Enhancing library personnel performance through After-Action Reviews in south-south, Nigeria: A knowledge-sharing approach

Abstract

This study investigated After-Action knowledgesharing strategy and work performance of library personnel in federal university libraries in the southsouth region of Nigeria. After-Action Reviews (AARs), originating from the United States Army, involve structured workgroup meetings to reflect on completed projects, fostering knowledge sharing among teams. Despite its benefits in various organisational contexts, their influence on university library workgroup remains unexplored. The focus of the study was to explore the influence of knowledge-sharing strategy on library personnel performance, the difference between the institution of library personnel and AARs deployment, and the significant bond between AARs and library personnel performance. The methodology involves a correlational research design with a population of 417 respondents from seven federal university libraries. A questionnaire served as the research tool. Data analysis utilises descriptive and inferential statistics. The findings indicate that the application AARs influences the performance of library personnel (Criterion Mean = 2.50 Aggregate Mean = 3.27); the deployment of AARs is consistent across the federal university libraries ({F =6,405 = 0.759}; {P = 0.603}; p 0.05), and a significant positive bond between AARs and performance of library personnel (r =.456. p .000). It was concluded that AARs is effective for promoting library personnel performance, hence, there should wide spread promotion of its usage for continuous improvement, collaborative success, and overall job satisfaction among library personnel. Recommendations include federal university library managements should establish After-Action Reviews (AARs) as a standard practice to harness the positive influence of after-action knowledge-sharing on library personnel performance.