
volume has seventeen fewer than its predecessor.
28�?"North Carolina Libraries
Not included are such writers as William Harmon,
Jonathan Williams, Reynolds Price, O. B. Hardi-
son, and Robert Watson. According to the fore-
word, Mr.Smith selected these from eight hundred
submissions. To pick from so many just those
that, when read together, will bespeak the time,
represent the field of participants, and make
a book�?"that is no small doing. Mr. Smith must
have chosen well; he might have chosen more.
Perhaps what he chose best was Fred Chappell
to write the foreword. In two and a half pages of
juicy prose Mr. Chappell makes a tale from
snippets of the poems and gives them all a home
on the corner just past the Fugitives and on the
way to the future.
The book is important for assessing the cur-
rent course of poetry writing in this state. It has
some good poems in it, too. Profits from its sale
will benefit The Friends of Weymouth, �?oa non-
profit organization founded to preserve Wey-
mouth for its natural, historical, and cultural
significance.�?�
Tucker Respess, University of North Carolina at Chapel Hill
Suzanne Newton. I Will Call It Georgie�?Ts Blues.
New York: Viking Press, 1983. 197 pp. $12.95.
This North Carolina award-winning author
of five books for children and young adults tack-
les in this book the sensitive subject of religion,
public expectation of a minister�?Ts children, and
the reaction of the children to the pressure.
Children of a Baptist minister in North Carolina
struggle with their need to know who they are
and how they fit into the community and into
their family. The main character, Neal, dislikes
conflict and resolves his fate by not responding to
it until forced to by younger brother Georgie�?Ts
rapid loss of reality and the failure of his parents
to recognize the seriousness of the situation.
Georgie�?Ts fear that he may be the only one in the
family that is �?oreal�?� and that his parents don�?Tt
love him lead him to seek escape in lies and a plan
for evading the �?ofalse�?� people who surround him.
Woven with subplots�?"Neal�?Ts joy in jazz, Aileen�?Ts
rebellion, and Georgie�?Ts odd friendships�?"the
story concludes on a tragic but hopeful note.
Newton�?Ts realistic characterization and polished
plot arouse in the reader a real concern for Neal
and Georgie as they struggle with daily life. While
other characters are not as well developed, they
fit their roles and remain true to the plot. This
book, one of several fiction books published
recently about religion and children, is appro-
priate for grades five through nine. Recom-
mended for school and public libraries.
Diana Young, North Carolina State Library
Emily Herring Wilson. Hope and Dignity: Older
Black Women of the South. Philadelphia: Temple
University Press, 1983. 200 pp. $19.95.
Hope and Dignity tells the story of forty-
seven black women throughout North Carolina,
sixty-five years old and older, who have lived rich,
inspiring lives. The book consists of individual
biographical sketches of these women, revealing
their tragedies and dreams. Each reflects, in some
way, the time and community in which she lives.
The women included represent a cross sec-
tion of older black women in North Carolina, with
varied skills, educational backgrounds, and inter-
ests. Carrie McDonnell Stewart of Franklin and
Maude Lee Bryant of Moncure are representative
of the experiences of a number of black women
who were practicing midwives during the 1920s.
Mademoiselle Ernestine Burghes Sanders of Ra-
leigh is a graduate of Fisk University and of Mid-
dleburg College. Until her retirement in 1971, she
was a French teacher and served for twenty-
three years as associate professor of St. Augus-
tine�?Ts College. She speaks French and German
and reads French, German, Portuguese, and
Spanish.
The author, Emily Herring Wilson, presents
the stories of these women by using their recollec-
tions of the past as told to her in interviews over a
three-year period, thus reflecting the black heri-
tage of the women represented. The photographs
by Susan Mullally, a photographer with special
interest in portraits, enhance the stories of these
proud black women. �?T
Hope and Dignity was written for the
general public and is appropriate for public and
school libraries. It would also be appropriate for
collections of North Caroliniana and black his-
tory. The absence of an index makes the volume
difficult to use as a reference tool, but such usage
was not the author's intent.
Joan M. Spencer, Wake County Public Libraries
Jerry L. Surratt. Gottlieb Schober of Salem: Dis-
cipleship and Ecumenical Vision in an Early
Moravian Town. Macon, Ga: Mercer University
Press, 1983. 243 pp. $18.95.
Gottlieb Schober spent his adult life in the
Moravians�?T Wachovia settlement, which included
New North Carolina Books
the town of Salem (now Winston-Salem), North
Carolina. Prior to the 1830s, Salem was a congre-
gational town presided over by the Aufseher Col-
legium (council of elders), which regulated indi-
vidual life to a degree that would be labelled
authoritarian today. Choice of marriage partner,
trade, and place of residence were among the
many details requiring the Collegiwm�?Ts approval.
In addition, lots were often cast; if the lot went
against the individual's choice, even with the Col-
legiwm�?Ts consent, it was interpreted as divine
disapproval, and the request was denied.
Schober�?Ts temperament was at one point
described by the elders as tending toward an
�?oAmerican freedom,�?� which they rightly saw as
�?odangerous�?� to their medieval German way of life.
Repeatedly Schober flouted their rules and deci-
sions and, when called to account, stretched the
truth beyond reasonable credulity. Yet he usually
stopped short of acts that would have resulted in
his expulsion from the community. Mostly Schober
seemed eager to make money, an ambition he sat-
isfied through a legal career and land specula-
tion. The surprising fact of his life was his piety,
which eventually led to his becoming a minister
and leader in the Lutheran church. Yet, despite
his departure from the Moravian communion, he
somehow managed to retain his Salem residence.
His life of pious entrepreneurial individualism in
fact contributed to the general relaxation of
ecclesiastical control and its eventual disappear-
ance from Salem.
Surratt, who teaches at Wingate College, has
done a careful piece of research, growing out of
his graduate thesis on Salem�?Ts evolution. His book
suffers from his compulsion to put everything he
discovered into it: is it really necessary, for exam-
ple, for us to know in detail the events of Schober�?Ts
parents�?T voyage to America? Surratt also, as he
admits, assigns the best possible motives to
Schober and too easily passes over his dissimula-
tions. Frequently feelings are described for which
there is apparently no evidence.
Was Schober important enough for a full biog-
raphy? Probably not as an individual but possibly
as a case study of social change. He also repres-
ents the conflict between a religious society in
which everyone works and everyone�?Ts basic needs
are met and one in which individuals are free to
pursue wealth as far as their abilities allow. That
conflict, in somewhat different form, is still with
us.
Damon D. Hickey, Guilford College
1984 Spring�?"29
New North Carolina Books
Claiborne S. Young. Cruising Guide to Coastal
North Carolina. Winston-Salem: John F. Blair,
1983. 272 pp. $17.95 paper.
Claiborne Young has written an informative,
interesting guide to the coastal waters of North
Carolina. It is a navigational guide as well as a
guide to the historic development of the coastal
area. The volume includes information on the
availability of fuel and repair facilities and recom-
mendations for restaurants and sight-seeing.
Young is an experienced boater who recently
spent several months exploring the North Caro-
lina coast. This guide is based on his explorations
and enhanced by his knowledge and appreciation
of the heritage of the area. He begins his journey
on the Intercoastal Waterway near the Dismal
Swamp at the Virginia line and continues south to
Calabash at the South Carolina line, taking time
to explore the creeks, inlets, rivers, and islands
that abound along the coast.
Boaters will appreciate his references to
buoy numbers, channel depths, and sandbar loca-
tions. The author gives specific directions for nav-
igating the waters and also provides NOAA chart
numbers required for the navigation of each area.
He warns boaters of dangerous areas and
recommends safe routes and safe places to
anchor.
However, the appeal of this book is not
limited to boaters. The historical sketches and
legends of each area are brief but interesting. The
author frequently recommends additional publi-
cations for those who want to pursue the history
of a particular area. The descriptions of the coast-
al areas today are informative.
The format of this paperback guide is excel-
lent. Each chapter covers a different area of the
coast. Navigational information is shaded in gray,
separating it from the narrative. Each chapter
contains easy-to-read maps and several black-
and-white photographs, most of which were
taken by the author. The index includes geo-
graphical names, restaurants, and business estab-
lishments that cater to the boater.
This is an informative, enjoyable book. It is
recommended for public libraries, especially
those in the coastal areas.
Arlene Hanerfeld, University of North Carolina at Wilmington
Thornton W. Mitchell. The State Library And
Library Development In North Carolina. Ra-
leigh: North Carolina Department of Cultural
Resources, 1983. 164 pp. (Copies have been
widely distributed in North Carolina. All public,
30�?"North Carolina Libraries
school, and academic libraries, among others,
should have received a copy. A limited number
remain. Contact the North Carolina State Library,
109 East Jones St., Raleigh, NC 27611.)
Governor James B. Hunt�?Ts program, �?oNorth
Carolina 2000,�?� gave the impetus for research
into the history of libraries in North Carolina as
background for planning for improvement of
libraries in the state during the next two decades.
Thornton W. Mitchell, retired North Carolina
State Archivist, was a most appropriate choice to
write this history.
Prior to the twentieth century, libraries in
North Carolina consisted only of parochial, pri-
vate, school, and college libraries and a state
library for use by certain persons in state govern-
ment. As in other southern states, a movement
for public libraries began in North Carolina only
in the last years of the nineteenth century. Mit-
chell traces the development of libraries across
the state from the beginning of tax-supported
libraries in 1897, through the work of the North
Carolina Library Commission (established in
1909 to promote library service throughout the
state), and on to the merger of the Commission
and the State Library in 1956. The shift in em-
phasis at the turn of the century from libraries as
repositories of knowledge to libraries as a means
of providing educational opportunities for citi-
zens gave an impetus to the library movement
that by the 1920s resulted in substantive growth
of public libraries and the introduction of travel-
ing libraries, extension of service to rural areas,
and development of the bookmobile.
Mitchells book documents the growth of
school libraries in the 1930s as changes took
place that led to state supervision and certifica-
tion. He records the impact of WPA library pro-
grams and the Citizens Library Movement on pub-
lic libraries during the Depression and the fight
for state aid to libraries that culminated in 1941
in legislation making the maintenance of public
libraries a part of the state�?Ts educational pro-
gram. His history shows the changes brought
about by the development of library standards
and the beginning of federal aid in 1956. Finally,
we are told of the many studies in the 1960s that
pointed out inadequacies in public library service
in North Carolina, of problems in obtaining
enough state support to provide needed services,
and of attempts in the 1970s to raise standards
through regional libraries and equalization of
services throughout the state.
Mitchell has carefully documented his study
with the pertinent manuscript and secondary
materials, and he has included appendixes and a
good index which will make the book a useful
reference tool on North Carolina library history.
The large number of statistics included in the
text, however, do not make easy reading. Although
this kind of summary record is precisely what
Mitchell was asked to write, the history would
have been more interesting with some discussion
of the fascinating personalities who made the sta-
tistics happen.
David N. McKay, the State Librarian, has
added an epilogue in which he outlines the cur-
rent programs, services, and projects of the North
Carolina State Library. McKay points out that
what this history shows is still true: the greatest
progress in library development results from
citizen-supported programs. The State Library is
currently encouraging citizens to assume leader-
ship roles in pushing for better library service and
for funding for that service.
Mitchell�?Ts book should be in all public librar-
ies in North Carolina in order to encourage librar-
ians and citizens to read it. One can more effec-
tively work for a better future when one knows
the past.
