Creating an Inclusive Culture of Recognition and Performance in Academic Libraries

Academic libraries are unique spaces—centers of learning that prioritize steady, thoughtful support for students and faculty. While the work may not always be fast-paced, it’s certainly purposeful, with staff investing time and care to ensure resources are accessible, knowledge is shared, and community needs are met. However, in environments where the spotlight is often on users, the contributions of library staff can sometimes go unrecognized. Building a culture of appreciation, where team members feel valued for their work, is essential to creating a positive and inclusive library environment.

Recognition in academic libraries isn’t just about saying “thank you”—it’s about fostering a culture where everyone’s contributions are celebrated, and everyone feels they belong. Whether it’s a simple acknowledgment in a team meeting, a formal award, or the chance to lead a meaningful project, recognition encourages library staff to take pride in their work. At the same time, setting clear, supportive performance standards ensures that staff know their efforts align with the library’s mission and goals. Together, these elements create a workplace where people feel motivated, valued, and connected.

The Power of Recognition: Moving Beyond Financial Incentives

Recognition can take many forms, from a pat on the back to a financial bonus, from a “staff spotlight” in the library newsletter to extra resources for a project. In academic libraries, where much of the work happens behind the scenes, even small gestures can go a long way. Forget Cash. Here Are Better Ways to Motivate Employees by Dina Gerdeman explores why non-monetary forms of recognition often resonate more deeply than cash incentives. According to Harvard Business School’s Ashley Whillans, employees crave acknowledgment that goes beyond financial compensation, appreciating things like flexible work schedules, gift cards, and simple thank-yous that show genuine appreciation for their contributions. “What really matters in the workplace is helping employees feel appreciated,” says Whillans.

For libraries, which are driven by purpose and knowledge-sharing, this insight is especially relevant. Many library staff find meaning in their work and are motivated by a sense of purpose rather than money alone. Gerdeman’s insights suggest that creating a culture of frequent, meaningful recognition can nurture this intrinsic motivation. Tailoring recognition to individual preferences can make each employee feel seen and appreciated, fostering a sense of belonging that is key to long-term engagement.

Avoiding Mixed Signals: Designing Aligned Incentives

However, the design of recognition programs needs to be carefully considered to avoid what Uri Gneezy describes as “mixed signals” in his book Mixed Signals: How Incentives Really Work. Incentives, Gneezy argues, do more than just motivate behaviors—they send signals that influence actions in unintended ways. If incentives and rewards aren’t thoughtfully aligned with the organization’s mission, they can lead to behaviors that undermine the intended outcomes.

Gneezy’s examples are compelling. For instance, Zappos offers a “pay to quit” incentive, offering new employees a bonus if they choose to leave shortly after starting. The goal is to ensure that those who stay do so with genuine commitment. For academic libraries, this concept translates into creating recognition practices that reinforce the values of inclusivity, collaboration, and service. Offering library staff chances to contribute meaningfully—whether through leading a project, mentoring others, or being recognized for team contributions—sends a clear signal that their commitment is valued.

Poorly designed incentives, on the other hand, can lead to confusion. For example, if a library recognizes only quantitative achievements, such as the number of resources processed, staff might focus on volume at the expense of quality and meaningful interactions with users. Gneezy’s research encourages libraries to carefully design incentives that foster a sense of purpose and support the library’s mission, avoiding metrics that can lead to mixed signals.

Setting Purpose-Driven Performance Standards: Lessons from “On the Folly of Rewarding A While Hoping for B”

Steve Kerr’s influential paper, On the Folly of Rewarding A While Hoping for B, highlights the pitfalls of misaligned incentives in workplaces. Kerr observes that organizations often end up rewarding behaviors that contradict their goals, hoping for one outcome while inadvertently reinforcing another. This “folly” can apply to libraries as well. If libraries only recognize quantifiable outputs, such as cataloged books or conducted workshops, they may unintentionally devalue less visible but essential behaviors like teamwork, empathy, or inclusivity.

