Role conflict and ambiguity of agricultural extension agents

Abstract

The purpose of this study was to explore the potential utility of role theory in understanding organizational behavior phenomena and suggest administrative activities and practices that should reduce and/or maintain role conflict and role ambiguity at functional levels for extension agents in the Extension Division of Alberta Agriculture. Eighty District Agriculturists (agricultural extension agents) voluntarily participated in the investigation. The typical agent was characterized as being relatively young and having limited experience and training in extension, as well as short tenure in the Division. Role ambiguity occurred at lower levels but was more serious in its consequences than role conflict for District Agriculturists. Experienced role ambiguity, including both task and social-emotional role ambiguity, was related to adverse personal outcomes of job dissatisfaction, perceived personal and organizational ineffectiveness, and propensity to leave the organization. Experienced role conflict was related only to job dissatisfaction and perceived organizational ineffectiveness. However, the relationship of role conflict with personal outcomes depended upon the particular type of role conflict. For example, none of the adverse personal outcomes were related to intersender conflict while profession-role conflict was related to job dissatisfaction, perceived organizational effectiveness, and propensity to leave the organization. Suggestive evidence indicated that tolerance of ambiguity, age, extension training, and extension experience were moderating variables in some of the relationships between role stress and various personal outcomes. Recommendations were made regarding recruiting, selection, and development of District Agriculturists as well as program planning practices for the organization.