Livestock Production And management

1. MANAGEMENT OF LABOURS
OF THE FARM AND LABOUR
WELFARE MEASURES
BY
Savita rathod
M.V.Sc
ANIMAL NUTRITION

2. INTRODUCTION
 Labour is one of the most important inputs in agricultural
production.
 How it is measured and valued is critical for establishing the
cost of producing agricultural commodities and accurately
portraying labour's relative share of the total cost of
production.
 Managing employees is probably the most important job in a
dairy.
 Labour makes up around 15-20% of total farm expenses.
 Therefore, proper labour management can greatly impact the
productive and financial success of your dairy farm.

3. Conti.......
 Perhaps the most important decision in the dairy
operation is hiring and keeping the right employee.
 Hiring a person not suited to a particular operation
can be catastrophic.
 It does not take long for an employee to start a
flare-up of mastitis, ruin equipment or harm
livestock.
 In most dairy operations labour accounts for 15
percent to 20 percent of total costs.

4. Conti.....
 Before 1990 labour management has been of limited
interest for agricultural economists (Howard and
McEwan) .
 During the 1990’s and after 2000 more efforts were
devoted to empirical research on agricultural labour.
 Growing competition has led to continuing consolidation
and increasing reliance on hired labour (Hadley, Harsh,
&Wolf; Stahl et al.).
 Availability of employees is the most common pre-
expansion labour management challenge for dairy
farmers.

5. TERMS AND DEFINITIONS
 Labourers or workers are defined as the number or
inventory of persons at a point in time.
 Workers are generally heterogenous because of
differences in productive skills, location, and availability
for work.
 Labour is a service (person-years per year) and
includes all human time-using activities, including what
is sometimes labeled separately as labour and
management.
 Labour services are perishable and hence can not be
moved to another period in time for use; workers, on the
other hand, are durable, potentially working for many
years as well as being geographically mobile.

6. Categories Of Farm Labour
 Two major categories of farm labour are proposed:
(1) Hired labour without farm ownership claims.
(2) Unpaid farm labour and salaried farm labour having
ownership claims.
 A comprehensive accounting procedure is recommended for
the farm labour input in ways that will most likely increase
recognition of the quantity of unpaid farm labour used in
farming.
 The cost of hired farm labour (type 1 farm labour) is total
producers' costs, including wages, salaries, fringe benefits,
and other hired labour associated costs.

7. Farm Labour and Related
Services
 Farm labour includes all hired, contract,
exchange, and unpaid family labour used
agricultural production.
 Farm labour is defined here to encompass what is
sometimes distinguished as traditional labour,
management, and other overhead time.
 Also includes labour acquired through farm labour
contractors and all semi skilled services used in
farming, such as mechanics for machinery and
building repair,and book keepers.

8. Opportunity Cost Of Farm Labour
 The opportunity cost of farm labour is the maximum value per
unit among the alternative uses of that labour.
 Skill or human capital, location, and period of use are generally
important factors for determining the opportunity cost of farm
labour.
 For hired farm labour (no ownership claim), the
compensation (wage plus cost of benefits) is the
opportunity cost.
 Though unpaid farm labour does not generally receive a wage, it
does have an economic cost.
 Implicit compensation for unpaid farm labour is based on
the opportunity cost of off-farm work, or the return available
in the next best alternative use of this labour time and effort.

9. Quantity Of Farm Labour
 Measuring labour as the number of workers or employees is
using a stock item to approximate a service.
 All workers generally do not work the same number of hours
per period and are different in ways that affect the quality of a
unit of service.
 Thus, approximating farm labour by the number of workers or
by assuming a uniform rate of conversion from stock to flow,
such as eight hours per day, is not a recommended practice.
 Measuring farm labour as person-hours per period used in
farming is the appropriate services measure.

10. Hiring Labour
 When hiring employees, remember you are
entrusting them with your cows and your dairy
business.
 Place advertisements for the job opening in dairy
magazines or other agricultural prints.
 A good employee will not want to work on a poorly
managed farm. Furthermore, an employee will put
in the work to maintain the level you present.
 If the farm is unorganized and cows are dirty, the
employees will work to maintain that level.

11. Training New Labour
 After hiring, training is needed for employees to do their
jobs well.
 Train employees for two or three days, demonstrating
how things are to be done and encourage questions.
 Provide written standard operating procedures for all
tasks.
 If an employee does not know how to properly work
equipment or manage your cattle, the job will not get
done or be done correctly.
 It is important to praise employees for following proper
protocols, and be open to any questions.

12.  Have one trainer who instructs the employee, and ensure that
co workers do not contradict the instruction.
 Finally, have the protocols specific enough to allow the
employee to know what to do even if the employee has not
worked in the dairy industry before.
 Even with prior experience, remember,farms do things
differently.

