International Journal of Agricultural Education and Extension

Vol. 6(1), pp. 306-318, February, 2020. © www.premierpublishers.org. ISSN: 2167-0432

Research Article

Organizational Commitments, Competencies and Job

Performance of the Agricultural Extension Workers in
Bukidnon Province, Southern Philippines
Emma C. Ravelo1 and Judith D. Intong*2
1Supervising Agriculturist, Provincial Agriculture Office, Malaybalay City, Bukidnon, Philipines
2Professor, Central Mindanao University, Musuan, Bukidnon, Philipines

Organizational commitment, competency and job performance of extension workers affect the
promotion of farming practices for rural development. This study generally aimed to determine
the relationship between organizational commitment and competency with the job performance
of the Agricultural Extension Workers (AEWs) in Bukidnon, Southern Philippines. The data was
gathered from 159 AEWs, 23 immediate supervisors and 430 farmers using a partially-closed, pre-
tested survey questionnaire and analyzed using descriptive statistics, correlation, and t-test. The
results showed that AEWs in Bukidnon were experienced field workers dominated by middle-
aged, married, female, agriculture professionals. The AEWs were committed to their organization
as they shared its vision and goals (affective), vowed to continue working with it (continuance)
and exerted additional efforts for it (normative). They have competencies in leadership, cultural,
technical, communication, and program planning, implementation, and evaluation but less on
information and communication. They exhibited very high work performance in work output, work
knowledge and skills, and personal quality as rated by their immediate supervisors, farmers, and
self. The organizational commitment and competencies were significantly associated with the job
performance of the AEWs. Job re-orientation, team building activities, and advances in agriculture
will further enhance the delivery of extension services in Bukidnon province.

Keywords: agricultural extension, organizational commitment, job competencies, job performance

INTRODUCTION

Organizational commitment is recognized widely as a
critical factor in organizational management (Meyer &
Herscovitch, 2001; Neves et al., 2018). Commitment is a
force that binds an individual with an organization and to
exert extra effort on its behalf. This is shown in three (3)
domains: affective, normative, and continuance; which
reflect emotional ties, perceived obligation, and perceived
costs in leaving the organization, respectively (Jaros,
2007). Cohen & Golan (2007) find that organizational
commitment could boost both individual and organizational
development and triggers competition among employees,
making organizations competitive. Thus, the organizations
may lose their competitiveness without employees’
organizational commitment. Organizational commitment
can help predict whether a member will stay with the
organization and strive to work towards organizational
goals.
A study by Obiyai et al. (2011) reveal that the farmers
adopt an innovation when the extension workers are
perceived as trustworthy, have the capacity for conflict
resolution and the vision to propel them to work. Farmers
were observed to resent an extension worker and shun
away from adopting an innovation when the extension
agent or worker has low intelligence and inadequate
communication skills. Since the success of the extension
program is determined to a large extent by the ability of the
extension worker to be qualified and competent, the vast
functions of the extension workers need to be aligned with
*Corresponding Author: Dr. Judith D. Intong;
Professor, Central Mindanao University, Musuan,
Bukidnon, Philipines.
Email: jsdintong@gmail.com; Tel: 09454015812
Co-Author Email: ecravelo@yahoo.com; Tel: 09176326418