Betty I. Young, Duke University
Gerald W. Johnson. South-Watching: Selected
Essays by Gerald W. Johnson. Edited with an
introduction by Fred Hobson. Chapel Hill: Univer-
sity of North Carolina Press, 1983. 207 pp. $19.00
cloth, $8.95 paper.
In his varied roles as reporter, columnist, edi-
torial writer, journalism professor, historian,
novelist, biographer, book reviewer, lecturer, and
television commentator, Gerald W. Johnson estab-
lished himself as one of twentieth-century Ameri-
ca�?Ts leading writers and observers of public
affairs. In each of his endeavors he enjoyed suc-
cess and acclaim. Yet it was as essayist that he
first emerged at the forefront of American intel-
lectuals, producing pungent, provocative articles
for leading magazines, something he would do
until his death in 1980.
In South-Watching: Selected Essays by Gerald
W. Johnson, editor Fred Hobson has gathered
twenty-two Johnson essays written from 1923 to
1960, all dealing with the writer's native South.
Born in Riverton, Scotland County, North Caro-
lina, in 1890, reared in Thomasville, and educated
at Wake Forest College, Johnson had deep south-
ern roots and maintained a lifelong interest in the
region. After stints with the Lexington Dispatch
New North Carolina Books
and Greensboro Daily News, he left the Tar Heel
state in 1926 and began a seventeen-year associa-
tion with the Baltimore Sun papers. There he
strengthened his friendship with H. L. Mencken,
leading American iconoclast and critic of the
South, who had earlier suggested that Johnson
submit essays to various journals and who even-
tually persuaded the young Tar Heel to join the
Sun papers staff. Thereafter Johnson would call
Baltimore home.
The essays Hobson has chosen for inclusion
illustrate well Johnson�?Ts writing talents and wide
interests. Topics range from southern literature
to the Ku Klux Klan and from southern Babbittry
to personalities, such as college presidents Frank
Porter Graham (University of North Carolina)
and William Louis Poteat (Wake Forest). Hobson
limits his editing to several sentences introducing
each essay and to a few concise footnotes identi-
fying people and publications mentioned by
Johnson.
A craftsman with the language, Johnson uses
humor and tragedy, exaggeration and under-
statement, irony and metaphor to explain the
South to itself and to the rest of the world. He
scolds, cajoles, praises, and condemns, but his
essays always show a forgiving and loving�?"
though no less critical�?"view of the South, an
understanding of human frailties often lacking in
the writing of more caustic southern critics such
as Mencken.
With South-Watching, Hobson, professor of
English at the University of Alabama and author
of Serpent in Eden: H. L. Mencken and the South
and coeditor of Literature at the Barricades: The
American Writer in the 1930s, offers a work
which Tar Heel libraries should consider for their
collections. Academic and large public libraries
with southern studies collections will want the
book as much for Hobson�?Ts fine twenty-five-page
biographical introduction to Johnson as for the
essays. Other libraries seeking to include Johnson
in their holdings but on limited budgets will first
want to compare South-Watching with America-
Watching: Perspectives in the Course of an
Incredible Century (Owings Mills, MD.: Stemmer
House, 1976). The latter, a collection of seventy-
one Johnson essays and excerpts from longer
works, includes five of South-Watching�?Ts twenty-
two essays, plus writings that show Johnson�?Ts
national and international interests.
Robert G. Anthony, Jr., University of North Carolina at Chapel
Hill
1984 Spring�?"31
New North Carolina Books
Bob Simpson. When the Water Smokes: A Peltier
Creek Chronicle. Chapel Hill: Algonquin Books,
1983. 189 pp. $15.95.
Journalist, magazine writer, fisherman, and
conservationist, Bob Simpson shares his tales of
nature, fishing, and life along Peliter Creek in his
first book. Readers might be familiar with the
author from his newspaper or magazine articles.
In a folksy manner, the author chronicles the
purchase and restoration of his beloved old craft,
Sylvia II. When the Water Smokes describes the
four seasons along the Carolina coast near More-
head City. The reader learns about the subtle
changes of coastal flora and fauna that only an
experienced naturalist could describe. The author
pokes fun at city life and the rat race that most
people call civilization.
An outspoken environmentalist, Bob Simp-
son in this volume urges us to take a careful look
at the diminishing undeveloped North Carolina
coastline and inland waterways. The author leaves
the reader with a greater understanding of
the ways of the shoreshide folk who live �?oDown-
east.�?�
The volume is a series of short personal
essays that lack central themes; often transitions
are nonexistent. Some essays are much stronger
than others, and sometimes the reader is left with
the impression that many newspaper columns
have been pieced together. The book lacks an
index or a bibliography. The volume is well-
designed, but this reviewer would have liked to
see more of Simpson�?Ts excellent photographs.
The volume should be given serious consid-
eration by public libraries. Fishermen will love the
volume, and Simpson has captured the essence of
life found in coastal Carolina communities.
Morgan J. Barclay, East Carolina University
James Applewhite. Foreseeing the Journey:
Poems by James Applewhite. Baton Route: Louis-
iana State University Press, 1983. 56 pp. $13.95
cloth, $5.95 paper.
We are taken from an airport lounge on a
nostalgic reverie to a southern childhood in the
first section of Foreseeing the Journey, James
Applewhite�?Ts third collection of poems. By means
of an internal monologue, he conveys the memo-
ries of his childhood: a serious illness, summer-
time swimming and baseball, his father mowing
the grass in the long twilight. An occurrence, an
isolated vignette, is relayed by bright images: �?osun
in my lashes/was broken colored glass�?� from
32�?"North Carolina Libraries
�?oFirst By the Sea�?� or �?oprayed to see a hawk:/
swimming and flying in the liquid air,/metallic as
museums�?T bronze statues in the sun�?� from �?oRed
Wing Hawk.�?� Although each poem is unique and
separate, as a whole they present a flashing
kaleidoscope of the poet�?Ts youth.
The second section of the book begins as the
author boards his flight, his thoughts reflecting
the complexities of adult life and his own growing
disillusion. He writes of garbage, both material
and human, prejudice, loss of innocence, and
death. In the final three poems concerning a
fondly recollected canoe trip, Applewhite recalls
some of the magic of childhood, ending on a
faintly optimistic note: �?oThe path I run/twists
between hardwoods and pines,/As if into aper-
ture of the sun�?� from �?oReturning from the River.�?�
Applewhite�?Ts memories are rephrased into
sometimes delicate, sometimes tough verses that
have a surface loveliness as well as in-depth
character. Each reading deepens the patina.
Recommended for public and academic libraries.
Emily S. Walker, Public Library of Charlotte and Mecklenburg
County
Paul Koepke. Two-Moon Pond. Winston-Salem:
John F. Blair, 1983. 134 pp. $10.95.
Twenty years ago, while searching for a house
to purchase, Paul Koepke and his wife came
across an advertisement in the local newspaper
for a house, five acres, and a pond. Since they
were both ardent fishermen, they quickly bought
the property, and their adventure with country
living began.
Their struggle to restore the house to liveable
condition was only a prelude to the adventures of
restoring the pond to productive use. After the
pond was rehabilitatéd, the fishermen, human
and otherwise, moved in. Koepke describes all of
them in humorous detail; he even observes his dog
fishing. The environment of the pond, that �?opro-
tean, mercurial mirror,�?� where �?ono cloud may
pass, no raindrop fall, nor any fish rise without
the event being transmitted to an attentive wit-
ness,�?� is described in loving detail. Here one meets
birds, snakes, snapping turtles, assorted insects,
and plants. Koepke also examines the joys of var-
ious rural pursuits: raising catalpas for the fishing
worms they produce, picking blackberries, fight-
ing bermuda grass, philosophizing about the
weather, and planning a super vegetable garden
while contemplating winter's first seed catalog.
Paul Koepke is a retired professor of music
theory and composition with an interest in gar-
dening, wildlife, and conservation. He has written
articles for Organic Gardener and Wildlife in
North Carolina. He also dabbles in light verse.
A delightful blend of humor, adventure, and
nature description, Two-Moon Pond belongs in
every public and secondary school library.
Anne Bond Berkley, Durham County Library
Henry King. The Witch of Morganton and Other
Fascinating Folks: A Selection of Stories About
Memorable Tar Heels. Wendell, NC: Printed by
Broadfoot�?Ts Bookmark, 1982. 207 pp. $9.95, plus
$.40 tax, plus $.85 postage �?" Total $11.20. (Order
from Maxine King, Box 204, Franklinville, NC
27248.)
Henry King originally wrote the vignettes
which comprise this book for the Asheboro
Courier-Tribune. Each story describes a North
Carolinian with whom Mr. King has visited. Most
of them live in piedmont North Carolina, though a
few are from elsewhere in the state. There is
Robert Harrell, �?othe Hermit of the Sand Dunes,�?�
who lives at Fort Fisher, and Weston Varnon, �?oHe
Can Build an Ark If Need be,�?� a boat builder at
Holden Beach. Also included are Joann Denton,
�?oThe Nation�?Ts Most Famous Witch,�?� of Morganton,
and Rebecca Gatlin, �?othe Lyrical Lady of the Lone-
ly House,�?� who writes poetry in Franklinville.
This volume describes a variety of types of
people, but all are independent, and most are
eccentric. The author obviously enjoyed talking
with them. He discusses the philosophy of life of
each one with interest, accepting their differences
with compassion. Each story is accompanied by a
photograph, most of which were taken by Mr.
King.
Henry King has written newspaper columns
about people for twenty-five years, in addition to
writing news, features, editorials, and special
articles. He has won two Valley Forge (Pa.) Free-
dom Foundation awards and numerous North
Carolina Press Association awards.
These stories are light and easy to read. The
book would be a popular addition to any collec-
tion in a high school library, a public library, or
the leisure reading section of a university or
research library. In addition, it would bring local
color to a North Carolina collection.
Elizabeth J. Laney, Pettigrew Regional Library
Robert B. Phillips. One of God�?Ts Children in Toe
River Valley. Burnsville: Celo Press, 1982. 165 pp.
New North Carolina Books
$7.50 postpaid. (Order from Robert B. Phillips, Rt.
4, Box 81, Bakersville, NC 28705.)
This is a collection of local history and lore
�?owritten by a native of the area in an effort to
capture not only the mind but the heart of a peo-
ple with a great tradition and culture.�?� Born in the
Ledger community of Mitchell County in 1902,
Phillips was raised by his grandparents, from
whom he garnered good advice and a wealth of
community and family history. After laboring on
the farm and in the timber and mica industries,
he worked his way through high school and col-
lege. He spent twenty-five years as an educator in
Spruce Pine and Bakersville, as teacher, principal,
and county superintendent (no small accomplish-
ment for a Democrat in a Republican county).
After retiring, he developed one of the first com-
mercial apple orchards in the county.
Phillips has included not only the heritage
that he gained and remembered from his fore-
parents but also the personal experiences of his
involvement in the developments of the twentieth
century. Anecdotal and episodic, the book pro-
vides some of the flavor of life in the North Toe
Valley and supplements Deyton�?Ts �?oHistory of the
Toe River Valley to 1865�?� [North Carolina Histor-
ical Review, 24 (October 1947): 423-466]. The
final portions of the book are devoted to Phillips�?T
philosophy and poetry.
The book would be suitable for school, public,
and academic local history collections, particular-
ly those with an interest in western North
Carolina.
