An analysis of job characteristics, leadership, teamwork, and job satisfaction in the Cooperative Extension Service

This research examined three types of organizational variables. Causal variables were job characteristics and leadership perceived by county Cooperative Extension staff. The intervening variable was teamwork and the end-result variable was job satisfaction. Likert\u27s theory suggested relationships among variables. Purposes of the study were to describe and analyze differences among groups of Extension staff for each variable and to explore relationships among the variables;The research instrument was adapted from the Job Diagnostic Survey, the Definition of Thirteen Managerial Behaviors, and the Survey of Organizations. Survey data were analyzed with descriptive statistics, analysis of variance, correlation, and multiple regression;The presence of five core job characteristics theoretically enhances a job\u27s motivating potential. All characteristics were present to a great extent for county Extension positions. 4-H staff perceived less skill variety. Part-time 4-H staff also perceived less task significance. Employees with 10 to 20 years experience perceived greater degrees of the job characteristics than those with less than 10 years;Extension staff rated their supervisors on perceptions of thirteen leadership behaviors. Supervisors were viewed as engaging in more informing and less team building and problem solving. Differences were found for geographic areas. 4-H staff identified less team building;Teamwork showed some differences by geographic area. Agriculturists perceived greater degrees of teamwork than other staff on four measures. 4-H staff perceived less peer support than either of the other groups;Agriculturists reported the least job satisfaction with pay and most satisfaction with security. 4-H staff expressed less general satisfaction. Geographic differences were found for satisfaction with growth and supervision. Staff with most lengthy service reported greatest general satisfaction, while those with 5 to 10 years were least satisfied;Modest, but significant relationships existed between job characteristics, teamwork, and job satisfaction. Problem solving leadership was associated with teamwork, social, and general satisfaction. The leadership variable, clarifying roles, was related to job security and growth satisfaction. Motivating leadership was related to pay satisfaction. Five participative leadership behaviors predicted supervision satisfaction