Organizational Commitments, Competencies and Job Performance of the Agricultural Extension Workers in Bukidnon Province, Southern Philippines
Ravelo and Intong 307
their competencies, skills, and capabilities to be able to
achieve better job performance. It is, however, believed
that in most developing countries, extension services
suffer from lack of professional competence and
motivation to carry out the decentralized responsibilities
due to poorly defined human resource development and
management systems (Vijayaragavan & Singh, 1997).
Moreover, agriculture extension brings about changes in
farmers’ attitudes, knowledge, and skills through education
and communication with the aim of increasing productivity
and improving the quality of life of the rural people. Food
and Agriculture Organization (2006) recognizes the
extension agent as the primary link between the
government and farmers. There is, therefore, a need to
evaluate the job performance of the extension workers
because employee performance is the key to the success
of most organizations (Terry and Israel, 2004).
This study was anchored on the concepts of Victor
Vrooms’ Expectancy Theory and Frederick Herzberg’s
Two-factor Theory (also known as Motivator Hygiene
Theory). These theories helped interpret the
organizational commitments, competencies and job
performance of the Agricultural Extension Workers
(AEWs) of the Local Government Units (LGUs) of
Bukidnon in Southern Philippines. These were the field
workers employed by the 22 LGUs of Bukidnon providing
extension services to the farmers.
Vroom’s model posited that a highly motivated individual
would be unable to perform a job well without relevant
skills, knowledge, and attitudes. In other words, both ability
and motivation are essential ingredients of good employee
performance (Khalil et al., 2008). Motivation is considered
as an internal force that drives individuals to reach
personal and organizational goals. Motivating factors are
those aspects of the job that make people want to perform
with satisfaction. These motivating factors are considered
to be intrinsic to the job, or the work carried out (Graham,
1996).
Thus, the success of the extension program is dependent
to a large extent on the commitment of the AEWs to
produce an output, their ability to do their job and to
continuously work in their LGUs. Generally, this study
sought to determine the relationship between
organizational commitments and competency with the job
performance of the AEWs in Bukidnon Province, Southern
Philippines.
MATERIALS AND METHOD
The data was gathered from 159 purposely chosen local
government field extension workers employed by the 22
LGUs of a poor upland province of Bukidnon in Southern
Philippines (PSA, 2015) using a partially-closed and pre-
Organizational Commitments, Competencies and Job Performance of the Agricultural Extension Workers in Bukidnon Province, Southern Philippines
tested survey questionnaire which was subjected to
validation and reliability of internal consistency with
Cronbach Alpha of 0.994. The job performance of the
AEWs was rated by 23 immediate supervisors, 430
randomly sampled farmers through proportional allocation
technique from the 10,000 farmers in Bukidnon province,
and the AEWs themselves using comparable sets of
questionnaires. The AEWs and immediate supervisors
were interviewed during the Annual Agri-forum of the
Provincial Agriculture Office of Bukidnon. The farmers
were interviewed during training and assemblies, or at
their residences depending on their availability.
The job performance of the extension workers was based
on the accomplishment of given tasks measured in terms
of work output, work knowledge and skills, and personal
quality. Work output was determined on the quality,
quantity, and timeliness of work. Work knowledge and
skills constituted the knowledge and skills related to job
position including the implementation of policy,
procedures, and directions. The personal quality of the
extension workers comprised their communication
effectiveness, management ability, discipline, pro-active
and innovativeness, and relationship and cooperation.
Organizational commitment was taken as the attachment
to the Local Government Units characterized by an
intention to remain with it (continuance), identify with its
values and goals (affective) and the willingness to exert
extra effort on its behalf (normative). Competency was the
ability and trustworthiness of the AEWs to perform the task
using their knowledge, education, skills and experience in
leadership, cultural, technical, communication, information
and communication, program planning, program
implementation, and program evaluation. The data was
analyzed using descriptive statistics, t-test and Pearson
Product Moment Correlation based on the concept of the
Z scores, by computing the mean of the Z score products
from the X and Y variables (Statistics & Risk Management,
undated), with the following formula:
Secondary data and key informants were used when
needed to validate responses obtained during the
interview.
RESULTS AND DISCUSSION
Socioeconomic Background of the Bukidnon AEWs
Findings revealed that the Bukidnon AEWs were married
females with a mean age of 47 years old, in-migrants from
Central Philippines, graduated college, and attended
various training with a mean of 19 years of experience in
extension service.