Eric J. Olson, Appalachian State University
Other Publications of Interest
Come When the Timber Turns [1983] is an
informal, delightful book in which a woman tells
her experiences as a young teacher in a small
town in Avery County in the 1920s, a reunion of
teacher and students in 1976, and general stories
of mountain life in North Carolina. Appropriate
for libraries with collections of mountain litera-
ture. Available from the Puddingstone Press, P.O.
Box 67, Banner Elk, NC 28604. $8.50. (This is the
tenth title from Puddingstone, a non-profit
adjunct of Lees-McRae College which was begun
in 1970 to help make regional literature more
readily available.)
Hikers, bird watchers, and other naturalists
will be glad to have available the 77-page �?oGuide
to the Uwharrie Trail in the Uwharrie National
Forest in Randolph and Montgomery Counties,
1984 Spring�?"33
New North Carolina Books
North Carolina,�?� [1983] by G. Nicholas Hancock.
Until its publication, there was no detailed de-
scription of the entire trail. In addition to the trail
narrative, this pocket guide contains general
information on the forest, gives suggestions and
precautions for hikers, lists local supply stores,
and gives suggestions for day and weekend hikes.
The index is a valuable addition. And, to top it all,
the author is one of us, a real librarian! (Cost is
$5.00 from Happy Feat Publishing Company, P.O.
Box 2821, Asheboro, NC 27203. An accompanying
map sells for $2.00.)
Libraries with genealogical collections may
want to consider for purchase the following items:
McDowell County, North Carolina, Land Entry
Abstracts, Volume 1, 1843-1869, [1983] by Mr.
and Mrs. Judson O. Crow (475 pp., $25.00 paper);
Marriage and Death Notices from Extant Ashe-
ville, N.C., Newspapers, 1840-1870: An Index, by
Robert M. Topkins (originally published 1977,
reprinted 1983, 139 pp., $15.00); Marriage and
Death Notices from the Western Carolinian
(Salisbury, North Carolina), 1820-1842: An
Indexed Abstract, by Robert M. Topkins (original-
ly published in 1975, reprinted in 1983, 255 pp.,
$22.50); and Warren County, N.C., Records,
Volume I: Abstracted Records of Colonial Bute
County, N.C., 1764-1779, and Bute County Mar-
riages, by Mary Hinton (Duke) Kerr (originally
published in 1967, reprinted in 1983, 94 pp.,
$25.00). All are available from The Reprint Com-
pany, Publishers, P.O. Box 5401, Spartanburg, SC
29304.
Other recent genealogical publications are as
follows: Marriages of Orange County ... 1779-
1868 (425 pp., $25.00); Marriages of Granville
County ... 1753-1868 (431 pp., $25.00); Mar-
riages of Rowan County ... 1753-1868 (506 pp.,
$28.50); Marriages of Wake County ... 1770-
1868 (425 pp., $25.00); Marriages of Wilkes
County ... 1778-1868 (243 pp. $20.00); and Mar-
riages of Surry County ... 1779-1868 (272 pp.,
$20.00). All were compiled by Brent H. Holcomb.
Also Marriages of Bertie County ... 1762-1868,
compiled by Raymond Parker Fouts (130 pp.,
$15.00). All are available from Genealogical Pub-
lishing Company, Inc., 111 Water Street, Balti-
more, MD 21202. (Postage and handling: first
book, $1.00; each additional book, $.25.)
Is there a librarian in North Carolina who
does not know who Suzanne Britt Jordan is? If so,
let�?Ts remedy that. She is, first of all, a witty
woman. She is also a good writer with common-
sense who writes a weekly column for the News
and Observer and has contributed to other maga-
zines and journals. Her subjects range from reli-
gion to family relationships, from smoking to sex,
from food to proper English, and touch just about
everything in between. Show and Tell is her latest
($8.95 paper plus tax, postage, and handling�?"
total $10.31, from Morning Owl Press, P.O. Box
31684, Raleigh, NC 27607). Certainly appropriate
for public libraries; other libraries may want to
consider it for their leisure reading sections. Highly
recommended.
stand up for
libraries
| ts NORTH CAROLINA LIBRARY ASSOCIATION
34�?"North Carolina Libraries
Keeping Up
Patsy Hansel, Compiler
Lanier Wins Immroth Award
The John Phillip Immroth Memorial Award
for Intellectual Freedom, presented annually by
the Intellectual Freedom Round Table to honor
the courage, dedication, and contribution of liv-
ing individuals who have been exemplary in their
defense and furtherance of the principles of intel-
lectual freedom, will be presented this summer at
ALA to Dr. Gene D. Lanier of the East Carolina
University Library Science faculty.
The award was established in 1976 to honor
Immroth, an author, scholar, advocate, and
defender of First Amendment rights. Lanier fol-
lows author and columnist Nat Hentoff, the 1983
Immroth Award winner.
As chairman of the Intellectual Freedom
Committee of the North Carolina Library Associ-
ation since 1980, Lanier has presented over
seventy-five papers at conferences and profes-
sional and civic meetings in the southeast con-
cerning the threat of library censorship and the
individual�?Ts right to read, view, and listen. A
former president of NCLA, he was appointed by
the governor to serve on the State Library Com-
mittee and by the North Carolina Speaker of the
House to the Study Committee on Obscenity Laws.
Dr. Lanier is a native of Conway, North Caro-
lina, and holds degrees from East Carolina Uni-
versity and the University of North Carolina at
Chapel Hill. During his tenure he has also
received the Hugh M. Hefner First Amendment
Award in education, presented by the Playboy
Foundation, and the Mary Peacock Douglas
Award from the North Carolina Association of
School Librarians. He was chairman of the
Department of Library Science at ECU from 1966
to 1981 and has served as consultant to over fifty
libraries across the state.
NCASL Wins 1984 Grolier Award
The North Carolina Association of School
Librarians has received the 1984 Grolier National
Library Week Grant for a proposal to sponsor a
statewide School Library Media Day during
National Library Week. The Media Day will
increase awareness of school media programs�?T
contributions to the education of young people in
North Carolina.
The award, the first to be presented to a
school media library group, was selected by the
National Library Week Committee of the Ameri-
can Library Association during ALA�?Ts 1984 Mid-
winter Meeting in Washington, D.C.
The ALA committee gives the annual $1000
cash award to the state library association or
school media association submitting the best
proposal for a public relations program to be
conducted in the year in which the grant is pre-
sented. The Grolier Educational Corporation do-
nates the grant.
Dr. Gene Lanier, of the East Carolina University Library
School, has been selected winner of the John Phillip
Immroth Memorial Award for Intellectual Freedom.
1984 Spring�?"35
Keeping Up
North Carolina�?Ts winning proposal outlines a
campaign aimed at North Carolina legislators,
parents, educators, and teachers, using the
National Library Symbol as a log and the slogan,
�?oThe School Library Media Program: A Knowledge
Base,�?� which supports the general NLW theme,
�?oKnowledge Is Real Power.�?�
The association arranged for a National
Library Week proclamation by the governor, pro-
duced a thirty-second radio public service announce-
ment for distribution to 256 radio stations state-
wide, recommended three to five activities for
school systems and elementary through senior
high schools, and produced a guidebook for
school librarians and other interested persons.
The $1000 grant will supplement the NCASL
investment in the project and fund wider distri-
bution of public service announcements and
guidebooks.
�?oAn increase in the ratio of students to posi-
tions for school librarians, reductions in local
funding for library materials, and mandates by
the North Carolina Legislature for Quality Assur-
ance Programs and Performance Appraisal have
generated concern that the school library media
program must become more visible as a viable
force in the educational, informational, and recrea-
tional pursuits of the young people and adults in
North Carolina,�?� the proposal reads.
Dr. Judith Davie, of the University of North
Carolina at Greensboro Library Science Depart-
ment, is the chair of the North Carolina Associa-
tion of School Librarians. Edith Briles, director of
media services for Randolph County Schools, is
the chair of the NCASL School Library Media Day
Committee.
Charlotte Library Bond Passes
A library bond worth $9.3 million to the Pub-
lic Library of Charlotte and Mecklenburg County
was passed with a 70 per cent approval rate in
the city�?Ts November 8 elections.
The bond provides $8.8 million for expansion
of the main library in uptown Charlotte;.$200,000
for expansion of the Matthews Branch in south-
eastern Mecklenburg County; and $300,000 to
build a branch in the Hickory Grove community
in eastern Mecklenburg County.
The Friends of PLCMC and the Library Board
of Trustees headed efforts to get the bond passed.
Friends members presented a fifteen-minute slide
show on the library system and its services to
civic groups, and both board and Friends mem-
bers made speeches advocating the bond at PTA
meetings across the Charlotte area.
Brochures entitled �?oThe Public Library ...
36�?"North Carolina Libraries
Your Partner in Learning�?� were also handed out
at the PTA meetings. Copies of this brochure,
which stresses the importance of the library sys-
tem in a child�?Ts education, can be obtained by
writing Mary Hopper, Director of Public Relations,
PLCMC, 310 N. Tryon Street, Charlotte, NC 28202.
New Faculty at UNC-Chapel Hill
Dr. Edward G. Holley has announced the
appointment of two new faculty members in the
School of Library Science at the University of
North Carolina at Chapel Hill.
Dr. William M. Shaw, Jr., has joined the
faculty as associate professor of Library Science.
Shaw comes to Chapel Hill from the faculty of the
Matthew A. Baxter School of Library and Infor-
mation Science at Case Western Reserve Univer-
sity. He will teach courses in information science,
bibliometrics, library effectiveness, and quantita-
tive methods.
Dr. Judith B. Wood, who has just completed
her Ph.D. in information science at Case Western
Reserve University, has joined the faculty as
assistant professor. Wood will teach courses in
the areas of information science, science litera-
ture, and on-line data base searching.
New Public Library Directors Names
Martha Schatz assumed her new duties as
director of Rutherford County Library on Decem-
ber 1. A native of Greenville, Mississippi, she
obtained her MLS from the University of South
Carolina in 1977. She served as adult reference
librarian of the Memphis Public Library and
Information Center from 1977-1979, and more
recently was headquarters librarian of First
Regional Library, Hernando, Mississippi.
Roy E. C. Day became director of Roanoke
Rapids Public Library on February 1. Day is a
1976 graduate of the University of Maryland.
Since 1981, he has served as county librarian of
Pamlico County Library, a member of Craven-
Pamlico-Carteret Regional Library, where he
helped to implement the first joint school/public
library in North Carolina. Prior to his current
position, he served as regional reference librarian
for CPC from 1976-1981.
Outstanding Staff Recognized at Cumberland
Victoria Smith, acquisitions librarian, and
Marsha Grove, Bordeaux Branch librarian, are
the first two recipients of the Cumberland County
Public Library's Employee Extraordinaire Award.
The award, an outgrowth of a Cumberland
County Public Library staff training session on
Susan Grey Akers
Dr. Susan Grey Akers, former director
and dean of the School of Library Science at
the University of North Carolina at Chapel
Hill, died on January 30, 1984, at the age of
94,
Dr. Akers was the first woman to hold
an academic deanship at the university. She
was one of the original faculty members in
the School of Library Science when it
opened in 1931, and when Dr. Louis Round
Wilson left to go to the University of Chicago
the next year, she was named to succeed
him as acting director. She was made direc-
tor of the school in 1935, and in 1942 her
title was changed to dean. Dr. Akers served
as dean until 1954 and continued to teach
until 1959.
