The general purpose of this study is to investigate the influence of conferences and job rotation on job productivity of library staff in tertiary institutions in Imo State, Nigeria. The survey research design was used for this study using questionnaire as an instrument for data collection. This study covered the entire population of 661. Out of these, 501 copies of the questionnaire representing 75.8% were duly completed and returned for analysis. Student’s t-test was used to analyze the research questions. The finding showed that conferences had no significant influence on the job productivity of library staff in tertiary institutions in Imo State, Nigeria (F cal= 7.86; t-vale =6.177; p >0.005). Finding also showed that job rotation significantly influences job productivity of library staff in tertiary institutions in Imo State, Nigeria (F-cal value= 18.65; t-value = 16.225; P<0.05). This study recommended that, government should ensure that library staff participate in conferences with themes and topics that are relevant to the job they perform and also ensure that there should be proper evaluation and feedback mechanism which aimed to ensuring control and minimize abuse of their development opportunities. Again, there should be written statement of objectives in order to sustain job rotation programmes. Also, that training and development needs of library staff must be identified and analyzed before embarking on job rotation processes as this would help to build skills, competences, specialization and high job productivity.

1. Influence of Conferences and Job Rotation on Job Productivity of Library Staff in Tertiary Institutions in Imo State, Nigeria
Influence of Conferences and Job Rotation on Job
Productivity of Library Staff in Tertiary Institutions in Imo
State, Nigeria
1Lovet Ovigue Esievo, PHD, CLN, *2Dr. Magnus Chukwuduziem Unegbu, 3Ogbonna Isaac-
Nnadimele, 4Magnus Alaehie
1Senior Librarian, President Kennedy Library, Institute of Administration, Ahmadu Bello University, Zaria, Nigeria
2,4Library Department, Alvan Ikoku Federal College of Owerri, Imo State, Nigeria
3Department of Library and Information Science, Federal Polytechnic Nekede, Owerri, Imo State, Nigeria
The general purpose of this study is to investigate the influence of conferences and job rotation
on job productivity of library staff in tertiary institutions in Imo State, Nigeria. The survey research
design was used for this study using questionnaire as an instrument for data collection. This
study covered the entire population of 661. Out of these, 501 copies of the questionnaire
representing 75.8% were duly completed and returned for analysis. Student’s t-test was used to
analyze the research questions. The finding showed that conferences had no significant influence
on the job productivity of library staff in tertiary institutions in Imo State, Nigeria (F cal= 7.86; t-
vale =6.177; p >0.005). Finding also showed that job rotation significantly influences job
productivity of library staff in tertiary institutions in Imo State, Nigeria (F-cal value= 18.65; t-value
= 16.225; P<0.05). This study recommended that, government should ensure that library staff
participate in conferences with themes and topics that are relevant to the job they perform and
also ensure that there should be proper evaluation and feedback mechanism which aimed to
ensuring control and minimize abuse of their development opportunities. Again, there should be
written statement of objectives in order to sustain job rotation programmes. Also, that training
and development needs of library staff must be identified and analyzed before embarking on job
rotation processes as this would help to build skills, competences, specialization and high job
productivity.
Key Words: Conferences, Job Rotation, Job Productivity, Library Staff
INTRODUCTION
The term productivity is defined by Yukl (2006) as how
much and how well we produce from the resources used.
Fadehan (2010) defines productivity as a measure of the
efficiency of a person, machine, factory, system in
converting inputs into useful outputs. Moseng and
Rolstadis (2001) define productivity as the ability to satisfy
the market's need for goods and services with a minimum
of total resources consumption. Just as the economic
health of any nation is an indication of the wealth of
productivity in its firms, so it is with the institutions. The
quality of services rendered by the library staff coupled
with the nature and quality of their jobs are indications of
the organization productivity. One can then infer that
productivity is of such importance that organizations
neglecting it do so at their own detriment. Productivity is
not attained in a vacuum; it has always been tagged to
workers performance whether or not the other factors that
affect performance are x-rayed. For instance, it is not
possible to hire only the brain and hand; the owner of that
brain and hand must always come along for the equation
to balance. The ability to accommodate employee needs
is a healthy and positive advance to increasing efficiency
of personnel.
*Corresponding Author: Magnus Chukwuduziem
Unegbu, Library Department, Alvan Ikoku Federal College
of Owerri, Imo State, Nigeria.
Email: callongoff@yahoo.com;
magnus.unegbu@alvanikoku.edu.ng.
