HUMAN RESOURCE DYNAMICS IN AGRICULTURAL EXTENSION: THE ROLE OF LEARNING MOTIVATION,ROLE CONFLICT, AND TIME MANAGEMENT IN ENCHANCING PERFORMANCE

This study investigates the influence of learning motivation and role conflict on the job performance of agricultural extension workers, with time management examined both as an independent predictor and as a moderating variable. The research was conducted in Cirebon Regency, West Java, a region with a significant number of active extension personnel. Using a quantitative approach, data were collected from 144 respondents through a structured questionnaire. Respondents were identified using a snowball sampling technique to access individuals within a decentralized extension system where no comprehensive list exists. The analysis was conducted using Partial Least Squares Structural Equation Modeling (PLS-SEM). The findings reveal that learning motivation and time management each have a positive and significant effect on job performance, while role conflict has a negative and significant effect. However, the moderating effects of time management on both the relationship between role conflict and job performance, and between learning motivation and job performance were not statistically significant. These results underscore the importance of psychological and behavioral factors in shaping public sector performance, particularly in complex and multi-role work environments. The study contributes to human resource development literature in agricultural services and offers practical recommendations for improving performance through motivation-building strategies, time management training, and organizational role clarification.

• Publication year

  2025

• Venue

  The International Conference on Sustainable Economics Management and Accounting Proceeding

• Publication date

  2025-08-13

• Fields of study

  Not labeled

• Identifiers
  DOI 10.32424/icsema.1.1.272
• External record

  Open on Semantic Scholar

• Source metadata

  Semantic Scholar

• No claims are published for this paper.

• No concepts are published for this paper.

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