Born April 3, 1889, in Richmond, Ken-
tucky, Akers graduated from the University
of Kentucky in 1909. She earned a certifi-
cate from the University of Wisconsin
Library School. When Dr. Akers earned her
doctoral degree from the University of Chi-
cago in 1932, she was only the fourth per-
son in the United States to hold a Ph.D. in
Library Science.
Her work in cataloging won her the
American Library Association�?Ts Margaret
Mann Award in 1956. The School of Library
Science Alumni Association established a
scholarship fund in her honor in 1951.
Dr. Susan Grey Akers, former director and dean of
the School of Library Science at UNC-Chapel Hill,
1889-1984.
Keeping Up
recognition, is presented periodically to an em-
ployee of the library system. Victoria received her
award for coordinating the ordering and process-
ing of a particularly large number of books during
the last two months of the 1982-83 budget year.
Marsha was recognized for her promotion of
merchandising techniques throughout the library
system, resulting in increased circulation in many
locations.
Boyce Appointed to Southern Association
Committee
East Carolina University chairman of the
School of Library Science Emily Boyce has been
appointed to the State Elementary Committee of
the Southern Association of Colleges and Schools,
an accreditation agency which ensures educa-
tional standards in North Carolina classrooms
from kindergarten to the university level. Ms.
Boyce has worked as a consultant and visiting
team member for both individual schools and on
central office committees on behalf of the South-
ern Association since 1961 . She was also recently
presented with a certificate of appreciation for
her work at the annual association meeting in
New Orleans.
Community College LRA Meets in Kinston
Members of the North Carolina Community
College Learning Resources Association met at
Lenoir Community College in Kinston recently to
discuss the future and the communication struc-
ture of community colleges. Fred Manley, director
of learning resources for the North Carolina
Department of Community Colleges, presented
information on the future of learning resources
and explained reorganization measures being
taken within the state�?Ts community college
department. Wayne Community College directed
studies coordinators Cathy Frazier and Saundra
Smith also spoke at the meeting, giving members
information on enhancing communications be-
tween learning labs and English faculty.
Winter Workshops Held at ECU
The Department of Library Science at East
Carolina University in Greenville has sponsored
several successful activities this winter.
Over one hundred librarians, teachers, and
parents attended the ECU Department of Library
Science Fall Lecture on November 15. Pat R.
Scales media specialist and librarian in the
Greenville, South Carolina, Media School, had as
her topic, �?oCommunicate Through Literature,�?� a
1984 Spring�?"37
Keeping Up
discussion of the parent�?Ts and educator�?Ts roles in
bringing together books and readers.
A December 3 workshop on �?oBooktalking�?�
feature Dr. Gerald Hodges, assistant professor in
the Library Science/Educational Technology
Division at the University of North Carolina at
Greensboro, and Frances Bradburn, upper school
librarian at Greensboro Day School.
On January 14, media specialists and librar-
ians from across the state attended an ECU
workshop on the advanced use of micro-
computers in libraries and media centers. The
workshop was coordinated and presented by
ECU Department of Library Science associate
professor Dr. Veronica Pantelidis.
NC Special Librarians Meet
�?oBooks Make the Man: A Lifetime of Laughing
and Learning�?� was the topic of discussion at the
winter meeting of the North Carolina Chapter of
the Special Libraries Association. The meeting
was held December 2, 1983, in Raleigh. Bill Price,
director of the Division of Archives and History in
Raleigh, delivered an interesting talk to the group
of forty-four members.
Mary Lynn Bryan, editor of the �?oPapers of
Jane Addams Memorial Collection,�?� enlightened
the group as to how she got started with this
collection and presented some history about Hull
House.
Problem Patron Workshop Held
Approximately sixty public librarians at-
tended a workshop entitled �?oCoping with Problem
Patrons,�?� held at Forsyth County Public Library
on January 19. Speakers included David G. Fer-
gusson, headquarters librarian at Forsyth County
Public Library; Jonathan V. Maxwell of the For-
syth County Attorney�?Ts Office; Ron Davis, presi-
dent of the Forsyth County Mental Health Associa-
tion; and Jim Jordan, security guard at Forsyth
County Public Library. The workshop was spon-
sored by the Northwest North Carolina Library
Council.
Public Library Construction
Fifth District Congressman Steve Neal partici-
pated in the dedication ceremony held December
11 at the Charles H. Stone Memorial Library in
Pilot Mountain. Rep. Neal joined local officials
and library trustees in dedicating the recently
completed wing. The project was partially fi-
nanced with a $30,000 donation from Mrs. Clara
M. Stone, widow of the man for whom the library
was named.
38�?"North Carolina Libraries
A dedication ceremony held December 10,
1983, observed the move of Stanly County Public
Library�?Ts Badin Branch to a renovated facility.
The renovation was made possible by a challenge
grant donated by the children of Mr. and Mrs.
James Vann. To honor the Vanns, the branch has
been renamed the Jim and Bess Vann Memorial
Library.
Bunn dedicated its new branch on December
3 with an address by Dr. C. Ray Pruette, Louis-
burg College professor and former chairman of
the Franklin County Library Board. Pruette
commended Dean Lamm, a local businessman, as
the catalyst behind establishment of the newest
branch in the Franklin County Library system.
N.C. Representative George Brannan and a full
complement of county commissioners were on
hand to enjoy the dedication and open house.
New Library Planned for NC A & T
Long-range plans at North Carolina Agricul-
tural and Technical State University in Greens-
boro call for a new library building or an addition
to the existing building as the next building on
campus. Chancellor Jewel Stewart appointed the
Library Task Force in January, 1982, to explore
possible alternatives for the library's space needs.
The task force received a $40,000 planning grant
from the Z. Smith Reynolds Foundation in May
1983 and has used the funds to finance tours of
eight academic libraries across the country to
help the task force learn more about building
layout, design, and services offered to users. This
information will be used in the task force�?Ts final
report, due along with schematic architectural
drawings in the summer of 1984.
Alene Young and Alva Stewart are librarian
members of the task force. Alice Hester, former
student assistant in the library, is one of two stu-
dent members.
NCCU Library School Receives Gifts
The computer laboratory at the North Caro-
lina Central University School of Library Science
has recently been enriched by the addition of a
Hazeltine video terminal and Texas Instrument
printer, gifts of Microfilming Corporation of
America. Dr. Benjamin Speller, acting dean of the
school, said the equipment �?owill enhance the
school�?Ts ability to provide students and faculty
access to an increasing number of electronic pub-
lications and services that support instruction
and research activities.�?�
The School of Library Science has recently
joined ALANET, the American Library Associa-
tion�?Ts electronic mail and information service.
The school�?Ts computer laboratory now includes
seven interactive video terminals, four printing
terminals, and one printer, all of which can be
used with computer networks. The laboratory is
also the site of five microcomputers.
New Interlibrary Services Manual Announced
The Interlibrary Services Branch of the Divi-
sion of State Library proudly announces the pub-
lication of its Interlibrary Services Manual.
Designed to tell North Carolina libraries how to
use the branch�?Ts interlibrary loan and reference
services, this long-awaited manual replaces the
1971 North Carolina State Library IN-WATS
Procedure Manual.
A copy of the manual has been mailed to the
interlibrary loan librarian in each North Carolina
library using the branch�?Ts services. Libraries that
have not received a copy or those wanting addi-
tional copies should call INWATS or write the
Interlibrary Services Branch, Division of State
Library, 109 East Jones Street, Raleigh,NC 27611.
Duke Librarian Visits Luxembourg Library
Kathleen Eisenbeis, assistant head of the
Public Documents and Maps Department, Duke
University, spent July and August as an official
visitor in the Library of the European Parliament
in Luxembourg. Ms. Eisenbeis was able to work
with the staff of the Research, Information and
Documentation Division on a daily basis as they
provided materials and reference assistance to
the Parliament staff and researchers of the politi-
cal groups. She surveyed the tools and methods of
access to information and interviewed Parliamen-
tary staff involved in the various aspects of
information retrieval and dissemination. She also
visited the libraries of the European Investment
Bank and the Court of Justice in Luxembourg,
the European Commission Library in Brussels
and the university libraries of Cambridge and the
London School of Economics. Duke has been an
official depository for the European Communities
since the initiation of the program in 1964. The
intent is to provide a full range of publications of
the European Communities to carry out research
and teaching on European integration.
The Docket
Beta Phi Mu Meets
Members of Beta Phi Mu who are not
members of a local chapter are invited to affiliate
with the Epsilon Chapter (UNC-Chapel Hill). The
Keeping Up
spring meeting and initiation will be held in
Chapel Hill on Friday, May 11, at 6:00 p.m. Follow-
ing dinner, professor Haynes McMullen will pre-
sent several �?oLittle Lessons from Library History.�?�
For further information, please contact Damon
Hickey, The Library, Guilford College, 5800 West
Friendly Avenue, Greensboro, NC 27410.
Holley to Address Trustee Conference
Trustees and librarians who attend the
annual Trustee Conference will hear Dean Ed-
ward Holley and the advisory committee of which
he was chairman discuss the basic role of each
type of library in North Carolina. Scheduled to
begin at 1:30 on Wednesday, May 31, this session
will address the unique services each library
renders to its community. Holley, dean of the Uni-
versity of North Carolina School of Library
Science, was chairman of the committee which
produced North Carolina�?Ts Libraries: Their Role,
Statements of Mission and Purpose. Committee
members who will join Dean Holley in addressing
the topic are Martha Davis, director of Rock-
ingham County Public Library; Shirley Jones,
dean of the Learning Resource Center, Wayne
Community College; Carol Lewis, director of
School Media Programs, N.C. Department of Pub-
lic Instruction; and Elvin Strowd, university
librarian, Duke University. The Library Trustee-
Librarian Conference will be held May 30-31 at
the Carolina Inn in Chapel Hill.
Guilford Reference Librarians Roundtable
In June 1983, reference librarians from the
nine academic and public libraries in Guilford
County met at North Carolina A & T University to
discuss the feasibility of meeting on a regular
basis.
As a result of this initial meeting, an organi-
zation was formed. Now known as the Guilford
Reference Librarians Roundtable, the purpose of
the group is �?oto share information about the aca-
demic and public libraries in Guilford County; to
promote cooperation among the academic and
public libraries in Guilford County; to provide a
forum for the exchange of ideas, problems, and
concerns encountered in day-to-day library opera-
tion; and to strengthen the professional knowl-
edge of those persons who represent the member
libraries in this organization.�?�
Clarence Chisholm, reference librarian at
A &T, provided the impetus needed to begin the
organization and now serves as the group�?Ts chair-
person. Meeting each month at one of the
member libraries, the roundtable�?Ts representa-
1984 Spring�?"39
Keeping Up
tives gather for lunch and a discussion of selected
topics of interest and concern to the group. Top-
ics discussed to date have included circulation
policies of the member libraries, special collec-
tions and resource persons, and collecting local
and municipal documents.
Members of the roundtable include the Thom-
as F. Holgate Library (Bennett College), the
James Addison Jones Library (Greensboro Col-
lege), the Greensboro Public Library, the Guilford
College Library, the Guilford Technical Commun-
ity College Learning Resources Center, the Wrenn
Memorial Library (High Point College), the High
Point Public Library, the F.D. Bluford Library (NC
A & T), and the Walter Clinton Jackson Library
(UNC-G).