Level of Organizational Commitments
Competencies of the Bukidnon AEWs
Data showed that the Bukidnon AEWs were committed to
promoting the values and goals of their Local Government
Units. This indicated the affective commitment of the
AEWs towards their LGUs as shown in the grand mean of
4.34 using 13 indicators (APPENDIX TABLE 1). They were
very proud and loyal workers with a strong sense of
belongingness who planned to work in the LGUs until
retirement. The continuance commitment of the AEWs
towards the LGUs was demonstrated in the grand mean of
3.64 using 10 indicators (APPENDIX TABLE 2). The
AEWs agreed that working and sticking with the LGUs was
a good decision that ensures their security after retirement.
In addition, the AEWs got a grand mean of 3.52 which
revealed the normative commitment of the AEWs to the
LGUs using 8 indicators (APPENDIX TABLE 3). They
were committed to exert extra efforts, worked beyond
office hours and felt obliged to continue working for the
LGUs. As a whole, the Bukidnon AEWs were found to be
committed public servants.
In terms of work competencies, the data revealed a grand
mean of 4.24 which depicted the leadership competency
of the Bukidnon AEWs using 15 indicators (APPENDIX
TABLE 4). They enjoyed teaching the farmers about new
technologies in agriculture, encouraged them to participate
in making decisions, and integrated farmers’ ideas and
suggestions in making plans. In cultural competency, the
AEWs obtained a grand mean of 4.27 which reflected
competence using 8 indicators (APPENDIX TABLE 5).
They believed in respecting the culture, values, and
traditions of the rural people which facilitated technology
transfer and adoption. Moreover, the AEWs garnered a
grand mean of 4.20 which described technical competency
using 6 indicators (APPENDIX TABLE 6). The AEWs knew
their job description, duties and responsibilities and they
understood the issues and challenges of climate change
and their effects on actual farming activities. In
communication competency, a grand mean of 3.57
showed that the AEWs were competent using 5 indicators
(APPENDIX TABLE 7). They were competent in
conducting Farmers’ Field Days to promote agricultural
innovations, putting up displays and exhibits and
discussed controversial issues with the farmers. The data
however revealed moderate competency of the AEWs in
information and communication with a grand mean of 2.84
using 9 indicators (APPENDIX TABLE 8). AEWs have
moderate knowledge in making reports using computer
software and in accessing data on-line. Further, the
Bukidnon AEWs were competent in program planning with
a grand mean of 3.94 using 6 indicators (APPENDIX
TABLE 9). They were competent in making plans to attain
the LGUs’ mission and goals and involved relevant
individuals in preparing proposals. Similarly, the AEWs
were competent in program implementation with a grand
mean of 4.28 using 6 indicators (APPENDIX TABLE 10).
The AEWs were competent in accomplishing tasks.
Organizational Commitments, Competencies and Job Performance of the Agricultural Extension Workers in Bukidnon Province, Southern Philippines
Int. J. Agric. Educ. Ext. 308
and Besides, the Bukidnon AEWs were also competent in
program evaluation with a grand mean of 4.02 using 5
indicators (APPENDIX TABLE 11). The data revealed that
the AEWs were competent in determining whether
objectives were met and problems during project
implementation were identified. Overall, the Bukidnon
AEWs demonstrated leadership, cultural, technical,
program planning, implementation, and evaluation
competencies. They, however, revealed moderate
competency in information and communication.
In general, the Bukidnon AEWs exhibited satisfactory
affective, normative and continuance commitments to the
Local Government Units of Bukidnon. They were also
competent leaders, program planners, evaluators and
implementers.
Level of Job Performance of the Bukidnon AEWs
Work Outputs
The findings showed that the Bukidnon AEWs have very
satisfactory work outputs as rated by self, immediate
supervisors and farmers. The AEWs delivered very
satisfactory services to the farmers and looked for ways to
improve their work. They submitted reports and performed
extension tasks. They observed time management in
facilitating extension activities with the farmers and have
always attended meetings, assemblies, and consultations.
Work Knowledge and Skills
The data showed that the Bukidnon AEWs exhibited very
satisfactory knowledge and skills in their work as rated by
self, immediate supervisors and farmers. They
demonstrated teamwork and technical skills and provided
extension services in accordance with stipulated policies,
procedures, and guidelines of the Agriculture Office at the
Local Government Units. Work knowledge and skills
implied that AEWs have skills, competence, and
capabilities in the performance of their job.
Personal Quality
Based on the data, the Bukidnon AEWs possessed a very
high personal quality as rated by self, immediate
supervisors and farmers. The AEWs have the ability to
express freely, promoting the adoption of technology and
optimized the use of resources. They learned from their
mistakes and found alternative ways of doing their job.
They have shown patience, good rapport, and courtesy to
co-workers, supervisors, and farmers.
In general, results in TABLE 1 revealed that the AEWs,
immediate supervisors and farmers vary significantly in
their ratings of the job performance of the AEWs. In
particular, the AEWs, immediate supervisors and farmers
highly differ in their assessment of the timeliness,
effectiveness of communication, discipline and proactive
and innovativeness of the AEWs.
 Ravelo and Intong 309

Table 1. Level of the job performance of the Agricultural Extension Workers in Bukidnon
INDICATORS AEW IMMEDIATE FARMER OVERAL
F
SUPERVISOR Sig. (2-
Computed/
Qualitative Qualitative Qualitative Qualitative tailed)
Mean Mean Mean Mean T-test
Description Description Description Description
A. WORK OUTPUT 4.0 VS 3.75 VS 4.15 VS 3.93 VS
a. Quality of Work 4.28 VS 4.09 VS 4.18 VS 4.18 VS .26 ns -1.12
b. Quantity of Work 4.02 VS 3.85 VS - 3.93 VS .25 ns 1.16
c. Timeliness 3.70 VS 3.31 S 4.11 VS 3.70 VS .000** 42.8
B. WORK 4.1 VS 4.32 VS 4.22 VS 4.11 VS
KNOWLEDGE
AND SKILLS
a. Knowledge and 4.04 VS 4.32 VS 4.22 VS 4.19 VS .21ns 1.58
Skills in Work
b. Implementation 4.16 VS 4.31 VS - 4.23 VS .02* 3.94
of Policy,
Procedures and
Directions
C. PERSONAL 4.08 VS 3.85 VS 4.19 VS 4.03 VS
QUALITY
a. Effectiveness of 3.49 S 3.84 VS 4.1 VS 3.81 VS .000** 28.5
Communication
b. Ability to Manage 4.13 VS 3.70 VS 4.29 VS 4.04 VS .17 ns 1.76
c. Discipline 4.24 VS 3.82 VS 4.18 VS 4.08 VS .000** 10.4
d. Pro-active and 4.12 VS 3.85 VS 4.12 VS 4.03 VS .01** 4.64
Innovativeness
e. Relationship and 4.42 VS 4.08 VS 4.28 VS 4.19 VS .04* 3.31
Cooperation
GRAND MEAN 4.06 VS 3.96 VS 4.17 VS 4.06 VS
Legend:
SCALE RANGE DESCRIPTIVE RATING
5 4.51 – 5.00 Outstanding
4 3.51 – 4.50 Very Satisfactory
3 2.51 – 3.50 Satisfactory
2 1.51 – 2.50 Unsatisfactory
1 1.00 – 1.50 Needs Improvement