13. Providing Standard Operating
Procedures
 Training new labour can be difficult, but SOPs can help.
 The purpose of an SOP is to provide detailed instructions of a
specific operation so anyone knows exactly how the task is to be
done.
 A part of continual training of employees is continual education.
 New advances are constantly being made, so it is important to
keep up in order to most efficiently and productively manage a
farm.
 Most areas offer extension or consulting meetings that both
employees and managers can attend.
 This can enable everyone to learn.

14. Communication
 In any business, communication is the key to keeping morale
and productivity high.
 Weekly meetings, written standard operating procedures,
and opportunities to ask questions aid in keeping
communication lines open.
 communication is mandatory in maintaining a positive
working environment and high morale.
 With open lines of communication, employees should
maintain positive work ethic and efficiency.

15. Labour Efficiency On Farm
a) Efficiency Of Labour Associated With
Milking Process
 Improvements in milking efficiency have a greater influence
than any other aspect of the dairy farmers work on overall
farm labour inputs (Whipp, 1992).
 In order to facilitate the examination of milking process
,labour inputs, the milking process may be divided into the
following three components:
 Herding pre and post milking (transfer of cows to and from
the milking parlour); milking (milking tasks / work routines
within the parlour); and washing (washing of milking machine
and yard).

16.  Mean while, within milking specifically, the number of cows milked
per operator per hour is the best measure of both the performance
of the operator and the milking installation (Clough, 1978).
 This is affected by the following three factors:
 The milking times of the cows, the number and arrangement of the
milking units, and the operator’s work routine (Whipp, 1992).
 The addition of extra milking units will only increase milking
performance if the operator has idle time during milking (Hansen,
1999).
 The labour input for milking accounted for over 50% of the daily
labour inputs on dairy farms (Chang et al. 1992)

17.  The milking process consumed over half of the working day in
40% of dairy herds (Schmidt and Johnston ,1997) .
 Technology has focussed on the task of milking due to its
high labour requirement and has a significant effect on the
number of cows that can be managed by one person.
 The level of mechanisation as a key factor in influencing the
efficiency and quality of milking and in reducing the number of
operators required for that task ( Armstrong et al. 1994) .

18. The Milking Process On Commercial
Farms
 The impact of the milking process on labour input and
efficiency is obvious, given the substantial time associated
with milking for each cow.
 This consequently impacts on farm family income and quality
of life.
 The lower time per cow associated with milking in the larger
herds was due to economics of scale, particularly in the herding
of cows and post-milking washing routine.

19.  Cow entry and exit times are becoming increasingly important as
parlour length increases due to increased milking unit numbers.
 Efficient cow flow in the research farm milking parlour in this study
resulted in it being unnecessary for the operator to leave the pit
during milking.
 Milking performance is dependent on work routines (Whipp, 1992).

20. LABOUR WELFARE MEASURES
INTRODUCTION
 In a resolution in 1947, the ILO defined labour welfare
as "such services, facilities and amenities as adequate
canteens, rest and recreation facilities, arrangements
for travel to and from work, and for the accommodation
of workers employed at a distance from their houses,
and such other services, amenities and facilities as
contribute to improve the conditions under which
workers are employed”.
 The Committee on Labour Welfare (CLW), formed in
1969 to review the labour welfare scheme,described it
as social security measures that contribute to improve
the conditions under which workers are employed in
India.

21. Conti........
 Labour welfare occupies a place of significance in the
industrial development and economy.
 It is an important facet of industrial relations, the extra
dimension, giving satisfaction to the worker in a way which
even a good wage can not, With the growth of
industrialization and mechanization,It has acquired added
importance.
 A happy and contented work force is an asset for the
industrial prosperity of any nation.
 Labour welfare is nothing but the maintenance function of
personnel in the sense that it is directed specifically to the
preservation of employee health and attitudes.

22. Objectives of Labour Welfare
 There could be multiple objectives in having a labour welfare
programme, the concern for improving the lot of the workers,
a philosophy of humanitarianism or what is now termed as
internal social responsibility, a feeling of concern, a caring by
providing some of life's basic amenities.
 Besides the basic pay pack,. Such caring is supposed to build
a sense of loyalty on the part of the employee towards the
organization.
 The welfare package by taking care of the basics of living,
frees the worker to devote his time and attention to the
organizational task and thus enhance efficiency and output.

