Labour retention issues in the dairy industry: A dissertation submitted in partial fulfilment of the requirements for the Degree of Bachelor of Agricultural Science Honours at Lincoln University

Abstract

The issue retention of labour in the Dairy industry and reasons for high or low retention have not been well researched. It is however generally accepted that there is a labour retention problem on dairy farms. Ten employers and employees with good reputations and a professional were interviewed. A semi-structured qualitative interview method was used to investigate the issues due to constraints of the researcher. Interviews were taped and remained confidential. All interviewees were asked questions under the general topic areas of: - Employment History - Employment Process (Recruitment) - Maintenance of Relationships - Managing Conflict - Ending the Working Relationship Interviews were collated and common responses recorded. Possible reasons for retention issues occurring were identified. These included: - natural progression of employees up the career structure - lack of experienced staff in the Canterbury area - a poor image of the dairy industry Common methods used to manage staff well and retain staff were identified, so that a list of management strategies that are successful could be recommended. Employer's expectations of employees and employee's expectations of employers in general were being fulfilled. In general employers and employees were managing the recruitment process well and realised the importance and limitations of the process. Employers were compensating staff well and were well aware of the total package they were offering employees in terms of perks. Employers were aware of what their staff wanted and needed as far as training and time off went. All employers communicated well with employees and asked their opinions on farming matters to keep staff interested in the job, employees interviewed recognised this. Employers interviewed had sound conflict resolution methods in place. Similar conflict resolutions were used by employers of the employees interviewed, who found these resolutions fair. In general employers were not familiar with formal procedures for dealing with grievances. Recommendations were made based on what the employers and employees identified as excellent management practices and also those tasks they identified they were not completing well enough. An example of recommendations made to employees was using employment contracts and to employers saying 'thank you' for a job well done.