Research Article
Vol. 3(1), pp. 029-034, March, 2021. © www.premierpublishers.org. ISSN: 2326-7262
World Journal of Library and Information Science

2. Influence of Conferences and Job Rotation on Job Productivity of Library Staff in Tertiary Institutions in Imo State, Nigeria
Esievo et al. 30
Toplin and Winterton (2002) proffer advice for high level
productivity, these are; employing qualified and competent
hands; assigning specific jobs to specific staff and holding
them accountable; trustworthy relationship between the
leader and the subordinate quickly and competently;
recognition and incentive for a job well done innovation
and clear identification of tasks and gaps that are needed
to achieve goals. Webb (2011) expresses that the attitude
of library staff affects their productivity in many ways
without the awareness of library staff themselves. While
the positive attitude results in increased productivity, the
negative can have the opposite effect and can also be
infectious to other library staff who may quickly pick them
up and adopt them.
According to Holtz and Harold (2013), the availability and
regular supply of the factors of production, a motivated
work force and good management are some of the factors
that directly impact on productivity. The authors’ further
stress that management factors (issue of leadership and
the style adopted) is usually relegated to the background
while the most verified in terms of productivity is labour.
According to Mullis (2015), productivity is a measure of the
efficiency of a person, machine or system in converting
inputs into useful outputs. Attainment of high productivity
is of primary concern to management and employees of
most organizations. Johnson (2015) views productivity as
reaching the highest level of performance with the least
expenditure of resources. Sheahan (2013) links
productivity to employee morale. According to the author,
productivity increases when employees are happy at work
and have more motivation; that poor morale causes
employees to be disengaged because productivity is the
watch-word for every organization desirous of survival.
According to Tella, Ayeni and Popoola (2007), high
productivity remains dependent on the effective
management of the workforce. Productivity at work is the
effort made by an employee within an organization in order
to achieve particular predetermined results through the
use of available resources (Abdel-Razak, 2016).
According to Robbins and Coutler (2013), productivity in
the workplace is the accumulated results of activities that
an employee performs; it comprises what an employee
does in the workplace toward the achievement of
organizational goals and the outcomes of his actions which
are measurable.
According to Susanty, Miradipta and Jie (2013), when
workers have positive attitudes in an organization their
level of commitment is high and this invariably enhances
their work productivity. In the light of the foregoing, this
study therefore, seeks to investigate influence of
conferences and job rotation on job productivity of library
staff in tertiary institutions in Imo State, Nigeria.
Research Questions
The following research questions were posed to guide the
study.
i. What is the influence of conferences on job
productivity of library staff in tertiary institutions in Imo
State, Nigeria?
ii. What is the influence of job rotation on job productivity
of library staff in tertiary institutions in Imo State,
Nigeria?
Review of Literature
They are organized plan in which the members seek to
develop knowledge and understanding by obtaining a
considerable amount of oral participation (Ahuja, 2016).
An academic conference according to Wikipedia (2017) is
a conference for researchers to present and discuss their
work, either at an individual level, group level or organized
by a professional body.
Conference and seminar as a means of teachers
development whether local, national or international,
encourage library staff development, improve relations
among library staff, open new horizon in the profession,
and helps to recognize the interdependence of knowledge
and information (Ifidon and Ifidon, 2007).
Library staff attend conferences in order to improve on
their basic education, gain concepts, and get
specializations that are relevant to the needs of the work
place. Attending conferences whether face to face or E-
conferencing according Johnson (2015) thus fulfills part
of the responsibility for staff training and development
through broadening the attitudes and permitting their
exposure to new ideas and developments through both
formal and informal discussions with other professional
colleagues. When library staff attend conferences not only
will they hear experts speak on the latest issues, but they
will also meet colleagues from other organizations and
build career networks.
This networking promotes the exchange of information and
support growth of both individual employees and the
organization as a whole and may also improve their
professional backgrounds and enhance the value of their
services to the people (Johnson, 2015). Participation in
conferences and seminars is usually seen as major
contribution to professional development. These
developmental processes are used when attitude change
is the goal (Snell and Bohlander, 2017). In spite of the
benefits of attending conferences, cost of participation,
lack of sponsorship, and lack of interest and lack of
awareness are problems facing conference attendance
(Eke, 2011). Other drawbacks according to Ahuja (2016)
are: it is limited to a group participant; and progress is often
slow because all those desiring to speak on a point are
generally allowed to do so. Also, sometimes irrelevant
issues creep in and main issue is lost in the process.
Job rotation is an approach to skill development where an
individual is moved through a schedule of assignments
designed to give him or her breath of exposure to the entire

3. Influence of Conferences and Job Rotation on Job Productivity of Library Staff in Tertiary Institutions in Imo State, Nigeria
World J. Lib. Inf. Sci. 31
operation (Iherrohanma, 2002). Job rotation may be in
various functional areas of the organization or between
jobs in a single functional area or department. It involves
periodic shifting of an employee from one task to another
in order to pick experience and expertise in different areas
of work in different units of an organization which would
also contribute to the health of the organization (Robbins
and Judge, 2009). Eriksson and Ortega (2006) report that
job rotation provides an organizational overview,
encourages interdepartmental cooperation, bringing fresh
view points to otherwise stagnant sections of the
organization and promotes flexibility, employee learning,
building of skills and knowledge.
