The management implications of performance discrepancy in a library organization

Abstract

Performance discrepancy (PD) is capable of adversely affecting the goals of a library organization. Discusses managerial implications and effects of PD. Library managers are in business to solve human non‐performance problems. They need accurate decisions to taper performance towards organizational objectives. This task requires the implementation of management principles and practices. Discusses causes of managerial PD and the thesis that performance by objective (PBO) is more crucial than management by objective (MBO). Gives examples of managerial PD in a university library in Africa. Contends that corruptly‐employed library managers are liable to be deficient, resulting in PD. Laments recruitment of incompetent and unqualified library managers to the University Library position, and cites this as the major cause of PD. Concludes that PD has serious managerial implications in a library organization. Proves the thesis that PBO is more crucial than MBO. Advances suggestions to avert PD.