Kem B. Ellis, Secretary, GRLR
Disaster Preparedness Guide Available
Prepared for disaster?
What should you do when water floods your
office or library? If there is a fire?
Turn to your handy Disaster Preparedness:
A Guide for Developing a Plan to Cope with Di-
saster for the Public and Private Library.
This easy-to-use, yet detailed booklet shows
you how to plan for natural disasters and what to
do when disaster occurs. The Guide includes a
bibliography for further reference and sample
disaster plans.
Written by Dr. John L. Sharpe, curator of rare
books, Duke University, and the Library Resources
Committee of the North Carolina Library Associ-
ation, Disaster Preparedness: A Guide... is now
available in limited quantities at $4.00 per copy.
Send checks (made payable to the North Carolina
Library Association) to Library Resources Com-
mittee, c/o Patrick Valentine, N.C. Foreign Lan-
guage Center, 328 Gillespie Street, Fayetteville,
North Carolina 28301.
Patrick Valentine
40�?"North Carolina Libraries
State Documents Depository Group Meets
In November 1982, at the annual meeting of
the Documents Section of NCLA, the members
expressed concern over their long-standing prob-
lems in obtaining North Carolina state govern-
ment publications and established an Ad Hoc
Committee on the State Documents Depository
System to see what could be done to improve the
situation. The main problems that were discussed
were finding out that a new document exists,
determining where to obtain a copy, obtaining a
copy before the supply is exhausted, and for de-
pository libraries, obtaining a copy without
charge, as specified in the depository law. (Unlike
the depository system for federal documents,
North Carolina does not have a centralized dis-
tribution system for state publications. It is one of
nine states without such a system.)
The ad hoc committee met twice during the
year, and in a meeting in October, decided to form
a task force with staff members of some state
agencies and some members of the ad hoc com-
mittee. This State Agency Task Force would inves-
tigate distribution methods for North Carolina
state documents, research alternatives to the
present system, and recommend changes in the
depository laws, perhaps in the 1985 legislature.
Among the possible changes in the deposi-
tory law could be expanding the program to
include public libraries, establishing a central
agency to serve as a distribution center, broaden-
ing the definition of a state publication, and
requiring state agencies to send their publica-
tions to a central distribution agency instead of
merely responding to requests from depository
libraries, as is the present case.
The chair of the State Agency Task Force is
Cheryl McLean, documents librarian, Division of
State Library. The first meeting of the State
Agency Task Force was scheduled for February
an.
Michael Cotter, ECU
a
Biennial Reports 1981-83
TY
Children�?Ts Services Section
The 1981-83 biennium began with a new slate of officers of
the Children�?Ts Services Section. Members of the executive board
were Dottie Butler�?"Chairman, Kathy Woodrell�?"Vice-Chair/
Chair-Elect, Mary Lou Rakow�?"Secretary-Treasurer, Trish Gwyn�?"
Nominating, Suzanne Williams�?"Program, Rebecca Taylor�?"
Newsletter, Sue Williams�?"NCL, Linda Hadden�?"Bylaws. In
March, 1982, Dottie Butler resigned as Chairman of the Child-
ren�?Ts Services Section. Vice-Chair/Chair-Elect Kathy Woodrell
assumed chairmanship of the section. Nominations and an elec-
tion followed shortly; Karen Perry was elected Vice-Chair/Chair-
elect for the rest of the biennium.
1981-83 Biennial goals were established by the executive
committee early in 1982. These goals included:
To increase membership of the section.
To increase visibility of the section.
To publish a newsletter of section events and articles of interest
to the membership.
To work with NCASL on joint projects.
To study the feasibility of publishing a booklet to generate funds
for the section.
To study the feasibility of establishing a North Carolina Book
Award.
To present a program at the NCLA Biennial Conference in 1983
of interest to many.
Through six standing and two ad hoc committees, the
Children�?Ts Services Section realized the following during the
1981-83 biennium:
Section membership was increased by 46 per cent.
The Children�?Ts Services Section sponsored a display at the
NCASL work conference and published a special edition of
the newsletter for media specialists attending the con-
ference.
The Section published six editions of a newsletter which
included articles of interest to children�?Ts services specialists.
The Section established an ad hoc committee, jointly sponsored
with NCASL. The committee was established to study the
feasibility of establishing a statewide children�?Ts book award.
The Children�?Ts Book Award Study Committee, chaired by
Gayle Keresey, presented a list of written recommendations
toward the establishment of the award.
The section co-sponsored a program at the NCLA Biennial Con-
ference with the North Carolina Association of School
Librarians (NCASL) on �?oOpening Doors for Parents�?�.
A committee, chaired by Gail Terwilliger, was established to
study the feasibility of publishing a booklet to generate
funds for the section. This committee presented findings at
the membership meeting in October 1983.
Editor�?Ts Note: The following reports, except for that of the
Goals and Objectives Committee, were received too late for
publication in the winter 1983 issue. They are published here
as a permanent record of the activities of the association and
the accomplishments of its parts.
The �?oNotables Showcase�?� multi-media program was presented
at the Biennial Conference. The program was presented at
the Annual Conference of the American Library Associa-
tion, and included a sampling from the notable books, films,
filmstrips, and recordings, as named by the various ALA
evaluation committees.
Amendments to the bylaws, approved ;by the membership
on October 27, 1983, included the following changes:
1. The Chairman-Elect will now serve as Chairman of the Pro-
gram Committee rather than Chairman of the Membership
Committee
2. An appointment will be made from the membership to chair
the Membership Committee.
3. The Past Chairman of the Children�?Ts Services Section shall
serve on the Executive Board as a non-voting member.
Executive Board members for the new biennium include
Karen Perry, Chairman, and Rebecca Taylor, Vice-Chair/Chair-
Elect.
Goals and Objectives Committee
Membership�?"Why, Why Not:
�?oNorth Carolina Librarians�?T Attitudes Toward NCLA�?�
This study surveyed North Carolina librarians during the
winter of 1982 and spring and summer of 1983 to obtain infor-
mation about attitudes that were held toward the North Caro-
lina Library Association. The objective was to determine how
well NCLA was meeting its active membership�?Ts professional
needs and to determine why inactive or nonmembers of NCLA
were no longer playing an active role in this professional library
association.
The sample for this study was 480 librarians representing
school, academic, special, and public library environments. Usa-
ble survey instruments were returned by 138, or 29 per cent of
the combined group (see table 1).
Table 1
Response Results
Surveyed Returned
100 35
100 32
200 57
80 14
Instruentation. The survey instrument used in this study
was developed by Benjamin F. Speller, Jr., and was validated by
members of the Goals and Objectives Committee with assistance
of the research design group at UNC-Chapel Hill's Institute for
Research in the Social Sciences.
The instrument consisted of nine questions. Questions two
through five allowed active members of NCLA to present their
reasons for maintaining their current status, with question
Respondents
School
Public
Academic
Special
1984 Spring�?"41
Biennial Reports
three being divided into seven subsections that allowed for mea-
surement. Questions six through nine allowed former members
and non-members to give their reasons for not maintaining an
active relationship in NCLA. Question seven allowed for measur-
able responses and questions four, five, eight and nine were
open-ended.
Data Analysis. Data were analyzed via a computerized,sta-
tistical analysis system. The Statistical Analysis System (SAS)
was accessed from the Triangle Universities Computation Cen-
ter�?Ts computers on a terminal lcoated in the School of Library
Science�?Ts Computer Access Laboratory. The means of the scale
values for questions three and seven were computed. The ana-
lyses of variance were computed to determine if there was a
significant difference in the responses to questions three and
seven by librarians representing the four types of library envir-
onments described previously in this report.
Findings. Data analyses revealed no significant differences
in the mean scale values for questions three and seven by librar-
ians from the four types of library environments.
Librarians in the survey ranked the reasons for maintaining
membership in NCLA as follows: increased communication with
colleagues in the field; felt obligated to support their profession-
al organization; felt a great concern for the professional associa-
tion to influence legislation; allow opportunities for keeping
current in the profession; and felt the professional association
helps maintain high standards. Table 2 presents a complete
ranking of the reasons by mean score of the responding
librarians.
Table 2
Combined Mean Scores: Reasons For Membership in NCLA
Q3A Support profession
Q3B Communication
Q3C Keeping current
Q3D Annual evaluation
Q3E_ Relevancy of programs
Q3F High standards
Q3G Legislation
Librarians were in strong agreement with the reasons�?"
support the professional organization (12.93) and communica-
tion with their colleagues (12.98). The only disagreement was
with the reason�?"looks good on annual evaluation report.
Librarians who had not maintained their membership in
NCLA gave the following reasons: unable to attend meetings;
programs did not meet their current needs; duplication of
membership in other professional associations or groups; and
membership dues are too high. The complete rankings of this
group in the survey sample are presented in Table 3.
Table 3
Combined Mean Scores: Reasons for Not Joining NCLA
Q7A Dues too high
Q7B Programs not relevant
Q7C Membership duplication
Q7D Unable to attend meetings
Q7E Never asked
Q7F New to profession
Q7G Unsure of need to join
Librarians disagreed with the following statements as
reasons why they had not joined the profession: new to the
profession (4.25), never asked (5.50), and unsure of need to join
(8.40).
42�?"North Carolina Libraries
Conclusions. The data resulting from this survey and its
analyses generated the following conclusions:
1, The sample of librarians appears to be representative of
the North Carolina population.
2. The type of library environment in which North Carolina
librarians work appears to have no impact on their attitudes
toward NCLA; ie., their attitudes appear to be identical.
3. North Carolina librarians appear to maintain member-
ship in NCLA because of the opportunity to communicate with
their colleagues, the felt obligation to support the Association,
and their interest in library legislation activities.
4. Librarians who have not maintained their membership in
NCLA or have never joined appear to have had no opportunity
to attend NCLA meetings or felt that their needs were met
through membership in another professional association or
group.
Recommendations. The following recommendations are
offered as a result of this survey, observation of NCLA programs,
and reviewing the literature of the profession:
1. The NCLA Executive Board should develop a data base of
information about members�?T professional needs and the sec-
tions�?T, roundtables�?T, and discussion/interest groups�?T methods of
identifying program or activity topics for the purpose of attain-
ing common goals.
2. Means or methods should be devised to make NCLA the
dominant voice for all library and information professionals in
North Carolina.
3. Means or methods should be devised to enhance the
library profession�?Ts image among institutional decision makers.
4. An aggressive public relations program should be
planned and developed that would promote the values of pro-
fessional personnel providing information services to the cur-
rent and future citizens of North Carolina.
5. An aggressive public relations program should be
planned and developed to communicate to all North Carolina
librarians the values or benefits that would be derived by them if
they joined and became active members of NCLA.
6. A substantial task force effort should be initiated to
implement the five recommendations presented previously.
Bibliography
Bayard, Ivy. �?oPLA Membership�?"Why and Why Not.�?� PLA Bulle-
tin 31 (January 1976):9-10.
Bird, Claudia, and Johnson, Robin W. �?oLong-Range Planning in
Professional Associations: Agenda for Change.�?� Special
Libraries 74 (January 1983):20-27.
Sheridan, Robert. �?oA Membership Dilemma.�?� American Librar-
des 1 (January 1970):52-55.
