FCS and 4-H Agents: Job Satisfaction in the “Early Years” of Extension

Submitted by: Cynthia Higgins, Ph.D., 4-H Youth Development Extension Agent III, Columbia County, and Kate Fogarty, Ph.D., Assistant Professor Youth Development, Dept. of Family, Youth, & Community Sciences

Introduction

This article theme may ring familiar as it is reminiscent of a Research News You Can Use article from December 2005 about work and family balance among Extension agents. However, the topic at hand lends to a pressing question plaguing Cooperative Extension nationwide, “How might we explain why a sizeable portion of Extension Agents leave within 3 – 5 years of employment?” This question is being answered right here at the University of Florida. 

Methodology

As part of a doctoral dissertation, Higgins (2007), conducted an Internet survey of Extension Agents in the Southern region of the U.S. who had been employed from 6 through 18 months. She received a greater than 50% response rate among eligible participants and ended up with 241 respondents from 12 states and a variety of disciplines (reported as FCS, 4-H, Agriculture and Natural Resources, Horticulture, Livestock, Environmental Sustainability , EFNEP, Sea Grant). However, the majority of participants (55%) worked in FCS, 4-H, or some combination of the two. Here we will examine the results found among and between FCS and 4-H agents.

Measured variables included job satisfaction, number of months in Extension (from 6 to 18 months), and supports and training received (whether or not new agents had: 1. a formal mentor assigned to them; 2. selected an informal mentor for themselves;  3. new agent orientation immediately after they were hired; 4. received new agent orientation more than 3 months after hire; 5. enrolled in web training modules; 6. met with County Extension Directors to discuss job duties and expectations; and 7. discussed job duties and expectations with co-workers).

Findings

Among FCS and 4-H agents as a whole, it was found that the more months agents were on the job, the lower their job satisfaction was. Although there were no mean differences found in reported support and training between FCS and 4-H agents (t-tests), the relation between job satisfaction and amount of time on the job differed for the two groups. The negative relation(s) found between job satisfaction and amount of time on the job was not significant (N=82) for 4-H agents, but significant for FCS agents (N=50) R = - .310, p<.03.

In examining which supports and training contributed to new FCS and 4-H agents’ job satisfaction, it was found that those who reported meeting with their County Extension Director (N=107, 80.5%) to orient them to the job were significantly more satisfied with their positions than those who did not (N=26, 19.5%).

In separating FCS and 4-H agents and looking at the connection between training and job satisfaction, there were some interesting differences. For new FCS agents, having: (1) a formal mentor assigned; (2) a self-selected informal mentor; and (3) attended new agent orientation later than 3 months on the job, were all related to their satisfaction with their positions.  On the other hand, the only factor that counted for new 4-H agents was whether or not they had met with their CEDs to discuss their position duties and responsibilities*.

Implications for Extension Programs

Fortunately, it is good to find that over 80% of new 4-H and FCS Extension agents in the Southeast meet with their County Extension Directors to discuss their job responsibilities as part of orientation.  The question about the other fifth may entail issues of geographical location, organizational structure, CED responsibilities/accountability, and employee outlook and/or life circumstances. Explaining these findings among FCS and 4-H agents and the differences between these groups of new agents, at this point, is largely speculative.

Another interesting finding among new FCS agents is that receiving agent orientation after 3 months of being on the job, but not receiving training immediately after hire “contributes” to the satisfaction they feel with their position. The main findings that: (1) Mentorship for new FCS agents; and (2) going over expectations with CEDs at the start of the job for new 4-H agents, are connected with job satisfaction point to the need to emphasize each in new agent training. Ultimately, these findings suggest that different Extension agent positions have specialized needs that need to be considered.

These findings also lead to further questions as to what explains the decline in job satisfaction for some agents, the more time they spend on the job. Possibly there is a “honeymoon period” in any new job that wanes as time wears on. An agent in conversation once said it best, that it all boils down to “expectations.” When expectations are understood, appropriate resources are available, and the employee feels capable in meeting them, then he or she is likely to be satisfied in the position.

Reference

Higgins, C. (2007). A Comparison of Organizational Socialization and Job Satisfaction in New Extension Agents within the Southern Region. Unpublished Dissertation, University of Florida.