People management practices in university libraries: reflections on the perceptions of their managers

Abstract

New digital paradigms and users' informational demands have impacted professional performance and the management of the libraries. Beyond managing specific activities such as the creation, use, organization, and dissemination of various informational products, there is a growing need to expand the perception of what it means to manage libraries. This includes organizational, financial, physical resource planning, and managing the professionals who work in these institutions. People management is seen as a crucial element for librarians in leadership roles. However, questions arise regarding the actual context of people management practices in libraries. To investigate this issue, a qualitative-quantitative study was conducted with librarian managers from federal higher education institutions through questionnaires and interviews, aiming to reflect on the aspects that impact their applied practices. The main findings indicate that managers make significant efforts to create an environment that fosters employee engagement. However, numerous factors contribute to librarians feeling demotivated in their roles, limiting the leadership capacity of managers, who are often overwhelmed by the operational demands of these spaces. This study confirms findings from previous research, indicating that managerial practices in libraries are predominantly intuitive, with a strong focus on operational and technical tasks. Given the research findings, the transformation of libraries into dynamic, innovative, accessible, and technology-driven environments—serving as spaces for learning experiences and the dissemination of local culture—remains a distant goal.