TABLE 2. The difference in the job performance of the Bukidnon Agricultural Extension Workers as rated by self,
immediate supervisors, and farmers
Measures Raters Overall Mean Chi-Square Sig. (2-tailed)
Self Immediate Supervisors Farmers
N=159 N=23 N=430
Work Output 4.00 3.75 4.10 3.95 21.833 .000**
Work Knowledge and Skills 4.10 4.30 4.22 4.20 6.67 .036*
Personal Quality 4.08 3.85 4.19 4.04 142.83 .000**
Mean 4.06 3.96 4.17 4.06 52.87 .000**
Legend:
** = correlation is significant at 0.01; * = correlation is significant at 0.05

TABLE 2 showed that the AEWs have significantly higher
personal quality (p<.001) followed by work output (p<.01)
and work knowledge and skills (p<.5) as rated by
themselves, immediate supervisors and farmers. This
indicated that AEWs, immediate supervisors and farmers
have different perceptions of the work performance
particularly on work output and personal quality of the
AEWs.
T-test results in TABLE 3 showed a significant difference
(p<.000) in the self, immediate supervisors’ and farmers’
ratings on the job performance of the Bukidnon AEWs.
Specifically, the farmers rated the job performance of their
extension workers higher than the field supervisors and
AEWs themselves. This indicated the trustworthiness of
the AEWs among the farmers. This further showed that the
farmers found the AEWs as responsible and reliable, and
they were very satisfied with the services delivered by their
AEWs.

Organizational Commitments, Competencies and Job Performance of the Agricultural Extension Workers in Bukidnon Province, Southern Philippines
 Int. J. Agric. Educ. Ext. 310

Table 3. The difference in the self, immediate supervisors’ Enhancing the Job performance of Bukidnon AEWs
and farmers’ ratings on the job performance of the
Agricultural Extension Workers The findings manifested that the AEWs in Bukidnon
Rater Overall Sig. (2- F Province had very satisfactory job performance in terms of
Mean tailed) Computed personal quality, work output and work knowledge and
Rating skills. Turan (2013) describes the performance of the
1. Farmers 4.17a .000** 18.521 Bukidnon AEWs as high quality and systematic, providing
1. Agricultural Extension 4.06b excellent technical services and harmonious relationships
Workers (Self) with the farmers. This work performance of the AEWs was
1. Immediate Supervisors 3.96c appreciated by their supervisors, especially the farmers.
a b c Mean ratings with the different letters are significant

** = correlation is significant at 0.01 (2-tailed) As the province is highly dependent on agriculture, the
* = correlation is significant at 0.05 (2-tailed) Local Government of Bukidnon needs to optimize its
productivity by enhancing the job performance of the
Relationship between Organizational Commitments, agricultural extension workers. Thach et al. (2002) stress
Competencies and Job Performance of the Bukidnon that the extension agents need to have the following
AEWs elements to perform well in extension work: motivation,
technical knowledge and skills and external contact ability.
TABLE 4 showed a significant relationship (p<.01) According to Anaza (2012), extension service quality can
between the AEWs’ job performance and organizational be considerably improved when extension professionals
commitments. In particular, results of the Pearson exhibit the culture of empowerment. AEWs should
Product-moment Correlation showed that affective spearhead in the development efforts of alleviating poverty
(p<.01), continuance (p<.01), and normative (p<.01) and improving the living condition of the farmers. This
commitments were found to be significantly correlated with implied a pro-active effort to empower employees,
the AEWs’ job performance. The result indicated that the enhance job satisfaction, increase employee-extension
AEWs who were highly committed to their organization office identification and cultivate skills in community
were most likely to produce better job performance. organizing. Similarly, Khalil et al. (2008) emphasize the
Committed AEWs would contribute more positively to the need for the extension workers to develop the right level of
organization’s performance compared to the less leadership competencies as they serve as rural leaders
committed AEWs. themselves. Besides, the Royal University of Bhutan
There was also a high positive relationship between job (2013) adds that effective written communication and
performance and the competencies of the AEWs. presentation skills are prerequisites for a successful
Specifically, leadership (p<.01), cultural (p<.01), technical extension worker.
(p<.01), communication (p<.01), program planning
(p<.01), and program evaluation (p<.01) were significantly In general, Liles and Mustian (2004) explain that by
correlated with job performance. The results manifested developing competencies of the extension workers and
that the ability and trustworthiness of the AEWs facilitate incorporating these in training, the capacity of the
the performance of their jobs. extension organization to better serve its clients can be
improved. With the changing condition in agriculture and
Table 4. Relationship of organizational commitments and the increasingly complex farmers’ needs, there is a need
competencies with the Agricultural Extension Workers’ job for extension organizations to continuously learn to remain
performance effective (Leeuwis & Van den Ban, 2004).
Independent Variable r-value Probability
Organizational Commitments Organizational Commitments and Competencies of
Affective .627 .000** the Bukidnon AEWs:
Continuance .497 .000** Implications for Human Resource Development
Normative .572 .000** Interventions
Competencies
Leadership .548 .000** The findings revealed that the Bukidnon AEWs have
Cultural .553 .000** compatible goals, values, and attachments with their
Technical .616 .000** organization. They were committed to continuing serving
Communication .631 .000** the organization because of economic reasons and they
Information and Communication .031 .416ns felt indebted to their employer. They have also the ability
Program Planning .629 .000** and trustworthiness to perform their job and possessed the
Program Implementation .636 .000** qualities of good leadership, culture-sensitivity, and
Program Evaluation .659 .000** technical expertise. The Bukidnon AEWs acquired skills
** = correlation is significant at 0.01 (2-tailed) and knowledge in planning, implementing and evaluating
* = correlation is significant at 0.05 (2-tailed) extension programs. They, however, possessed low
ns = not significant competency in the use of electronic media.

