Introduction The swiftly changing paradigms in information seeking behavior, escalating competition among information providers, changes in information packaging and modes of access, the far-reaching impacts of technology have all necessitated a greater need for continuous creativity and innovation in all library operations. This study was triggered by consideration of how libraries are expected to thrive in the aforementioned impetuous environment. Libraries are increasingly challenged to embrace creativity and innovation as a key driver to distinctive and sustainable competencies. This amplifies the need for development of thinking organizations and execution of deliberate measures of tapping people's creative and innovative capacities in order to remain relevant to library clients. Despite the volatile operating environment and insufficient funding, libraries in Kenya envision facilitating effective access to information sources and services in support of mission of parent organizations. Since these libraries are not in profit making business, the information professionals are likely to be less bothered by the need for high sales volumes, high bottom-line; no worry for breakeven or no pressing need for hastening the payback period of investment done on library building and resources. This orientation poses numerous organizational effectiveness challenges hence libraries are increasingly receiving pressures to re-invent themselves by innovating their products and services. Proponent of human resources argues that staffs are the main sources of creativity and innovation in organizations. However, creativity and innovation can neither be imposed nor can it be driven by disengaged employees. Surprisingly, a global research by Gallup (2005) reported that only 29% of company employees are engaged while others are either partially engaged or completely disengaged. Undoubtedly, disengaged employees are a liability to the organization and hardly challenge the status quo while engaged employees exhibit emotional job attachment, unreserved commitment, increased productivity, high job passion, and in most cases they go extra miles (Perrin, 2003; Shuck, Rocco & Albornoz, 2011; Abraham, 2012; Right Management, 2009 and Echols, 2005). The study therefore aimed to establish the empirical evidence on whether staff engagement affects the level of creativity and innovation in libraries. The specific objectives were: to investigate effects of employee engagement on creativity and innovation, and to suggest an improved model. The study postulated that level of employee engagement spurs creativity and innovation in the library and hence the hypothesis: [H.sub.1]: The level of employee engagement will be positively related to the level of staff creativity and innovation in the library. It was guided by one research question: RQ1: Are the constructs of employee engagement positively related to the constructs of staff creativity and innovation in the library? The study is limited to the specific purpose of exploring whether drivers of employee engagement can influence employee creativity and innovation in the library. First, a contextual background and empirical literature on employee engagement is presented, followed by creativity and innovation at the workplace. A theoretical framework is also provided respectively. Second, methodology used and analysis techniques are described. Finally, a discussion of results, conclusion and recommendation bring this paper to close. Literature and Empirical Review The Meaning of Employee Engagement The concept of employee engagement was developed by Kahn (1990) in his ethnographic work on summer camp employees and also employees at an architecture firm. Published literatures present several definitions of this term. Although each definition represents unique perspectives of the time, context and field, the disjointed approach to defining employee engagement has posed misinterpretation (Shuck and Wollard, 2010). …

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The Role of Employee Engagement in Revitalizing Creativity and Innovation at the Workplace: A Survey of Selected Libraries in Meru County - Kenya

This paper discusses the potential benefits of using gamification techniques to increase student engagement with library resources. It outlines the link between student use of library resources and academic achievement, and suggests that gamification has to potential to increase usage of resources, which may also increase academic achievement. Some early findings from an implementation of a gamification project, Lemontree, are also discussed in which students reported increased usage of library resources and their acceptance of gamification techniques in Higher Education.

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The Potential for Using Gamification in Academic Libraries in Order to Increase Student Engagement and Achievement

Our research examined the degree to which behaviors and learning associated with creativity and innovation were supported in five academic library spaces and three other spaces at a mid-sized university. Based on survey data from 226 students, we apply a number of statistical techniques to measure student perceptions of the types of learning and behavior associated with the selected spaces. We found that the on-campus makerspace located outside the library encouraged the most innovative behaviors and exploration of new ideas. Within the library, collaboration rooms were the best spaces for encouraging creativity. There is an opportunity for the academic library to be reconceptualized as a place to foster creativity and innovation in students. We believe that academic libraries should continue to offer a variety of spaces for students, including quiet spaces for reflection, noisy spaces for collaboration and networking, and makerspaces for experimentation.

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Ascending Bloom’s Pyramid: Fostering Student Creativity and Innovation in Academic Library Spaces

Opening the mind through the body: The effects of posture on creative processes

Libraries, as authoritative custodians and providers of information, are facing a number of challenges as they are trying to adjust to the new information environment. Some challenges arise from major paradigm shifts in recent decades relating to the understanding of the nature of information processes and conceptions of authority. Engagement through serious play is proposed as a way of dealing with discrepancies between traditional roles and contemporary demands, enabling experimentation and exploration of future roles. Two organisational projects from the University of Technology, Sydney Library are used as examples to demonstrate how playful engagement can be applied to planning for the library of the future. Insights from the two projects and literature point towards serious play as a promising approach to library innovation and change.

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Playing with the Future: Library Engagement and Change

Play is a powerful method of fostering creativity and innovation in organizations. As libraries confront a rapidly changing information landscape, the need for innovation in meeting user needs is paramount. Libraries can embrace organizational play as a means of stimulating employee creativity and developing innovative products and services. This article discusses the work-play dichotomy, the definition of play, and the Millennial generation’s attitude toward play. Several important characteristics of play are discussed, including time and space, transformation potential, safety, and intrinsic motivation. Various types of play activities are explored, and the psychological links that exist between play and creativity are examined. Several successful businesses have made bold moves to embrace organizational play. Examinations of Google, 37signals, IDEO, and Pixar Animation Studios provide lessons about the ways that play can be integrated into the library workplace. Finally, this article poses questions that should be answered by libraries wishing to foster a culture of innovation through play.

The Power of Play: Fostering Creativity and Innovation in Libraries

In 2001, librarians at the University of Nevada, Reno, carried out what some considered a radical experiment in the library world: an end to the check-in of print periodicals in exchange for allocating staff resources to support electronic resources. Nine years later, the authors assessed current print serials management practices in a new and changed environment through a survey and interviews. This article presents the assessment results, discusses the directions taken over the years, the benefits and challenges, and offers suggestions for other libraries interested in exploring such a project.

Lisa Kurt

Papers

The Power of Play: Fostering Creativity and Innovation in Libraries

Nine Years after Implementing the Unthinkable: The Cessation of Periodical Check-in at the University of Nevada, Reno

2009 Electronic Resources & Libraries Conference