Management of human resources in organization at the time of change

Straipsnis yra tiriamojo praktinio pobūdžio, atskleidžiantis Vilniaus universiteto bibliotekos veiksmus 2010–2014 metais, įgyvendinant struktūrines, personalo atnaujinimo ir technologines permainas. Apžvalgoje aptariamas išorinis bibliotekos kontekstas, konkretūs vadybos sprendimai, padaryti siekiant efektyvaus organizacijos darbo ir sklandžios vidinės komunikacijos, teigiamo organizacijos klimato palaikymo. Straipsnio tiriamajam pagrindui naudojami duomenys surinkti atliekant reguliarų organizacinio klimato tyrimą.The article presents and analyses actions taken by VU Library, implementing the structural, personnel and technological changes in 2010–2014. It describes external and internal library contexts, specific management decisions made while seeking effectiveness, smooth internal communication, and positive organizational climate. The article is based on regular research of organizational climate of Vilnius University Library. Organizational climate is characterized as an employee perception of their organization – events, procedures and practices (Patterson et al, 2005). Evaluation of organizational climate is extremely important to every organization, since studies reveal its relation with job satisfaction, job involvement and organizational commitment. Hence, these factors, as mediators have a positive effect on employees’ performance, citizenship and negative – on turnover intentions and workplace deviance (Randhawa, Kaur, 2014). Therefore, there is no doubt that every organization is interested in maintaining a positive climate. Research of the organizational climate in VU Library revealed that areas of Outward Focus, Supervisory Support and Effort were valued the highest, while Tradition and Efficiency were left as the lowest. That kind of results suggest that employees are willing to put a lot of effort in their work, they appreciate the Library as sufficiently oriented to the external environment and the customers, and their needs receive appropriate attention. High Supervisory Support scores show that most of the Library managers are friendly, understanding and supportive. At the same time, employees tend to agree with the fact that work in the Library could be better organized, be more efficient. Employees do not agree with the view that the Library fears innovations, changes here take place slowly, and only traditional work methods are verified. It can also be argued that the structural, technological and personnel changes were successfully implemented – organization climate did not differ significantly in comparison with 2010 research