Organizational Commitments, Competencies and Job Performance of the Agricultural Extension Workers in Bukidnon Province, Southern Philippines
Ravelo and Intong 311
Obiyai et al. (2011) observe that the farmers made
innovative adoption decisions when they perceived their
extension worker as trustworthy, has the capacity for
conflict resolution and the vision to motivate them to work.
The more the extension workers know the culture of the
people, the more the farmers will accept them and apply
the advice useful to them (Teraieyari, 2009). This
necessitated the facilitative role of the AEWs to stimulate
farmers to embrace change (Koutsouris, 2012). Extension
workers should be able to assess farmers’ needs and
utilize local knowledge to activate them towards rural
development (Koutsouris, 1999). Konstantidelli et al.
(2018) found that the provision of information to interested
farmers through the creation of an advisory network can
enhance their well-being. On the other hand, Khan et al.
(2010) explain the wide gap between the possessed and
the required level of professional competencies of the
extension workers in the use of computer technology.
There is, therefore, the need for the extension
organizations to adopt computer systems to improve the
capacity of their staff to access and process information for
their work (Leeuwis and Van den Ban, 2004).
On the other hand, Cohen and Golan (2007) report that
organizations whose members have a higher level of
commitments show higher performance with lower levels
of absenteeism and tardiness. In particular, government
employees showed a higher level of continuance
commitment than other sectors because of the relative job
security as well as the difficulty in finding another job (The
Pennsylvania State University, 2013). As workers of the
Local Government Units, the Bukidnon AEWs were
expected to demonstrate devotion towards their
organization especially in improving food security among
the poor farmers.
The findings of the study suggested the need for human
resource development interventions to enhance and
sustain the competence and organizational commitments
of the Bukidnon AEWs. A refresher course on the rules and
regulations of the Civil Service Commission will promote
the deeper appreciation and valuing of roles among the
AEWs as public servants. The integration of values in
team-building activities as a component of the human
resource development programs of the Local Government
Units of Bukidnon will stimulate organizational
commitments and unity among the AEWs. This should be
re-enforced with a re-tooling and re-skilling mechanism to
keep the extension workers abreast of the advances in
agriculture as well as in leading and managing change in
the rural communities. Capability building activities,
particularly in the use of the electronic media, will improve
information and communication skills of the Bukidnon
AEWs. The institutionalization of the annual “Search for
the Most Outstanding Extension Worker” coupled with
monetary and non-monetary incentives will encourage
quality job performance and boost the commitment of the
AEWs to the local government. In addition, the Agricultural
Training Institute of the Department of Agriculture needs to
continue providing capacity development programs to the
Organizational Commitments, Competencies and Job Performance of the Agricultural Extension Workers in Bukidnon Province, Southern Philippines
local AEWs particularly on extension delivery systems to
facilitate the adoption of technology and improve the socio-
economic condition of the farmers in the service area.
CONCLUSIONS
The AEWs in Bukidnon were experienced field workers
dominated by middle-aged, married, female, agriculture
professionals. They have goals and values consistent with
the Local Government of Bukidnon. They committed to
continually serve and exerted extra efforts for the
betterment of the farmers and their organization. These
indicated that the extension workers possessed the
affective, continuance and normative commitments to the
Agriculture Office of the local government in Bukidnon.
The AEWs in Bukidnon province have admirable personal
traits, experienced and were knowledgeable and skillful in
their works which facilitated the delivery of outputs
expected of them. They performed consistently the duties
and functions of extension professionals as recognized by
their field supervisors and farmers. In particular, farmers
highly appreciated the services of their AEWs in their
farms.
The job performance of the Bukidnon AEWs was
associated with their competencies in leadership, cultural,
technical, communication, program planning, program
implementation, program evaluation. Similarly, the job
performance of the Bukidnon AEWs was correlated with
their affective, continuance and normative commitments to
their Agriculture Offices.
The Local Government Units of Bukidnon needed to
implement human resource development interventions to
enhance organizational commitments, improve work
competencies and sustain job performance of its extension
workers.
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Meyer, J. P., and Herscovitch, L. (2001). Commitment in Central Mindanao University, Musuan, Bukidnon.
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Organizational Commitments, Competencies and Job Performance of the Agricultural Extension Workers in Bukidnon Province, Southern Philippines
Ravelo and Intong 313