Cosgel and Miceli (2016) submit that job rotation produces
innovation by improving an organization’s ability to initiate
and respond to change. Process change ideas are
produced because of workers knowledge of the overall
relationship among job task, and allowing workers to apply
their knowledge of one task to the improvement of others.
The major objective of job rotation is that of broadening the
background of employee in organizations (Hill and
Mcshane, 2015). Effective job rotations are linked to library
staff training, development and career management
systems and based on be following purposes: (a) job
rotation is used for developing skills as well as gives
employees experience for managerial positions; (b)
employers understand specific skills that will be developed
by rotation; (c) job rotation is used for all levels and types
of employees; (d) job rotation is linked with career
management process so employees know the
development needs addressed by each job assignment;
(e) benefits of job rotation are maximized and costs are
minimized through managing time of rotations and
reduced workload costs and helping library staff
understand job rotations role in development plans; and (f)
all library staff have equal opportunities for job rotation
assignments regardless of their demographic group
(Cheraskin and Campion, 2014). Campion, Cheraskin and
Stevens (1994) maintain that job rotation provides
opportunity for library staff to be trained to become a
generalist.
In Eriksson and Ortega (2001), three theories of why
organizations introduce job rotation outlines, “employee
learning” “employer learning” and “employee motivation”.
Library staff learning is “that employees who rotate
accumulate more human capital because they are
exposed to a wider range of experiences. The more an
employee moves the more he learns’ Employer learning,
“the firm its self learn more labour its own employees if
it can Observe at different jobs. To find the job that the
employee is best at, the employer needs to move the
library staff around and observe how he performs at each
position”. “Employee motivation” job rotation “motivates
library staff who would otherwise become bored and tired
of always performing the same task”. The essence of job
rotation development strategy is to make the library staff
understand and appreciate the problems in different
sections, and the opportunity to learn from different
superiors.
Ahuja (2016) enumerates the advantages of job rotation in
terms of its ability to break down the feeling of superiority
of one department over others, increases inter-
departmental cooperation injects new ideas into the
different departments of the organization, stimulates a
more co-operative attitude by exposing a man to other
fellow’s problems and viewpoints. Malinski (2014) sums
the benefit as reductions in boredom, work stress,
absenteeism, turnover, and increase in innovation,
productivity and loyalty. Generally, the system of job
rotation has certain drawbacks as it may lead to
productivity loses and work load increase by both
department gaining a rotating library staff and the
department lusting the library staff due to training demands
and loss of a resource (Mumford, 2015). In a situation
where teachers are not rotated, staff satisfaction and
motivation may be affected because they may find it
difficult to develop in special areas.
METHODOLOGY
The descriptive survey research design was used for this
study using questionnaire as an instrument for data
collection. The questionnaire is titled “influence of
conferences and job rotation on job productivity of library
staff Questionnaire” (ICJRJPLSQ). A total of 661 copies of
the questionnaire were distributed to library staff in tertiary
institutions in Imo State, Nigeria. Out of these, 501 copies
of the questionnaire representing 75.8% were duly
completed and returned for analysis. No sample size was
drawn from the population; this is because the population
of the study is small and accessible. The census method
was used to ensuring that opinions of all the library staff in
tertiary institutions in Imo State, Nigeria were captured for
the study. Student’s t-test was used to analyze the
research questions.
Analysis
Research Question 1
What is the influence of conferences on job productivity of
library staff in tertiary institutions in Imo State, Nigeria?

4. Influence of Conferences and Job Rotation on Job Productivity of Library Staff in Tertiary Institutions in Imo State, Nigeria
Esievo et al. 32
Table 1: Student’s t-Test Analysis of Influence of Conferences on Job Productivity of Library Staff in Tertiary
Institutions in Imo State, Nigeria
SN Items Mean Std
Dev
Obs t-value Prob Decision
a Keep up-to-date with new processes and procedures relating to
your job
3.75 0.55 501 50.469 <0.0001 Significant
b Develop more courage to deal with your job challenges 2.89 0.98 501 8.890 <0.0001 Significant
c Utilize more wealth of professional expertise and experience in
promoting your duties
3.26 0.94 501 18.233 <0.0001 Significant
d Stop truancy to duty 1.47 0.66 501 -35.136 1.0000 Not
Significant
e Learn how to relate with your colleagues 2.59 1.11 501 1.873 <0.0308 Significant
f Do your job more satisfactorily 2.03 1.05 501 -10.129 1.0000 Not
Significant
g Maintain greater focus towards your duties 2.26 1.01 501 -5.256 1.0000 Not
Significant
h Identify your job strength and potentials 2.19 0.99 501 -6.898 1.0000 Not
Significant
Conferences 2.56 0.51 501 2.535 <0.0058 Significant
*=Significant at 2.56Mean Value
At the calculated t-test mean value of 2.56 and probability
value of <0.0058 as shown on Table 1,, four aspects of job
productivity of library staff that conferences influenced
were, that conference Keep up-to-date with new
processes and procedures relating to your job (mean =
3.75); utilize more wealth of professional expertise and
experience in promoting your duties (mean = 3.26);
Develop more courage to deal with your job challenges
(mean = 2.89) and learn how to relate with your colleagues
(mean= 2.59). However, the aspect of job productivity that
is least affected by exposure to conferences were in the
area of stopping truancy to duty (mean=1.47); do your job
more satisfactorily (mean= 2.03) and identifying job
strength and weakness (mean=2.19).
