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|Title:||A comparative analysis of job design characteristics, organizational structure, and personal characteristics affecting job satisfaction of extension agents in two extension organizations in Tanzania|
|Author(s):||Mollel, Naftali Medoti|
|Doctoral Committee Chair(s):||Osborne, Edward W.|
|Department / Program:||Education|
|Degree Granting Institution:||University of Illinois at Urbana-Champaign|
|Abstract:||The present study was designed to compare two extension organizations in Tanzania: Commodity extension and General extension. Comparisons were made at three levels. First, to determine whether the two organizations differ in levels of job satisfaction; second, to determine whether the two organizations also differ in organizational structure, job design characteristics and personal characteristics of extension agents; and third, to determine whether the independent variables could explain the differences in levels of job satisfaction between the two extension organizations.
Data were collected through a questionnaire distributed to extension agents during their monthly meetings. Data for the study came from 120 General extension agents and 64 Commodity extension agents. Additional information was obtained through personal and group interviews and analysis of documents.
The major findings of the study are as follows: (1) Both at the individual and organizational level of analysis Commodity extension had significantly higher scores on satisfaction with supervision and satisfaction with promotion. (2) Differences in satisfaction with supervision could be explained by differences in formalization, autonomy and feedback. (3) Differences in satisfaction with promotion could be explained by differences in formalization and years of agricultural training.
From these findings the following recommendations are suggested: (1) To enhance satisfaction with supervision extension organizations should develop effective communication channels to increase extension agents' awareness of rules and procedures governing their jobs. Further, tasks and activities performed by extension agents should be structured to provide autonomy and feedback. (2) Satisfaction with promotion can be increased by developing programs to increase extension agents knowledge of the rules, procedures and communications governing their work and the organization and by developing a promotion policy that takes into account individual levels of agricultural training.
|Rights Information:||Copyright 1990 Mollel, Naftali Medoti|
|Date Available in IDEALS:||2011-05-07|
|Identifier in Online Catalog:||AAI9026271|