The Virginia Cooperative Extension Service is considering a set of procedures to evaluate agent performance. In an attempt to help this consideration process, this study was undertaken to investigate the standards of the Performance Review, Analysis and Planning (PRAP) system. Adaptations of the FRAP system have been utilized by Extension organizations in other states. However, validation procedures have not been conducted by those states. Because of the history and concerns of the Cooperative Extension Service in Virginia, this research effort focused on the effects of race and gender in assessing the level of performance described in the PRAP standards and the relevancy of the standards to the job of an Extension agent. Also studied were the effects of program area, position, and employment location of the rater. Both quantitative and qualitative methodologies were used in the study. The sample for the quantitative portion of the study consisted of the Virginia Extension field staff population. An eighty-three percent (83%) instrument return rate was experienced. The qualitative portion involved twelve field interviews with agents in two of the six Extension administrative districts. The PRAP standards were found to be relevant to the job duties and responsibilities of Extension agents in Virginia. Furthermore, no significant differences were found by program area, position, or geographic location of employment. Significant statistical differences were found by gender and race. Qualitative evidence was found to support the race differences, however, differences by gender were not found in the qualitative data. / Ed. D.

No description available.

Thesis (Ph. D.)--University of Wisconsin--Madison, 1968. / Typescript. Vita. eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references.

The purpose of this study was to describe the relationship between Arkansas County Extension County staff morale and their perceived relationship county staff had with their County Staff Chair. The University of Arkansas Cooperative Extension Service (UAEX) can utilize the results from this research to identify individuals who have the capacity to build high-quality relationships with staff members, thereby promoting higher levels of morale within the organization. Administrators can use this study to identify current or future leaders within the organization by identifying those who can promote high-quality relationships with county-level staff. Results from this study may also be used to identify individuals needing training in developing high-quality relationships. It utilized surveys to collect data. Therefore, Qualtrics was used to distribute the Leader-Member Exchange-7 (LMX-7) and the Staff Morale Questionnaire (SMQ) electronically through the UAEX email distribution list of county employees. Participants were asked to provide a numeric response (1-5) for the seven statements relating to the Leader-member exchange (LMX) on the LMX-7. Each statement had a different 5-point scale, but 1 represented the lowest rated response, 3 represented the average or neutral response, and 5 represented the highest rated response. In addition, participants were asked to provide a numeric response (1-4) where 1 = strongly disagree, 2 = disagree, 3 = agree, and 4 = strongly agree for the 27 statements relating to the three constructs (Leadership Synergy, Cohesive Pride, and Personal Challenge) of the SMQ. Overall, UAEX county employees reported moderate to high morale, which was directly related to their perceived quality of relationship with their County Staff Chair. The implications of this study suggest that leader-member relationships can affect employee morale in all three constructs measured. The higher the quality of relationship employees perceive with their staff chair, the higher their morale will be. County staff had moderate to high level of morale in each of the three constructs as measured by the SMQ. County-level staff also felt united in striving to achieve the goals and mission of their county office and Extension as a whole.

Work-life balance is a key indicator of employee satisfaction, retention, and social health as well as organizational creativity and productivity. These dual benefits for employee and employer have generated interest in promoting work-life balance. Supervisors who operate from a transformational leadership framework have been linked to greater work-life balance among employees (Lamm, 2011; (Kutilek, Conklin, & Gunderson, 2002). The role of a supportive organizational culture is also central (Lewis, 2001). In this study, Cooperative Extension Service agents (N = 1390) participated in a nationwide survey exploring the relationship between rated levels of transformational leadership among district directors, work-life balance, and work-life balance organizational culture. The results from confirmatory factor analyses indicate these three separate dimensions. The findings from the structural equation model demonstrate that all paths, except transformational leadership to personal life interference with work, are statistically significant. Work-life balance organizational culture is the largest contributor to the total effect of these associations. This study confirms that the supervisor and organizational culture join together to forge an important alliance of support for work-life balance among subordinates. Findings reveal the need for additional study of specific ways leaders foster positive work-life balance organizational culture.

Losing a spouse is as devastating an experience anyone will ever deal with in his or her life. Research, however, shows that men have a harder and longer time coping with the loss of a spouse than women. When the widower’s profession is farming, there are no resources to specifically help that individual with their loss. The purpose of this research was to gain insight into the lives of widowed farmers with particular focus on transitions in their farming operation and their family life. Through their stories, we learn what is happening before the loss of the female spouse on the farm, during the bereavement period, and how the farmer handles the situation after the bereavement period has ended. Findings indicate that the Cooperative Extension Service can play a major role in supporting our widowed farmers as they seek a new normal for their farm operation and family life. Also, farming widowers have more stress following the loss of a spouse due to the added aspect of managing the farm and the home simultaneously after the passing of their spouse. Recommendations include further expanding spousal bereavement materials to include a section for males and in particular farming widowers.

No description available.

Thesis (Ph. D.)--University of Wisconsin, 1959. / Extension Repository Collection. Typescript (carbon copy). eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references (leaves [175]-177).