Research Question 2
What is the influence of job rotation on job productivity of
library staff in tertiary institutions in Imo State, Nigeria?
Table 2: Student’s t-Test Analysis of influence of Job Rotation on Job Productivity of Library Staff in Tertiary
Institutions in Imo State, Nigeria
SN Items Mean Std
Dev
Obs t-
value
Prob Decision
a Explore and understand various job tasks 3.05 0.90 501 13.629 <0.0001 Significant
b Increase your performance level 2.59 1.08 501 1.805 0.0358 Not
Significant
c Increase your acquisition of diverse job skills 3.80 0.52 501 56.213 <0.0001 Significant
d Reduce occupational stress 2.45 1.05 501 -1086 0.8611 Not
Significant
e Enjoy your work life as a Library staff 2.41 1.07 501 -1.944 0.9738 Not
Significant
f Develop better understanding of various Library units 3.35 0.85 501 22.432 <0.0001 Significant
g Reduce boredom 3.25 1.00 501 8.949 <0.0001 Significant
h Develop more expertise and confidence as a Library
staff
3.52 0.73 501 31.398 <0.0001 Significant
Job
Rotation
Job Rotation Processes 3.01 0.70 501 16.255 <0.0001 Significant
*=Significant at 3.01 Mean Value
Analysis on Table 2 shows that job rotation positively
influenced five aspects of the job productivity of library staff
in tertiary institutions in Imo State, Nigeria, based on the
calculated t-test mean value of 3.01 and probability value
of <0.0001. These areas were to exploring and
understanding various job tasks (mean = 3.05); increase
your acquisition of diverse job skills (mean = 3.80);
develop more expertise and confidence as a library staff
(mean = 3.52); develop better understanding of various
library units (mean = 3.35) and reduce boredom (mean=
3.25).

5. Influence of Conferences and Job Rotation on Job Productivity of Library Staff in Tertiary Institutions in Imo State, Nigeria
World J. Lib. Inf. Sci. 33
Findings
Findings shows that exposures to conferences did not
significantly contribute to library staff` job productivity (F
cal=4.24; t-value =2.535; p>0.005).This study reveals that
against the popularity of conferences among library staff,
they have the least joint significant influence on the job
productivity of library staff. The implication is that library
staff who attend coherences may not have enough
benefits from them to reflect on job productivity. The
finding therefore question the findings of Eke (2011) who
in his study argued that conferences expose library staff to
learn new skills, improve the relationships among library
staff, open new horizon in the profession and helps them
to enhance their job productivity. Results from findings
also showed that job rotation activities influenced job
productivity of library staff (F cal=18.65; t-value =16.255;
p>0.005). Job rotation enabled library staff to explore and
understand various tasks and method of doing, increased
your acquisition of diverse job skills and developed more
expertise and confidence as a library staff especially in
carrying out duties. This indicates that library staff who
undergo job rotation activities had better propensity to
productivity. This finding is in harmony with the research of
Ahuja (1999), who in his study found out that job rotation
of library staff increase their competence.
CONCLUSION AND RECOMMENDATIONS
Government should ensure that library staff participate in
conferences with themes and topics that are relevant to
the job they perform and also ensure that there should be
proper evaluation and feedback mechanism which aimed
to ensuring control and minimize abuse of their
development opportunities. Again, there should be written
statement of objectives in order to sustain job rotation
programmes. Also, that training and development needs of
library staff must be identified and analyzed before
embarking on job rotation processes as this would help to
build skills, competences, specialization and high job
productivity.
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Accepted 8 March 2021
Citation: Esievo LO, Unegbu MC, Isaac-Nnadimele O,
Alaehie M (2021). Influence of Conferences and Job
Rotation on Job Productivity of Library Staff in Tertiary
Institutions in Imo State, Nigeria. World Journal of Library
and Information Science, 3(1): 029-034.
Copyright: © 2021 Esievo et al. This is an open-access
article distributed under the terms of the Creative
Commons Attribution License, which permits unrestricted
use, distribution, and reproduction in any medium,
provided the original author and source are cited.