In academic libraries, performance expectations can vary widely—from managing collections and supporting research to training students and implementing new digital tools. Kerr’s work suggests that libraries should set performance standards that align directly with core values and mission, recognizing both quantitative and qualitative achievements. Libraries can support an inclusive performance culture by:

• Setting Meaningful Benchmarks That Reflect Core Values: Ensuring performance standards align with the library’s mission, such as fostering inclusivity or improving accessibility, helps staff feel that their efforts contribute meaningfully to the library’s purpose.
• Providing Learning Opportunities: Offering workshops, conferences, and training sessions helps staff build skills and expand their professional knowledge. Recognizing staff who take on these growth opportunities reinforces the library’s commitment to continuous improvement.
• Encouraging Collaborative Projects: Many library initiatives require teamwork. Recognizing team efforts and achievements helps build strong, cohesive relationships within the library and promotes an environment where collaboration is valued.

By setting inclusive, purpose-driven performance standards, libraries can empower their staff to grow in ways that benefit both themselves and the larger community.

Building Inclusivity Through Recognition

An inclusive recognition culture is one where everyone’s contributions—regardless of their role—are valued. Here are some ways academic libraries can build such a culture, inspired by Gerdeman, Gneezy, and Kerr:

1. Offer Diverse Forms of Recognition: Not everyone values the same type of recognition. Some staff members may appreciate formal acknowledgment or bonuses, while others may prefer a quiet thank-you or a new professional development opportunity. Offering varied forms of recognition ensures everyone feels valued in a way that’s meaningful to them.
2. Celebrate Team Successes Alongside Individual Achievements: Many library initiatives are team-based, so recognizing collective successes reinforces the importance of collaboration and community. Celebrating as a team also helps build stronger, more cohesive relationships within the library.
3. Align Recognition with DEIA Goals: Recognition is most impactful when it reflects the library’s dedication to diversity, equity, inclusion, and accessibility (DEIA). Acknowledging contributions that support DEIA initiatives demonstrates that inclusivity is at the core of the library’s mission.
4. Build Recognition into Regular Routines: Don’t wait for annual reviews to show appreciation. Regularly recognizing staff contributions through monthly shout-outs, newsletter features, or team meetings makes recognition a natural and ongoing part of the library culture.
5. Listen to Staff Preferences: Building an inclusive recognition culture also means being aware of what kinds of recognition resonate most with staff. Regular feedback sessions or one-on-one check-ins can help library leaders tailor recognition practices to their team members’ needs and preferences.

The Impact of an Inclusive Culture

An inclusive culture of recognition and purpose creates a workplace where library staff feel valued, empowered, and motivated to do their best. When staff know their work is appreciated and that they have opportunities to grow, they’re more engaged and willing to invest in the library’s mission. Creating purpose helps each team member understand the “why” behind their role, while an inclusive environment makes everyone feel they belong and are essential to the team’s success.

For academic libraries, a culture of recognition and purpose isn’t just beneficial to individual staff members—it strengthens the library as a whole, building resilience, fostering innovation, and ultimately enriching the learning community. When libraries recognize the value of every contribution and connect it to their mission, they build a stronger foundation for serving students, faculty, and the broader academic community.

Creating a recognition-rich, purpose-driven, and inclusive environment takes commitment, but it’s an investment that pays off by supporting a team that’s dedicated, inspired, and united in purpose. With these elements in place, academic libraries can create an environment where every employee feels motivated to contribute their best, knowing their work is meaningful and valued.

Further Reading

• Dina Gerdeman, Forget Cash. Here Are Better Ways to Motivate Employees
  This article provides insights into the impact of non-monetary recognition. Employees often crave acknowledgment beyond cash, valuing flexibility, personal growth, and simple appreciation. Academic libraries can use these insights to build a culture of recognition that resonates deeply with staff.

• Uri Gneezy, Mixed Signals: How Incentives Really Work
  Gneezy’s work emphasizes the importance of designing incentives that align with organizational goals to avoid unintended behaviors. For libraries, it highlights the need to avoid quantitative-only incentives that could undermine a commitment to quality, inclusivity, and user focus.

• Steven Kerr, “On the Folly of Rewarding A While Hoping for B”
  Kerr’s influential paper examines the misalignment of rewards with desired behaviors. Libraries can draw from this work to ensure that recognition practices align with core values, encouraging behaviors that contribute meaningfully to the library’s mission.