Snead, Elizabeth. �?oSchool Librarians�?T Attitudes Towards Mem-
bership in Professional Library Organizations.�?� The
Southeastern Librarian 30 (Spring 1980):11-12.
Trotter, Ann B., and Kozochowicz, Isaac. �?oAmerican Rehabilita-
tion Counseling Association: Membership Survey.�?�
Rehabilitation Counseling Bulletin 14 (September
1970):14-19.
Committee Members:
Benjamin F. Speller, Jr., Chairman, March 1983-date
Anne Carlson
Beverley Gass
Mary Holloway
David Jensen
Valerie Lovett, Chairman, March 1982-March 1983
Richard Wells
North Carolina Association of School Librarians
We are educators. Our role is one of utmost significance in
the lives of our young people. If our students are to survive in
the technological environment that is rapidly unfolding, then
our task of helping our young people to develop the skills to
become independent learners throughout life is crucial.
(NCASL Planning Team, November 1981).
Our association chose as its focus for the biennium For-
warding the Image of the School Media Professional. This theme
evolved from a survey of needs and interests conducted spring
of 1981. On November 6, 1981, a planning team met in Chapel
Hill to formulate strategies for meeting our needs.
The following are some of the activities that were planned
to enable NCASL to project the media programs role in
education:
@ sponsorship of our Biennial Work Conference to be held in
Winston-Salem at the Benton Convention Center, November 4-5,
1982.
® increased emphasis on the quality and frequency of our
NCASL Bulletin.
© establishment of key contact persons in each educational
region to facilitate increased communication and grassroots
involvement.
@ increased participation in the legislative efforts of the North
Carolina Library Association.
© greater contribution of articles to North Carolina Libraries.
@ sponsorship of an annual School Library Media Day in North
Carolina.
© increased avenues for cooperation between school and public
libraries.
® increased membership to include all school media coordi-
nators.
© establishment of an award to be given each biennium to the
outstanding school administrator who has provided exceptional
leadership for the school media program in his/her school
and/or district.
© continued efforts to impact the revision of standards for
Southern Association of Colleges and Schools accreditation.
Accomplishments are many for the 1981-1983 biennium
with many projects initiated to serve the needs of the
membership.
Communications Network. The persons listed below agreed
to be part of a communications network for NCASL by serving as
key contact persons for their respective regions. Members were
urged to share information with the key contact person in their
region so that NCASL could be better informed about member
needs and your successes. Contact people were as follows:
Region 1
Emily S. Boyce
Professor
Department of Library Science
East Carolina University
Region 2
Betty Bell Hill
Media Coordinator
Brewster Junior High
Region 3
Norma Royal
Eno Valley Elementary School
Region 4
Helen Walker Bullard
Media Coordinator
Scotland High School
Region 5
Nona A. Pryor
Media Coordinator
Randleman High School
Biennial Reports
Region 6
Gloria Miller
Media Center Specialist
Charlotte-Mecklenburg Schools
Region 7
Kathy Kiser
Media Center Specialist
Catawba County Schools
Region 8
Lynda B. Fowler, Director
Educational Media, SDPI, Region 8
Publication of Brochures. Volunteers in the School Media
Center, an NCASL-published brochure prepared from materials
developed by the Winston-Salem/Forsyth County Schools, was
mailed to NCASL members in March of 1982.
This brochure won a Certificate of Merit from the South-
eastern Library Association and has been selected for publica-
tion and distribution by the American Association of School
Librarians.
Moore County Schools media coordinators assisted NCASL
in producing its second brochure entitled Marketing the School
Media Center.
Awards and Scholarships. Dr. Gene Lanier of East Carolina
University was honored as the 1982 recipient of NCASL�?Ts Mary
Peacock Douglas Award. The award, established in 1967 to rec-
ognize outstanding efforts in promoting the development of
school libraries, was first presented to Mrs. Douglas.
In making the presentation on behalf of NCASL at the Bien-
nial Work Conference in November, Emily Boyce stated that Dr.
Lanier
_.. has worked for the development of school libraries in North
Carolina for over 25 years. Those years have covered service in
every capacity in the committee structure of the North Carolina
Association of School Librarians, active and highly visible
leadership for the North Carolina Library Association, dedi-
cated commitment to the revision of standards for school
library media centers, and vigorous pursuit of quality educa-
tion for school librarians.
In addition, each biennium the North Carolina Association
of School Librarians awards a $500 scholarship to an applicant
who holds an undergraduate degree and who plans to be a
school librarian/media coordinator in North Carolina. The scho-
larship is to be used toward gaining library science/educational
media certification or toward earning a graduate degree with a
major in library science through an educational institution with
a library media program approved for certification in North
Carolina. The recipient of the scholarship for the biennium was
Pamela Kibler.
Biennial Work Conference (From NCASL Bulletin Winter,
1982). A cornucopia of outstanding speakers, programs, and
exhibits overflowed autumn of 1982 as North Carolina's school
librarians gathered in Winston-Salem for the 1982 Biennial Work
Conference. With nearly one thousand in attendance, every ses-
sion was filled to capacity; and there was evidence aplenty that
the conference theme, �?oEmphasis: Updates and Strategies,�?� had
both a professional and personal message.
The conference opener on Thursday was the Media Fair,
which filled two rooms with creative, innovative ideas and useful
information. Many of the Media Fair participants were building-
level librarians presenting ideas and programs they had devel-
oped for use in their own schools. There was something for
everyone: storytelling, production, literary appreciation, library
skills, microcomputers, and much, much more.
1984 Spring�?"43
Biennial Reports
Alice Fite, Executive Director of AASL, spoke at the Thurs-
day luncheon. Her talk, entitled �?oClimbers When the Way is
Steep,�?� pointed out the difficulties in making progress and gain-
ing self-fulfillment in the many new roles school librarians are
now expected to juggle. Mrs. Fite advised us that we'will need all
our coping skills to accomplish our goals in this decade of cut
budgets and rising expectations. She told us to expect change
and to plan for it, to build a network of colleagues to help in the
process, and to keep up with new trends by reading the profes-
sional literature.
Katherine Paterson, the widely acclaimed Newbery-Award-
winning author, was the main attraction at the Friday luncheon.
Many of us had the opportunity to meet her at the autographing
session earlier in the day; and everyone who came in contact
with her was impressed with her warmth, charm, and sense of
humor. Mrs. Paterson also proved to be a marvelous speaker,
alternately moving and amusing her audience. Drawing from
her years in Japan, she defined the word �?oidea�?� as a sound from
the heart and explained that her novels come from within the
sounds of her heart. Mrs. Paterson asserted that a book is a
cooperative venture between author and reader and that a book
is incomplete until it is read.
The final event of the conference was a rousing General
Session featuring Jackie Torrence, who spoke on �?oCreative Story-
telling.�?� Mrs. Torrence is a nationally known storyteller, fired by
her mission of keeping alive the folklore of generations, who
believes the ghost stories of North Carolina are the finest in the
country.
Many workshops and presentations of interest to media
professionals filled the two-day conference.
Ad Hoc Committees. Chairman Paula Short appointed three
NCASL ad hoc committees in her efforts to increase member
involvement and to implement the mission of the 1981-1983
biennium: forward the image of the school media professional.
The three ad hoc committees were as follows:
Research Grants and Further Scholarships
Arabelle Shockley, Chairman; UNC School of Library Science
Gerald Hodges, UNC-G
Diane Kessler, Neal Jr. High School, Durham
Revision of the NCASL Handbook
Judy Knight, Chairman; Culbreth Jr. High School, Chapel Hill
Mona Powell, Fayetteville City Schools
Edith Briles, Randolph County Schools
School Media Day Observance
Helen Tugwell, Chairman; James B. Hunt, Jr. Hunt Jr. High
School, Wilson
Marilyn Miller, UNC School of Library Science
Clara Crabtree, Durham County Schools
The Research Grant and School Media Day Ad Hoc Commit-
tees studied the possibilities of conducting such activities and
made recommendations to the NCASL Executive Committee as
to feasibility, possible policies, and procedures for implementa-
tion.
The Ad Hoc Committee to Revise the Handbook studied the
current handbook and implemented the necessary revisions to
bring it up-to-date.
NCASL members were invited to make recommendations
and suggestions to these committees as well as to Chairman
Short.
Special Committees. As a result of the work of two Ad Hoc
Committees, two special committees were established to imple-
ment the plans of the Ad Hoc Committees. Those Committees
are as follows:
44�?"North Carolina Libraries
Research Grants Committee, Dr. Gerald Hodges, Chair
School Library Media Day Committee, Edith Briles, Chair
The first Research Grants will be awarded during the 1983-
1985 biennium. School Library Media Day will be observed
statewide on April 11, 1984, during National Library Week. Gov-
ernor James B. Hunt, Jr., has officially proclaimed April 11, 1984,
School Library Media Day in North Carolina.
Administrator of the Year Award. Dr. J. Frank Yeager,
superintendent of the Durham County Schools, received
NCASL�?Ts first Administrator of the Year Award at the 1982
summer meeting of the North Carolina Association of School
Administrators.
The award is made to a school administrator for developing
an exemplary school library media program. The recipient
should also have made an outstanding and sustained contribu-
tion advancing the role of the school library media center as an
agency for improvement of education.
�?oR & R Forums.�?� During the spring of 1983, NCASL ven-
tured into a new area. We began what we hope will be an annual
spring event in the regions. The first NCASL �?oR & R Forums�?�
were held in Region 1 at Greenville, Region 4 in Laurinburg, and
Region 5 in Greensboro. Attendance was good and the discus-
sions very informative. If these first forums are any indication,
the concept is very important. Those who attended enjoyed deli-
cious refreshments, lots of door prizes, fellowship with col-
leagues, and the opportunity to express opinions and gather
information. The many issues that were discussed at length have
given the NCASL officers a better understanding of membership
concerns. It is hoped that from such forums, NCASL will be able
to continue to develop programs and activities that meet
member needs.
The success of the forums was due to the hard work of the
area key contact people who hosted them. They were Emily
Boyce at ECU in Region 1, Helen Bullard at Scotland High School
in Region 4, and Nona Pryor at Randleman High School in
Region 5.
New Election Procedure. The NCASL Nominating Commit-
tee, chaired by David Harrington, presented the first slate of
candidates nominated under the amended NCASL Bylaws. The
committee presented two candidates for the office of Vice-Chair-
man/Chairman-Elect, who will serve in that capacity for 1983-
85, to be followed by a two-year term as Chairman. In addition,
two candidates were also proposed for two Directors, one at
large and one based on geographical location, each for a four-
year term, and for the position as NCASL Delegate to the Affil-
iate Assembly of the American Association of School Librarians.
The candidates presented by the NCASL Nominating Com-
mittee were as follows. Their biographical information was to be
published in North Carolna Libraries.
Vice-Chairman/Chairman-Elect:
Gloria Miller, Program Specialist for Media Centers, Charlotte-
Mecklenburg Schools
Helen Tugwell, Media Coordinator, James B. Hunt Jr., High
School, Wilson County Schools
Director-Western:
Sharon Deal, Media Coordinator, North Iredell High School, Ire-
dell County Schools
Kathy Kiser, Director of Media Services, Catawba County
Schools
Director-At-Large:
Gwen Jackson, Media Coordinator, Morehead Elementary
School, Carteret County Schools
Jane Medford, Media Coordinator, China Grove Elementary
School, Rowan County Schools
Delegate to AASL Affiliate Assembly:
Shirley Brooks, Media Coordinator, Salisbury High School, Salis-
bury City Schools
Gayle Keresey, Media Coordinator, East Arcadia School, Bladen
County Schools.