ATTACHMENTS

APPENDIX TABLE 1. Level of the affective commitment of the Agricultural Extension Workers in Bukidnon
INDICATORS MEAN DESCRIPTIVE RATING
1. I am proud to tell others that I am an agricultural extension worker of Bukidnon. 4.68 Very Committed
2. I am very loyal to this organization. 4.49 Committed
3. I work for an organization that is competent and able to accomplish its mission. 4.47 Committed
4. I could identify myself with the goals of our organization. 4.43 Committed
5. What this organization stands for is important to me. 4.43 Committed
6. I feel a strong sense of belonging to this organization. 4.30 Committed
7. I am extremely glad I chose this organization to work for. 4.30 Committed
8. I really care about the fate/sustainability of this organization. 4.29 Committed
9. I plan to work in this organization until my retirement age. 4.28 Committed
10. This organization really inspires the best in me in a way that improves my job 4.23 Committed
performance.
11. I could accept almost any type of job assignment in order to keep working for 4.23 Committed
this organization.
12. This is the best of the organizations I worked with. 4.21 Committed
13. I find that my values and the organization's values are very similar /consistent. 4.10 Committed
OVERALL MEAN 4.34 Committed
Legend:
SCALE RANGE DESCRIPTIVE RATING
5 4.51 – 5.00 Highly Committed
4 3.51 – 4.50 Committed
3 2.51 – 3.50 Moderately Committed
2 1.51 – 2.50 Slightly Committed
1 1.00 – 1.50 Not Committed

APPENDIX TABLE 2. Level of continuance commitment of the Agricultural Extension Workers in Bukidnon
INDICATORS MEAN DESCRIPTIVE RATING
1. Deciding to work for this organization was a good decision on my part. 4.71 Very Committed
2. There's so much to be gained by sticking with this organization indefinitely. 4.34 Committed
3. This organization ensures me of retirement security. 3.97 Committed
4. This organization provides health benefits for me and my family. 3.75 Committed
5. The organization provides family-friendly policies/flexible working 3.74 Committed
arrangements to help me fulfill non-work commitments.
6. Working in this organization ensures the education of my children. 3.72 Committed
7. My efforts in the organization are provided with equitable pay. 3.67 Committed
8. I continue to work for the organization because I fear the financial 3.50 Committed
consequences of leaving.
9. My efforts in the organization are provided with fringe benefits. 3.17 Moderately Committed
10. I continue to work for the organization because I fear the loss of social ties if I 1.80 Less Committed
leave.
OVERALL MEAN 3.64 Committed
Legend:
SCALE RANGE DESCRIPTIVE RATING
5 4.51 – 5.00 Highly Committed
4 3.51 – 4.50 Committed
3 2.51 – 3.50 Moderately Committed
2 1.51 – 2.50 Slightly Committed
1 1.00 – 1.50 Not Committed

Organizational Commitments, Competencies and Job Performance of the Agricultural Extension Workers in Bukidnon Province, Southern Philippines
 Int. J. Agric. Educ. Ext. 314

APPENDIX TABLE 3. Level of the normative commitment of the Agricultural Extension Workers in Bukidnon
INDICATORS MEAN DESCRIPTIVE RATING

1. I am willing to exert a great deal of effort beyond that normally expected in order 4.12 Committed
to help this organization be successful
2. This organization recognizes my good performance 3.92 Committed
3. This organization is conscious of quality standards in doing extension work 3.70 Committed
4. I continue to work for the organization because I feel obliged to 3.55 Committed
5. The people I work for cares about what happens to me 3.43 Moderately Committed
6. This organization penalizes bad work habits, poor performance, and bad 3.28 Moderately Committed
behavior.
7. My efforts on the job are largely appreciated and recognized by this 3.16 Moderately Committed
organization
8. It would make a great change in my present circumstances to cause me to 3.04 Moderately Committed
leave this organization
OVERALL MEAN 3.52 Committed
Legend:
SCALE RANGE DESCRIPTIVE RATING
5 4.51 – 5.00 Highly Committed
4 3.51 – 4.50 Committed
3 2.51 – 3.50 Moderately Committed
2 1.51 – 2.50 Slightly Committed
1 1.00 – 1.50 Not Committed

