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|Title:||Stakeholder perception of client satisfaction after downsizing the Illinois Cooperative Extension Service|
|Author(s):||Shonkwiler, Jimmy Lynn|
|Doctoral Committee Chair(s):||Ward, James G.|
|Department / Program:||Education|
|Degree Granting Institution:||University of Illinois at Urbana-Champaign|
|Abstract:||The major research questions investigated in this study are: What impact did downsizing the Illinois Cooperative Extension Service (ICES) organization have on client satisfaction with Extension programming as perceived by: professional county staff, volunteer unit program council members, and members of the county governing boards? And what implications might the perceived levels of client satisfaction hold for the future of the ICES organization?
The case study approach was selected for this study because it relied on insight, discovery and interpretation of the interaction of factors related to the downsizing. It was the goal of this study to increase understanding of any change in client satisfaction and how it may have been impacted by the downsizing of the ICES. This case study used the perceptions of stakeholders to describe the impact downsizing had on client satisfaction. The descriptive part of the investigation was obtained using three data collection techniques. The three methods were document review, survey, and interview. Each technique contributed unique information that helped describe and evaluate client satisfaction with the ICES downsizing.
Starting with a list of key stakeholder in selected counties, each was sent a letter of introduction along with a survey form. The returned survey forms identified a pool of respondents willing to be interviewed. Interviews were scheduled with twenty participant to obtain their perceptions of issues related to the organizational downsizing. Stakeholders indicated they believed clients were generally dissatisfied with the downsizing of the ICES. They indicated there was wide spread concern about: the drop in the quantity of ICES programs, the increased costs to local constitutes, the loss of the personal touch in dealing with clients, the lack of coordination and cooperation linking Units, Centers, and campus together in the "new" organization, and the lack of adequate communications between the ICES leadership and client groups. A positive finding revealed ICES enjoyed a reservoir of goodwill in local communities. And it was because of that reservoir of goodwill that stakeholders and clients were willing to give the ICES a little time to once again become a vital and viable organization.
|Rights Information:||Copyright 1995 Shonkwiler, Jimmy Lynn|
|Date Available in IDEALS:||2011-05-07|
|Identifier in Online Catalog:||AAI9624499|