23. A. Welfare measures inside the work place
1. Conditions of the work environment:
 Neighbour hood safety and cleanliness House keeping; up
keeping of premises Workshop (Room) sanitation and
Cleanliness; temperature, humidity, Control of effluents.
 Convenience and comfort during work that is operative’s
posture, seating arrangements.
 Distribution of working hours and provision for rest hours, meal
times and breaks.
 Workmen’s safety measures, that is maintenance of machines
and tools, fencing of machines, helmets, aprons, goggles, and
first – aid equipments.

24. 2. Conveniences:
 Urinals and Lavatories, wash basins, bathrooms,
provision for spittoons; waste disposal.
 Provision of drinking water, water coolers.
 Canteen services; full meal, mobile canteen.
 Mobile phones and e – mail facilities.
 Management of workers’ clock rooms, rest rooms,
reading rooms, and sectional library.

25. 3. Worker’s Health services:
 Factory health centre, Dispensary, ambulance,
emergency aid, medical examinations for the
workers.
 Health education, family planning, Awareness
programme on HIV –AIDS.
4. Women and Child Welfare:
 Antinatal and postnatal care; maternity aid, crèche
and child care; Women’s general education; family
planning services, Separate services for women
workers, that is lunch rooms, urinals, rest rooms,
Women’s recreation (indoor).

26. 5. Worker’s Recreation:
 Indoor games; strenuous games to be avoided during
intervals of work.
6. Employment Follow up:
 Progress of the operative in his/her work; his/her adjustment
problems with regard to machines and work load, supervisors
and colleagues; industrial counselling.
7. Economic Services:
 Co-operatives, loans, financial grants, thrifts and saving
schemes; budget knowledge, unemployment insurance,
health insurance, employment bureau,
 profit – sharing and bonus schemes; transport services,
provident fund, gratuity and pension; reward and incentives;
workmen’s compensation for injury; family assistance in times
of need .

27. 8. Labour management Participation:
 Formation of various committees like works com.
Safety com. Canteen com. Etc.
 Consultation in welfare area, in production area, in the
area of administration, in the area of public relations.
 Workmen’s arbitration council / quality council
Research Bureau.
9. Workers’ education:
 Literary classes, skill based trainings, adult education,
social education, daily news review, factory news
bulletin, quality education etc.

28. B. Welfare measures outside the work
place
 Housing: bachelors’ quarters, family residences according to types and
rooms.
 Water, sanitation and waste disposals.
 Roads, parks, recreation and playground.
 Schools: nursery, primary, secondary and high schools.
 Markets, co-operatives, consumer and credit societies.
 Bank and ATM
 Transport.
 Communication: Post, Telegraph, Internet,Telephone, etc.
 Health and medical services: dispensary, emergency ward, out-patient and
in-patient care, family visiting, family planning
 Recreations: games, clubs, craft centres, cultural programmes, study circle,
open air theatre, swimming pool, athletics, gymnasia etc.
 Watch and ward; security
 Community leadership development: council of elders, women’s association
/ clubs, youth clubs, etc.

29. Welfare facilities by the Government
(Statutory):
 The conservative labour welfare policy changed during the
Second World War, when the government took several steps
to boost the workers’ morale and increase their productivity.
 The labour welfare schemes initiated then and continued.
 Moreover, with a view to making it mandatory for
employers, to provide certain welfare facilities for their
employees the Government of India has enacts certain
laws for the provision of labour welfare in order to
enforce the minimum standards of health, and safety of
the workers.
 Employers have to observe the rules relating to working
conditions, hours of works, hygiene, safety, light,
ventilation, sanitation etc.

30. Welfare work by State Government
 The Government of Bombay ( Maharastra) and Uttar
Pradesh are the pioneer of labour welfare, in India, the
administration of labour welfare measures was a
provincial subject in 1937-1939.
 In 1937, the Bombay Government introduced
labour welfare centres which are changed with the
responsibility of organising composite welfare activities.
 At present more state Government and Union
Territories have labour welfare centre, which take care
of the educational, recreational and cultural needs of
industrial employees.

31. The Welfare related Laws
 Factories Act : 1948
 The Mines Act : 1952
 The Plantation Labour Act : 1951
 The Bidi and Cigar Workers Act : 1966
 Contract Labour Act : 1970
 Industrial Disputes Act : 1947
 Employees Provident fund Act : 1952
 Workmen’s Compensation Act : 1924
 Payment of Gratuity Act : 1972
 Bonus Act : 1965

32. CONCLUSION
 it is financially important to have good, stable
employees working in a low stress environment.
 Have one clear boss for employees, and keep the lines
of communication open.
 You succeed as a team and fail as a leader because
you have not made it clear why each task is critical.
 Being smart when hiring can save you money and
stress in the future, and staying calm while firing will
build your reputation with your other employees.
 Remember that proper management can lead to happy
cows, happy employees, and financial success.

33. THANK YOU