Volume 39 - Number 4 - 1998 | DOI: 10.5032/jae.1998.04045



As states restructure their extension organizations, they need to consider how the changes affect job performance of their reappointed staff out in thefield. When Illinois restructured in 1991, reappointed staff faced four changes: changes in subject matter, geographic service area, primary contact group, and targeted clientele. This study generally found negative correlations among job performance and changes in primary contact group and targeted clientele. After direct effects of the four changes were separated out, there were indirect effects of the "'anxiety level just after the reappointment" on job performance. Recommendations from this study can be useful for planning counseling and/or in-service training programs for staff when restructuring is considered. 

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