Elected to serve for the 1983-1985 biennium with Dr. J udie
Davie, Chair-Elect, were Helen Tugwell, Vice-Chairman/Chair-
Elect; Sharon Deal and Gwen Jackson, Directors; and Gayle
Keresey, delegate to AASL Affiliate Assembly. Selected by the
in-coming Chairman to serve as Secretary-Treasurer was Caro-
lyne Burgman.
Additional Activities. NCASL members participated in
national conferences with Emily Boyce, Judie Davie, Paula
Short, and Arabelle Fedora presenting workshops sponsored by
NCASL at the ASSL Conference in Houston.
NCASL was represented during the biennium at the Affil-
iate Assembly of AASL both at ALA in Philadelphia and Los
Angeles. NCASL presented two resolutions in Los Angeles which
were adopted by the Assembly.
The NCASL Archives Committee prepared material from
previous bienniums for binding and storage in the State Library.
The Membership Committee corresponded with every
media professional in North Carolina to urge membership in
NCASL. The membership as of October 1983 stood at 857.
LN ae eT ee ee
Biennial Reports
David Harrington and Chairman Paula Short represented
school library media center interests during ALA National Legis-
lative Day in Washington.
Through the work of the Research Grants Ad Hoc Commit-
tee, funding covering travel expenses to NCLA and/or NCASL
Biennial Work Conference will be awarded on a competitive
basis to NCASL members who apply during the 1983-1985 bien-
nium. The Awards and Scholarship Committee will administer
these awards.
Chairman Paula Short represented NCASL as a member of
the State Library Commission. She and other NCASL members
also served on national committees of AASL and other ALA
sections.
The biennium was brought to a close with the NCASL lunch-
eon and workshops held at NCLA in October, 1983. Lillian Ger-
hardt, Editor of School Library Journal, was the speaker at the
luncheon. Workshops included a joint venture with Children�?Ts
Services Section on parent involvement and an afternoon ses-
sion conducted by the School Library Media Day Special Com-
mittee to share with media coordinators ideas and strategies for
celebrating North Carolina School Library Media Day at the
local level in April.
It was a biennium featuring great involvement, and many
accomplishments. Congratulations to the Executive Committee,
committee chairmen and committee members, key contact
persons, ad hoc committee chairmen and members, special
committee chairmen and committee members, and the NCASL
membership for a most productive biennium.
Dr. Paula M. Short, Chairman, North Carolina Association of
School Librarians
Join NCLA
i i
NORTH CAROLINA LIBRARY ASSOCIATION
_____ New membership _�?"_�?" Renewal ____ Membership no.
Name
First Middle Last
Position
Business Address
City or Town State Zip Code
Mailing Address (if different from above)
CHECK TYPE OF DUES:
( SPECIAL-Trustees, paraprofessional and support staff, non-salaries persons,
retired librarians, library school students, �?oFriends of the Library,�?� and non-
TSAR ANS 6 dass cen ts ths eae as aoa SOT A eines ee ue tlt ee ee Sere $15.00
DO LIBRARIANS�?"earning up to $12,000 .......-.-:ssrserreeer reesei esses $22.00
0 LIBRARIANS�?"earning $12,000 to $20,000 ....... sere cere eee e cere ees $30.00
1 LIBRARIANS�?"earning over $20,000 ...-.-+-+-+0rsssssees sects reese es $40.00
CO CONTRIBUTING�?"individual, Association, Firm, etc. interested in the work of
RGEI ois a cikcnsies ceanind dung ete sears wedacmerntsy get on Soon ahy he $50.00
OD INSTITUTIONAL�?"Same for all libraries... . 1-6... e see ree eset eee ne ees $50.00
CHECK SECTIONS: One free; $4.00 each additional.
O Children's O Trustees 0 Women's Round Table
O College © Public atta cae ge
O Documents OD Ref. & Adult GB Ethnic'Minonties RT
O Jr. College © RTSS (Res.-Tech.)
© NCASL (School) 0 JMRT
AMOUNT ENCLOSED §.
a lg LD
Mail to:
Eunice Drum, Treasurer, NCLA, Division of State Library, 109 East Jones Street, Raleigh, NC 27611.
1984 Spring�?"45
NCLA Minutes and Reports
North Carolina Library Association
Minutes of the Executive Board
October 25, 1983
The Executive Board of the North Carolina Library Associa-
tion met on October 25, 1983, in the Regency Ballroom No. 2 at
the Hyatt House, Winston-Salem, N. C. Members present were
Mertys Bell, Leland Park, Carol Southerland, Mary Jo Godwin,
Gwen Jackson, Emily Boyce, Rebecca Ballentine, Robert Burgin,
Kathy Woodrell, Robert Bland, Dawn Hubbs, Shirley Jones, John
Pritchard, William Bridgman, Nancy Fogarty, Doris Anne Brad-
ley, Ruth Katz, and Gary Barefoot. Also present were committee
chairmen, members of the incoming Executive Board, and the
conference committee. Board members absent were Bob Pol-
lard, Gerald Hodges, Bill O�?TShea, and Paula Short.
President Bell called the meeting to order. She introduced
Larry Roland of Ruzicka-South and thanked him for printing the
conference program and gave special thanks to Brenda Cotten
of Ruzicka for the program design and layout.
Minutes of the July 22, 1983, meeting were read and
approved.
The president recognized Dr. Park, who announced that
preconference registrations were over 1,000 and exhibit booths
rented numbered 90 and that Mrs. Bush would not be attending
due to the crisis in Lebanon. Park thanked all who had worked
hard toward making the conference a success, particularly
Robert Burgin, Bill Kirwan, Sharon Crowe, Arial Stephens, and
the staff at Forsyth County Library.
Mr. Stephens announced the dates of upcoming confer-
ences: SELA October 15-20, 1984, Biloxi, MS; and NCLA October
1-5, 1985, Raleigh. Winston-Salem is being considered as the site
for 1992 SELA Conference by the SELA Site Selection
Committee.
Committee and section chairs were reminded to submit all
biennial reports by November 8 if they are to be included in the
next issue of North Carolina Libraries, the conference issue.
New section chairpersons should notify NCL editor Robert Bur-
gin as to who will be their section representatives on the NCL
Editorial Board. The journal�?Ts new advertising manager is Jeff
Sauer of Western Carolina. The rate for foreign subscriptions
has been increased to $25.00.
Eunice Drum distributed copies of the treasurer�?Ts report for
January 1, 1983-September 30, 1983.
The president recognized the section chairpersons for
reports. All submitted written reports. Dr. Shirley Jones, chair-
person of the Junior College Section, presented the section�?Ts
revised bylaws which had been reviewed by the section and the
Constitution, Codes, and Handbook Committee. She made a
motion that they be approved, Ms. Boyce seconded, and the
Board approved. She announced that Doris Betts, the scheduled
conference speaker, was unable to attend due to the death of
her father. Dr. James Clark will substitute with a presentation
on Thomas Wolfe. Beverley Gass has been selected as the sec-
tion�?Ts representative on the NCL Editorial Board.
46�?"North Carolina Libraries
Judie Davie reported for NCASL. She thanked the program
committee for arranging one full day of school-oriented pro-
gramming. Paula Short, NCASL president, now resides in Shreve-
port, LA, and gave birth on October 14. The section has
prepared a guide book for School Library Media Day to be held
April 11, 1984. Governor Hunt has prepared a proclamation
designating the day �?oSchool Library Media Day in North
Carolina.�?�
RTSS Section chairperson, Doris Anne Bradley, reported
that Mary D. Ruble, Belk Library, Appalachian State University,
was the winner of the RTSS Grant of $250 for the Biennial Con-
ference. Catherine Baron, systems engineer for IBM, was the
recipient of the Best Article Award of $100 for her article, �?oOpen
Versus Closed Periodicals Stacks in a Research Library: How to
Study the Question.�?�
President Bell recognized and introduced the incoming
NCLA officers and Board members.
Roy Day, Community Education Committee chairperson,
reported that the committee had completed a survey of North
Carolina libraries�?T efforts to combat illiteracy. They concluded
that a cooperative effort involving the community colleges, pub-
lic libraries, public schools, local literacy councils, and other
agencies or organizations appeared to be the most effective
means of addressing the literacy problem.
Ben Speller submitted a written report from the Goals and
Objectives Committee with the results of the committee�?Ts mem-
bership attitude survey. The committee found the sample to be
representative of the North Carolina population and that type
of library environment appeared to have no impact on librar-
ians�?T attitudes toward NCLA. North Carolina librarians maintain
NCLA membership because of an obligation to support the asso-
ciation, for the opportunity to communicate with colleagues and
because of an interest in library legislation. The committee out-
lined six recommendations for the Executive Board.
There being no further business the meeting adjourned.
Mary Jo P. Godwin, Secretary
North Carolina Library Association
Minutes of the Business Meeting
Friday, October 28, 1983
The North Carolina Library Association met during the
Biennial Conference at 9:00 a.m., Friday, October 28, at the Ben-
ton Convention Center, Winston-Salem, N.C. President Mertys
Bell called the meeting to order. All present joined in a moment
of silence in memory of deceased librarians and trustees. Presi-
dent Bell read aloud the names of the deceased.
The president recognized Emily Boyce who presented pro-
posed changes in the association's constitution as .recom-
mended by the Executive Board and the NCLA Constitution,
Codes, and Handbook Committee. The proposed change extends
the term of treasurer to four years rather than the present two
years and becomes effective at the adjournment of the biennial
meeting following his election. Ms. Boyce made a motion to
adopt the change as presented. The motion was properly
seconded and was approved by the membership.
The president recognized Martha Davis, chairperson of the
Resolutions Committee, who presented a resolution regarding
participation of librarians in curriculum reform. The resolution
calls for the appointment of a librarian representing NCLA to
the N.C. Commission on Education for Economic Growth. This
appointment would assure a librarian�?Ts participation in the
state-level discussion and development of revised curricula for
grades K-12. The motion to adopt the resolution was seconded
by Nancy Fogarty and approved by the membership.
Ms. Davis presented the following resolutions: a resolution
of thanks to the officials of the City of Winston-Salem and For-
syth County, the staff of Benton Convention Center, Hyatt Hotel,
and all individuals actively involved in the planning and activi-
ties of the conference with special thanks extended to confer-
ence speakers; a resolution honoring W. Robert Pollard, NCLA
treasurer for the past four years; a resolution of gratitude to
Jonathan A. Lindsey, editor of North Carolina Libraries for the
past five years; and a resolution of appreciation to Mertys Bell
for dedicated service as president. Gary Barefoot seconded the
motion to adopt the resolutions as presented. The motion
passed.
President Bell gave a report to the membership highlighting
the association�?Ts accomplishments during the biennium. She
challenged the association to continue to focus public aware-
ness on libraries and library related matters such as illiteracy.
President Bell passed the gavel to Dr. Leland Park, the new
president, who adjourned the meeting.
