THE ROLE OF PARTICIPATIVE MANAGEMENT STRUCTURE ON PROFESSIONAL MOTIVATIONAL DEVELOPMENT OF AGRICULTURAL EXTENSION EMPLOYEES

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SADIGHI H.; AHKONDI A.

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Journal: Year:2000 | Volume:6 | Issue:3 Page(s): 5-20

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Title

THE ROLE OF PARTICIPATIVE MANAGEMENT STRUCTURE ON PROFESSIONAL MOTIVATIONAL DEVELOPMENT OF AGRICULTURAL EXTENSION EMPLOYEES

Author(s)

SADIGHI H. | AHKONDI A. | Issue Writer Certificate

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Abstract

Some of the typical shortcomings of conventional extension services common in many developing countries, are highly bureaucratic, ineffective organizational structure, and personnel lack of motivation. Excessive rigidity, impersonality and other inherent dysfunction of the bureaucratic organization brought about interest in participative management approach. The extension organizational structure of Jahad Sazandegi Organization (JSO) is characterized as a traditional and an industrial-age structure which is derived from 19th century practices. In an industrial-age organization, managers are seen as the boss and everyone else as subordinates. By contrast, the work of extension profession is considered knowledge work and in this context extension scientists believe that the workers should be seen as boss and extension managers and administrators as facilitators.The primary purpose of this study was to measure the perceptions of the Qom Jahad Sazandegi Extension Organization (QJSEO) professional staff toward the organization's management systems (existing and desired). Another purpose was to measure the professional staff members' self-perceived level of motivation and determine its relationship to the management system. A total of 148 professionals made up the population (N=148) for this study.A sampling size of 98 (n=98) was computed and a complete randomized sample was drawm from the population. The Profile of Organizational Characteristic (POC) which is based on Likert's system -4 theories was used to gather data on management systems and motivation.Findings indicated that the QJSEO epitomizes a typical bureaucratic organization where rewards and motivation are dealt with in a traditional manner. The QJSEO is characterized as a benevolent authoritative (a system -2 by Likert classification of management system) organization where most of the decision making and goal setting are done at the top of the organization. The QJSEO organization has a great potential to become a participative management system because the professional staffs favor a management system based on a participatory style. There is a very strong association between the participant's motivation level and their perception of management system (r=0.72; R2 = 0.52). The findings of this research support the likert's theory and other research findings in this regard. The professional staff members' level of motivation could be greatly enhanced by improving the existing management system of the QJSEO. Less than 8% of the variation in motivation score could be explained by the respondents' individual characteristics. Therefore, a great amount of variation in staffs' level of motivation (about 60%) could be explained by organization's management structure, level of education, age, marriage status, years worked for the organization, and income. This means that there are other unknown variables that affect staffs' level of motivation.

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APA: Copy

SADIGHI, H., & AHKONDI, A.. (2000). THE ROLE OF PARTICIPATIVE MANAGEMENT STRUCTURE ON PROFESSIONAL MOTIVATIONAL DEVELOPMENT OF AGRICULTURAL EXTENSION EMPLOYEES. JOURNAL OF AGRICULTURAL SCIENCES, 6(3), 5-20. SID. https://sid.ir/paper/7833/en

Vancouver: Copy

SADIGHI H., AHKONDI A.. THE ROLE OF PARTICIPATIVE MANAGEMENT STRUCTURE ON PROFESSIONAL MOTIVATIONAL DEVELOPMENT OF AGRICULTURAL EXTENSION EMPLOYEES. JOURNAL OF AGRICULTURAL SCIENCES[Internet]. 2000;6(3):5-20. Available from: https://sid.ir/paper/7833/en

IEEE: Copy

H. SADIGHI, and A. AHKONDI, “THE ROLE OF PARTICIPATIVE MANAGEMENT STRUCTURE ON PROFESSIONAL MOTIVATIONAL DEVELOPMENT OF AGRICULTURAL EXTENSION EMPLOYEES,” JOURNAL OF AGRICULTURAL SCIENCES, vol. 6, no. 3, pp. 5–20, 2000, [Online]. Available: https://sid.ir/paper/7833/en

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