Document Type : Research Paper
Authors
1 M.Sc. Student of Library and Information Science, Islamic Azad University (IAU), Qom Branch. Qom, Iran
2 Assistant Professor, Department of Library and Information Science, Islamic Azad University (IAU), Qom branch
3 Assistant Professor, Department of Library and Information Science, Islamic Azad University (IAU), Qom Branch, Qom , Iran
Abstract
Considering the important role of intellectual capital as one of the elements of managerial progress in today's turbulent environment, the world has become a global village. The present study aims to investigate "the relationship between intellectual capital management and its performance and dimensions in the employees of general libraries of Golestan province ".
The type of research is descriptive and its method is analytical-survey. The research population included all of the staff of 15 general libraries in Golestan province with a number 158 from which 113 employees were selected with simple random sampling. Bontis standard intellectual capital management questionnaires and the Achio performance questionnaire were used for evaluating this sample. The analysis of the findings was done using descriptive and inferential statistics.
The findings show that the average intellectual capital of employees, with an average of 3.31, is moderate to high. Also, there is a significant and positive relationship between human, structural, and communicational capital management and the performance of staff, and its dimensions. Among the seven dimensions of performance, the motivation dimension, as the first factor, had a positive impact on employee productivity.
Originality: If intellectual capital is constantly present in the organization, one can expect the high performance of the organization and, consequently, the satisfaction of the employees and clients. To generate value in an organization, the intangible assets that are potentially available must be acted upon. Human, structural, and communicational capitals as components of intellectual capital can have a positive impact on the performance of library staff. The staff at the library, produce knowledge to distribute it for others (human capital), work with each other to improve the library services (structural capital), and improve the external communications of the library through a better understanding of users and customers (communicative capital).
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