The job performance of area-specialists and county agents in Kentucky and Indiana Cooperative Extension Services was measured; and relationships between their job performance and personal and organizational variables were identified. Data were collected by 350 self-reported work samplings per respondent during one work cycle in the Spring of 1966, and by interviews. Analysis of data was by frequency distribution, differences of means and proportion tests, and the one-way ANOVA technique. Relationships were not found between methods of financing area-specialist work and their job performance; the number of relationships prescribed and the percentage of time spent in internal organizational contacts; the type of job stipulated in prescribed organizational relationships and staff coordination index value; and area-specialists' field of specialization and job performance. Among conclusions were: a need exists for greater understanding of the duties and responsibilities of the field staff; insufficient contact exists between area specialists and county agents; specialization in decision making exists in extension organizations; highly trained professional personnel spend a large percentage of time performing routine tasks; and clientele can be involved in financing of area specialist work. (author/pt)