APPENDIX TABLE 4. Level of leadership competencies among Bukidnon Agricultural Extension Workers
INDICATORS MEAN DESCRIPTIVE RATING
The Agricultural Extension Worker:
1. Enjoys teaching the farmers on the new technologies in agriculture 4.46 Competent
2. Encourages farmers to participate in decision –making 4.45 Competent
3. Always have time to listen to farmers' problems 4.42 Competent
4. Solicits other people’s ideas and try to reach a mutual understanding of an 4.35 Competent
extension activity issue/problem
5. Integrates the farmers’ ideas and suggestions in making plans 4.34 Competent
6. Strives to convince the farmers to accept any new technology 4.30 Competent
7. Strives to gain commitment and cooperation from the farmers for the 4.30 Competent
successful implementation of an extension activity
8. Closely monitor the implementation schedule to ensure an extension activity 4.29 Competent
or project will be completed on time
9. Personally demonstrates trust, enthusiasm and caring for other people 4.28 Competent
10. Ensures a great team of farmers 4.25 Competent
11. Involves farmers in the monitoring and evaluation of an extension activity 4.24 Competent
12. Enjoys a challenging task 4.14 Competent
13. Strives to implement an extension activity according to its stipulated budget 4.12 Competent
14. Finds it easy to carry out several complicated tasks at the same time 3.87 Competent
15. Does not worry about jeopardizing relationships when correcting mistakes 3.79 Competent
OVERALL MEAN 4.24 Competent
Legend:
SCALE RANGE DESCRIPTIVE RATING
5 4.51 – 5.00 Highly Committed
4 3.51 – 4.50 Committed
3 2.51 – 3.50 Moderately Committed
2 1.51 – 2.50 Slightly Committed
1 1.00 – 1.50 Not Committed

Organizational Commitments, Competencies and Job Performance of the Agricultural Extension Workers in Bukidnon Province, Southern Philippines
Ravelo and Intong 315

APPENDIX TABLE 5. Level of cultural competencies among Bukidnon Agricultural Extension Workers
INDICATORS MEAN DESCRIPTIVE RATING
The Agricultural Extension Worker:
1. Believes that the more extension workers learn and respect the culture of the 4.46 Competent
rural people, the more he/she will be accepted by them
2. Ensures that clients' values and traditions are respected in the process of 4.35 Competent
technology transfer and adoption
3. Demonstrates respect to rural people's diverse cultures, beliefs, and religion 4.34 Competent
in the process of technology transfer
4. Learns about local norms, values, and traditions of rural people first before 4.26 Competent
embarking on the process of technology transfer
5. Considers the existing structure of the society and their culture to plan and 4.25 Competent
implement agriculture extension programs
6. Gets permission and/or approval of elders and traditional leaders before 4.19 Competent
implementing an extension activity
7. Considers composition of the community, prejudices, and taboos before 4.17 Competent
embarking on a process of technology transfer
8. Ensures that technology and practices disseminated are aligned and sensitive 4.14 Competent
to the culture of the people
OVERALL MEAN 4.27 Competent
Legend:
SCALE RANGE DESCRIPTIVE RATING
5 4.51 – 5.00 Highly Committed
4 3.51 – 4.50 Committed
3 2.51 – 3.50 Moderately Committed
2 1.51 – 2.50 Slightly Committed
1 1.00 – 1.50 Not Committed

APPENDIX TABLE 6. Level of technical competencies among Bukidnon Agricultural Extension Workers
INDICATORS MEAN DESCRIPTIVE RATING
The Agricultural Extension Worker:
1. knows the job description and duties & responsibilities of an agriculture 4.58 Highly Competent
extension worker
2. understands climate change issues and challenges 4.32 Competent
3. has experienced actual farming 4.27 Competent
4. knows the technology on corn production 4.17 Competent
5. knows the technology on rice production 4.11 Competent
6. knows the technology on tilapia production 3.74 Competent
OVERALL MEAN 4.20 Competent
Legend:
SCALE RANGE DESCRIPTIVE RATING
5 4.51 – 5.00 Highly Committed
4 3.51 – 4.50 Committed
3 2.51 – 3.50 Moderately Committed
2 1.51 – 2.50 Slightly Committed
1 1.00 – 1.50 Not Committed

Organizational Commitments, Competencies and Job Performance of the Agricultural Extension Workers in Bukidnon Province, Southern Philippines
 Int. J. Agric. Educ. Ext. 316

APPENDIX TABLE 7. Level of communication competencies among Bukidnon Agricultural Extension Workers
INDICATORS MEAN DESCRIPTIVE RATING
The Agricultural Extension Worker:
1. Conducts Farmers Field Days to inform other farmers about a technology 4.09 Competent
promoted in a barangay
2. Put up displays/exhibits during local/regional agri-fairs/araw ng barangay/etc. 3.89 Competent
3. Presents agricultural information/research results in a forum or conference 3.86 Competent
4. Conducts panel discussion/symposium to present controversial issues to 3.58 Competent
farmers
5. Uses parliamentary procedure when presiding/facilitating meetings 2.42 Slightly Competent

OVERALL MEAN 3.57 Competent

Legend:
SCALE RANGE DESCRIPTIVE RATING
5 4.51 – 5.00 Highly Committed
4 3.51 – 4.50 Committed
3 2.51 – 3.50 Moderately Committed
2 1.51 – 2.50 Slightly Committed
1 1.00 – 1.50 Not Committed

