Effects of employer management on employee recruitment, satisfaction, engagement, and retention on large US dairy farms

Abstract

Lack of employee engagement and satisfaction and high turnover rate of employees are major problems on some US dairy farms. Farm adoption of human resource management (HRM) practices varies widely. Using feedback from 168 employees from 12 large dairy farms, our objectives were to understand employee perceptions of HRM strengths and weaknesses and their influence on (1) employee satisfaction, (2) retention of employees, (3) willingness of employees to recommend the farm as a place to work, and (4) level of employee engagement on the farm. Employees who rated their employers higher for almost any management-related question (MRQ) were more satisfied in their jobs and more likely to recommend their place of work to other potential employees. Employees reported a higher intention to stay on the farm when employers scored higher on MRQs connected to employer-employee relationships. Employees who rated "Relationships" (a component consisting of 5 MRQs) higher were more likely to have a higher rate of satisfaction, were more likely to intend to stay at their job, and were more likely to recommend their place of work to others. No single management question was positively related to employee engagement (as measured by employees having and sharing ideas to improve the business); however, ethnicity, gender, job role, duration of employment, and employee's selfappraisal of their desire to learn and commitment to the farm were each associated with engagement. Female employees were less likely to provide ideas to their employers (compared with male employees), as were Spanish-speaking employees (compared with Englishspeaking employees). Differences between Spanish-and English-speaking employees were also present in measures such as intention to stay (shorter) and willingness to recommend the farm as a place to work (higher). Employees who rated themselves higher on their desire to learn and commitment to the farm were more likely to provide ideas to their employers, as were longer-term employees. In conclusion, we inferred that dairy farm management can improve employee retention and engagement through improved use of HRM practices.

Increasing the work engagement of agrarian enterprise employees through the support of the direct manager, organisational trust and job autonomy

“…The controlling variables were the legal form, size of the enterprise from the point of view of the number of employees, region, and employee's criteria (age, length of work experience) which were chosen for the reason of their possible impact on the examined relationships based on existing studies. In the study of Moore et al (2020), the positive context of the position, employee's gender and employment duration in agricultural enterprises and their engagement was confirmed. Hakanen et al (2019) confirmed the connection between employee engagement and the size of the enterprise.…”

“…Engaged employees also require, besides the direct support of their managers, the support of a culture built on trust and a feeling of freedom and the possibility to autonomously make decisions. Enterprises should respect this when setting the processes of human resource management, which complies with the recommendations of Moore et al (2020). Here, there a large space arises for the implementation of current approaches in people management in which a partner approach to the employees with a high rate of individualisation is preferred.…”

Digital Civil Servant Recruitment Model

“…Based on its nature, employee recruitment methods are divided into 2, namely open recruitment and closed recruitment [4]. Open recruitment is a method held to attract potential candidates from the general public.…”

“…Anyone who meets the criteria for a position is entitled to register and participate in the selection. This method allows many applications to come in, so the company or agency has a greater chance of getting qualified employees [4]. Unlike the open system, the closed system is only for certain candidates, so the number of applications that come in is less.…”

“…Unlike the open system, the closed system is only for certain candidates, so the number of applications that come in is less. Usually, the closed method is done because the committee already has or is familiar with the candidate who will fill the required position [4].…”