Mary Jo P. Godwin, Secretary
North Carolina Library Association
Minutes of the Executive Board
October 28, 1983
The Executive Board of the North Carolina Library Associa-
tion met Friday, October 28, at 7:30 p.m. in the Granville Suite of
the Hyatt Regency Hotel in Winston-Salem. Members present
were Leland Park, Pauline Myrick, Jane Williams, Roberta Willi-
ams, Bob Pollard, Mertys Bell, Eunice Drum, Robert Burgin, Jer-
ry Thrasher, Karen Perry, Andrea Brown, Judie Davie, Benjamin
Speller, Dorothy Burnley, Vivian Beech, and Mary P. Williams.
Bill Bridgman represented the Public Library Section. Also pres-
ent were Arial Stephens and Elizabeth Laney. Board members
absent were Emily Boyce, Rebecca Ballentine, Shirley McLaugh-
lin, Robert Bland, Emily Correll, Judith Sutton, Larry Barr, and
Patsy Hansel.
President Park called the meeting to order. He welcomed
the group and called on those present to introduce themselves.
President Park announced that Mary Jo Godwin, NCLA
secretary for the 1981/83 biennium, would forward her minutes
of the Executive Board meeting held on October 25th and that
copies would be distributed to all board members prior to the
January 1984 board meeting.
President Park announced the procedure to be followed for
the recording and distribution of the minutes of future board
meetings:
1. At each board meeting, written copies of all reports are to be
given to the president, secretary, the editor of North Carolina
Libraries and the editor of Tar Heel Libraries.
NCLA Minutes and Reports
2. The secretary will record the minutes and attach file copies of
all reports. The minutes will be sent to the president for his
approval within two weeks following each board meeting.
3. Copies of the minutes will be distributed to all board members
ten days prior to the next meeting.
President Park distributed a schedule of the executive
board meetings for 1984. He also distributed a directory with
addresses and telephone numbers of the 1983/85 NCLA Execu-
tive Board. Corrections were noted and made in the directory.
President Park announced the following appointments:
1. Robert Burgin will continue to serve as editor of North Caro-
lina Libraries.
2. Louise Boone will chair the Governmental Relations Commit-
tee, with Nancy Bates as vice-chair.
3. Gene Lanier will chair the Intellectual Freedom Committee.
4, Arial Stephens will serve as representative to the State Steer-
ing Committee on Networkin g and will report on the work of this
committee to the NCLA Executive Board.
A general discussion and review of the 1983 NCLA Biennial
Conference followed. Robert Burgin reported a total registration
of 1,273. He also announced that 90 exhibitors spaces were sold
and that the exhibitors were pleased with the response and
interest shown by conference attendees. The board expressed
its gratitude to Robert Burgin, Arial Stephens, Leland Park, and
other members of the Conference Committee for an outstanding
and successful conference. The board also expressed gratitude
to the staff of the Forsyth County Public Library for all their help
and especially for the wine and cheese party which they hosted.
Mary Williams, chair of the Roundtable for Ethnic Minority
Concerns, reported that, by the end of the conference, 100 per-
sons had joined the new roundtable. Officers were elected for
the 1983/85 biennium, and the roundtable membership ap-
proved a proposed set of bylaws. The bylaws will be forwarded to
NCLA�?Ts Constitution, Codes, and Handbook Committee for study
and approval.
Bob Pollard, 1981/83 treasurer, discussed the current
budget. He stated that the transfer of books from the 1981/83
treasurer to the 1983/85 treasurer will take place January 1,
1984. Pollard also announced that, as of Octoaber 20, 1983,
NCLA had a total membership of 1,857.
Robert Burgin reminded everyone of the November 10 dead-
line for the next issue of North Carolina Libraries.
Arial Stephens noted that both NCLA and the Public
Library Section have representatives on the North Carolina Pub-
lic Librarian Certification Commission. Judith Sutton has been
serving as the NCLA representative. However, she is now serving
as 1983/85 chair of the Public Library Section, and, as chair, will
automatically be the Public Library Section representative on
the commission. Therefore, the Public Library Section voted to
recommend to the Executive Board that Bill Bridgman be
appointed NCLA representative to the commission. Bridgman
excused himself from the meeting at this point. Robert Burgin
moved that the board approve the recommendation of the
Public Library Section. The motion was seconded and passed.
Mertys Bell reported on the Southeastern Library Associa-
tion�?Ts Seventh Annual Presidents�?T Meeting which was held in
Atlanta on August 25, 1983.
Elizabeth Laney distributed copies of the application forms
for NCLA scholarships.
President Park presented Mertys Bell with a special
engraved plaque and gavel in recognition of her outstanding
leadership as 1981/83 NCLA president.
The meeting adjourned at 9:30 p.m.
Roberta S. Williams, Secretary
1984 Spring�?"47
President
LELAND M. PARK
Davidson College Library
Davidson, NC 28036
(704) 892-2000 Ext. 331
First Vice-President/
President-Elect
PAULINE F. MYRICK
Moore County Schools
Box 307
Carthage, NC 28327
(919) 947-2976
Second Vice-President
M. JANE WILLIAMS
Division of State Library
109 East Jones Street
Raleigh, NC 27611
(919) 733-2570
Secretary
ROBERTA S. WILLIAMS
Transylvania County Library
105 South Broad Street
Brevard, NC 28712
(704) 883-9880
Treasurer
EUNICE P. DRUM
Box 40034
Raleigh, NC 27604
(919) 733-4488
Director
SHIRLEY B. McLAUGHLIN
Asheville-Buncombe Technical
College
340 Victoria Road
Asheville, NC 28801
(704) 254-1921 Ext. 300
Director
JERRY A. THRASHER
Cumberland County Public
Library
Box 1720
Fayetteville, NC 28302
(919) 483-1580
Past President
MERTYS W. BELL
Guilford Technical Community
College
Box 309
Jamestown, NC 27282
(919) 292-1101 Ext. 2295
ALA Representative
EMILY BOYCE
Department of Library Science
East Carolina University
Greenville, NC 27834
(919) 757-6621
48�?"North Carolina Libraries
1983-85
SELA Representative
REBECCA S. BALLENTINE
Institute of Government
UNC-Chapel Hill
Chapel Hill, NC 27514
(919) 966-4130
NCLA EXECUTIVE BOARD
Editor, North Carolina Libraries
ROBERT BURGIN
Forsyth County Public Library
660 West 5th Street
Winston-Salem, NC 27101
(919) 727-2556
SECTION/ROUNDTABLE CHAIRS
Children�?Ts Services
KAREN M. PERRY
Archdale-Trinity Middle School
Box 232
Trinity, NC 27370
(919) 431-6714
College and University
ROBERT N. BLAND
Ramsey Library
UNC-Asheville, NC 28814
(704) 258-6543
Documents
EMILY CORRELL
Public Library of Charlotte and
Mecklenburg County
310 North Tryon Street
Charlotte, NC 28202
(704) 374-2540
Junior Colleges
ANDREA P. BROWN
Kenan Library
St. Mary�?Ts College
900 Hillsborough Street
Raleigh, NC 27603-1689
(919) 828-2521 Ext. 313
Junior Members Roundtable
VIVIAN W. BEECH
New Hanover County Public
Library
201 Chestnut Street
Wilmington, NC 28403
(919) 763-3303
N.C. Association of School
Librarians
JUDIE DAVIE
Department of Library Science/
Educational Technology
UNC-Greensboro
Greensboro, NC 27412
(919) 379-5100 Ext. 63
Public Library
JUDITH K. SUTTON
Public Library of Charlotte and
Mecklenburg County
310 North Tryon Street
Charlotte, NC 28202
(704) 374-2660
Reference and Adult Services
LARRY BARR
Department of Library and
Media Studies
Appalachian State University
Boone, NC 28608
(704) 262-2243
Resources and Technical Services
BENJAMIN F. SPELLER, JR.
School of Library Science
North Carolina Central University
Durham, NC 27707
(919) 683-6485
Roundtable for Ethnic Minority
Concerns
MARY P. WILLIAMS
J. Y. Joyner Library
Kast Carolina University
Greenville, NC 27834
(919) 757-6691
Roundtable on the Status of
Women in Librarianship
PATSY J. HANSEL
Cumberland County Public
Library
Box 1720
Fayetteville, NC 28302
(919) 483-8600
Trustees
DOROTHY R. BURNLEY
508 Ashe Street
High Point, NC 27260
(919) 733-4838
Editor
ROBERT BURGIN
Forsyth County Public Library
660 West 5th Street
Winston-Salem, NC 27101
(919) 727-2556
Associate Editor
PATSY J, HANSEL
Cumberland County Public
Library
Box 1720
Fayetteville, NC 28302
(919) 483-8600
Associate Editor
ROSE SIMON
Dale H. Gramley Library
Salem College
Winston-Salem, NC 27108
(919) 721-2649
Book Review Editor
ALICE COTTEN
Wilson Library
UNC-Chapel Hill
Chapel Hill, NC 27514
(919) 962-1172
Advertising Manager
JEFF SAUER
Hunter Library
Western Carolina University
Cullowhee, NC 28723
(704) 227-7485
_ North Carolina Libraries, published four times a year,
lina Library Association. Membership dues include a subscrip
EDITORIAL STAFF
Children�?Ts Services
BONNIE FOWLER
237 Arrowleaf Drive
Lewisville, NC 27023
(919) 945-5236
College and University
MARIE DEVINE
Ramsey Library
UNC-Asheville
Asheville, NC 28814
(704) 258-6625
Documents
MICHAEL COTTER
J.Y. Joyner Library
East Carolina University
Greenville, NC 27834
(919) 757-6533
Junior Colleges
BEVERLEY GASS
Guilford Technical Community
College
Box 309
Jamestown, NC 27282
(919) 292-1101
Junior Members Roundtable
JOHN BURNS
Elbert Ivey Memorial Library
420 Third Avenue NW
Hickory, NC 28601
(704) 322-2905
N.C. Association of School
Librarians
FRANCES BRADBURN
Greensboro Day School
Box 9361 ;
Greensboro, NC 27429-0361
(919) 288-8590
ship information may be obtained from the treasurer of NCLA.
Subscription rates for 1984 are $20.00 per year, or $5.00 per issue,
per year, or $7.00 per issue, for foreign sub
copies are available through University Micro
Library Literature and publishes its own annual index.
Editorial correspondence should be addressed to the editor;
be addressed to the advertising manager. Articles are juried.
North Carolina Libraries is printed by Meridional Publications,
Public Library
BOB RUSSELL
Elbert Ivey Memorial Library
420 Third Avenue NW
Hickory, NC 28601
(704) 322-2905
Reference and Adult Services
ILENE NELSON
Duke University Library
Durham, NC 27606
(919) 684-2373
Resources and Technical Services
GENE LEONARDI
Shepard Library
North Carolina Central University
Durham, NC 27707
(919) 683-6220
Roundtable for Ethnic Minority
Concerns
SYLVIA SPRINKLE-HAMLIN
Forsyth County Public Library
660 West 5th Street
Winston-Salem, NC 27701
(919) 727-2176
Roundtable on the Status of
Women in Librarianship
MARY McAFEE
Forsyth County Public Library
660 West 5th Street
Winston-Salem, NC 27101
(919) 727-2264
Trustees
is the official publication of the North Caro-
tion to North Carolina Libraries. Member-
for domestic subscriptions; $25.00
scriptions. Backfiles are maintained by the editor. Microfilm
films International. North Carolina Libraries is indexed by
advertisement correspondence should
Wake Forest, NC.
Issue deadlines are February 10, May 10, August 10, and November 10.
vVEBLZ ON
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