APPENDIX TABLE 8. Level of competencies in information and communication technology among Bukidnon Agriculture
Extension Workers
INDICATORS MEAN DESCRIPTIVE RATING
The Agricultural Extension Worker:
1. Uses Microsoft office word in making reports 3.35 Moderately Competent
2. Uses Microsoft office excel in making reports 3.29 Moderately Competent
3. Uses Microsoft Office PowerPoint in making presentations 3.11 Moderately Competent
4. Keeps e-copy of every information, data, and reports. 3.04 Moderately Competent
5. Uses the internet system in getting new information on agriculture technologies 2.97 Moderately Competent
6. Uses social media in communicating concerns on agriculture to concerned 2.70 Moderately Competent
individuals/ agencies.
7. Uses the email in communicating concerns on agriculture activities to farmers 2.68 Moderately Competent
and other extension workers.
8. Uses Microsoft office desktop publishing in making illustrations in reports. 2.66 Moderately Competent
9. Uses statistical packages in analyzing data. 1.75 Slightly Competent
OVERALL MEAN 2.84 Moderately Competent
Legend:
SCALE RANGE DESCRIPTIVE RATING
5 4.51 – 5.00 Highly Committed
4 3.51 – 4.50 Committed
3 2.51 – 3.50 Moderately Committed
2 1.51 – 2.50 Slightly Committed
1 1.00 – 1.50 Not Committed

Organizational Commitments, Competencies and Job Performance of the Agricultural Extension Workers in Bukidnon Province, Southern Philippines
 Ravelo and Intong 317

APPENDIX TABLE 9. Level of program planning competency among Bukidnon Agricultural Extension Workers
INDICATORS MEAN DESCRIPTIVE RATING
The Agricultural Extension Worker:
1. Makes plans to attain our office' mission and goals 4.14 Competent
2. Involves suitable individuals to participate in planning extension program 4.09 Competent
3. Prepares proposals and submit them for funding 4.09 Competent
4. Knows how to present alternative courses of action for a particular office/farm 3.92 Competent
problem
5. Conducts situational analysis in planning extension program/activity 3.84 Competent
6. Conducts group planning with LGU officials, academe and other stakeholders 3.53 Competent
OVERALL MEAN 3.94 Competent
Legend:
SCALE RANGE DESCRIPTIVE RATING
5 4.51 – 5.00 Highly Committed
4 3.51 – 4.50 Committed
3 2.51 – 3.50 Moderately Committed
2 1.51 – 2.50 Slightly Committed
1 1.00 – 1.50 Not Committed

APPENDIX TABLE 10. Level of competencies in program implementation among Bukidnon Agricultural Extension
Workers
DESCRIPTIVE
INDICATORS MEAN
RATING
The Agricultural Extension Workers:
1. Strives to motivate the farmers to be involved in agriculture extension activities 4.35 Competent
2. Strives to apply knowledge and expertise during the implementation of an extension 4.35 Competent
program
3. Sees to it that resources are spent/used wisely in implementing extension activities 4.32 Competent
4. Works harmoniously with other colleagues in implementing extension activities 4.31 Competent
5. Involves LGU officials in implementing extension activity 4.17 Competent
6. Always provides suitable and comfortable surroundings and environment for the farmers 4.16 Competent
to learn
GRAND MEAN 4.28 Competent
Legend:
SCALE RANGE DESCRIPTIVE RATING
5 4.51 – 5.00 Highly Competent
4 3.51 – 4.50 Competent
3 2.51 – 3.50 Moderately Competent
2 1.51 – 2.50 Slightly Competent
1 1.00 – 1.50 Not Competent

APPENDIX TABLE 11. Level of competencies in program evaluation among Bukidnon Agricultural Extension Workers
DESCRIPTIVE
INDICATORS MEAN
RATING
The Agricultural Extension Worker: 4.14 Competent
1. Conducts regular monitoring of extension programs/activities e.g. monthly meetings
2. Involves farmers in evaluating extension activities 4.11 Competent
3. Collects farmers' comments and suggestions regarding an extension program 4.09 Competent
4. Evaluates the effectiveness of an extension program every after its completion 4.06 Competent
5. Conducts impact assessment of an extension activity 3-5 years after its completion 3.70 Competent
OVERALL MEAN 4.02 Competent
Legend:
SCALE RANGE DESCRIPTIVE RATING
5 4.51 – 5.00 Highly Committed
4 3.51 – 4.50 Committed
3 2.51 – 3.50 Moderately Committed
2 1.51 – 2.50 Slightly Committed
1 1.00 – 1.50 Not Committed

Organizational Commitments, Competencies and Job Performance of the Agricultural Extension Workers in Bukidnon Province, Southern Philippines
 Int. J. Agric. Educ. Ext. 318

Accepted 12 February 2020

Citation: Ravelo EC, Intong JD (2020). Organizational Commitments, Competencies and Job Performance of the
Agricultural Extension Workers in Bukidnon Province, Southern Philippines. International Journal of Agricultural Education
and Extension, 6(1): 306-318.

Copyright: © 2020 Ravelo and Intong. This is an open-access article distributed under the terms of the Creative
Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided
the original author and source are cited.

Organizational Commitments, Competencies and Job Performance of the Agricultural Extension Workers in Bukidnon Province, Southern Philippines