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CHAPTER V
LAYER FARM LAYOUT, POULTRY SHED AND
FACTORS MOTIVATING TO START POULTRY
FARMING
5.1 INTRODUCTION
5.2 LAYER FARM LAYOUT AND POULTRY SHED
5.2.1 Roofing size of poultry industry
5.2.2 Floor size of poultry industry
5.2.3 Adoption of practice in the construction of poultry industry
5.2.4 System of rearing birds in poultry industry
5.2.5 Size of poultry industry
5.2.6 Practice in floor area in poultry industry
5.2.7 Methods of brooding in poultry industry
5.2.8 Adoption of practice in brooding and light management in
poultry industry
5.2.9 Litter materials used in poultry industry
5.2.10 Adoption of practice of litter management in poultry industry
5.2.11 Type of feed used in poultry industry
5.2.12 Type of feeder in poultry industry
5.2.13 Size of drinker used in poultry industry
5.2.14 Diet supplementary used in poultry industry
5.2.15 Type of feeding and watering in the poultry industry
5.2.16 Method of vaccination and prevention
5.2.17 Method of cleaning and disinfecting in poultry industry
5.2.18 Method of insurance in poultry farming
5.2.19 Method of keeping records and accounts in poultry industry
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5.3 FACTORS MOTIVATING TO START POULTRY FARM (Theory
of Motivating)
5.4 FACTOR ANALYSIS
5.5 FACTORS MOTIVATING TO START POULTRY FARM
(ANALYSIS)
5.5.1 Relationship between motivating factors and the overall
decision behaviour to start poultry farming
5.5.2 Impact of personal profile on poultry farm
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5.1 INTRODUCTION
The working of poultry industry really begins with the techniques and
practices followed by the farmers in the management of poultry birds.
Further, Poultry management practices are the first and most vital element in
the production aspect of the industry. The success of the poultry industrial
unit depends mainly on the scientific poultry management practices adopted
in the farm. The returns of the Commercial Poultry – Farming Units will be
decided by a combination of the various management practices adopted in
the farming unit. Therefore, it is quite useful to review the poultry
management practice followed by the poultry farmers in the district of
Salem. The present chapter is an attempt to fulfil this objective.
5.2 LAYER FARM LAYOUT AND POULTRY SHED
The layer farm layout and poultry - shed are the scientific practices in
the management of poultry keeping and they have identified by the
researcher who has selected most vital areas from among them for analysis.
The study on the SC variables was conducted by the method of observation
and through questions related with the technical aspects of the poultry
management practices. The following are the important variables selected
for the study.
5.2.1 Roofing Size of Poultry Industry
The materials used for the construction may vary with climate and
availability of material of the particular locality. It is important that the
roofing material should be quite weather - proof. According to the rainfall
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and temperature range of the region, suitable materials should be used for
constructing the poultry house. In high rainfall areas, materials such as
asbestos and metal sheets are suggested for the roof. Where rainfall is very
low the material used should be sufficient to prevent summer sun such as a
light roof, tiles and roofs can be used. But thatched houses increase annual
maintenance cost and chance of penetrability of rainwater into the shed.
Generally speaking, light metal sheet (aluminum paint) and tiles roof are
highly suitable for the poultry house in the medium, large and small farms.
The types of roofing used in the poultry house among the sample poultry
units are shown in Table 5.1.
Table 5.1
Distribution of Poultry Industry Based on Types of Roofing
Types of Roofing Size of poultry industry
Total Small Medium Large
Roofing Tiles 6
(46.2)
8
(20.0)
0
(0)
14
(23.0)
Metal sheet 1
(7.7)
1
(2.5)
0
(0)
2
(3.3)
Asbestos 6
(46.2)
27
(67.5)
7
(87.5)
40
(65.6)
Light roof 0
(0)
4
(10.0)
1
(12.5)
5
(8.2)
Total 13
(100.0)
40
(100.0)
8
(100.0)
61
(100.0)
Source: Survey Data
Figures in brackets are percentage of the total
Table 5.1 shows that majority of farms 40 (65.60 per cent) used
asbestos roofing. About 14 (23. 0 per cent) used tiled roofing. Among the 13
small poultry farms, 6 (46.20 per cent) used tiled roofing, 1 (7.70 per cent)
used metal sheet roofing and 6 (46.26 per cent) used asbestos roofing.
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Among the 40 medium poultry farms, 8 (20.0 per cent) used tiled roofing,
1 (2.50 per cent) used metal sheet roofing, 27 (67.50 per cent) used asbestos
roofing and 4 (10.0 per cent) used light roof. Among the 8 large poultry
farms, 7 (87.50 per cent) used asbestos roofing and 1 (2.50 per cent) used
light roofing. From this it is evident that, a medium poultry farm with
asbestos roofing is prevalent in the study.
5.2.2 Floor Type of Poultry Industry
The floor may be of earth or concrete. Concrete is the most suitable
since it is more easily cleared and disinfected, and also vermin-proof.
The types of floor used among the sample-farming units are showed in
Table 5.2.
Table 5.2
Distribution of Poultry Industry Based on Type of Flooring
Type of floor Size of poultry industry
Total Small Medium Large
Floor concrete 12
(92.3)
40
(100.0)
8
(100.0 )
60
(98.4)
Earth 1
(7.7)
0
(0)
0
(0)
1
(1.6)
Total 13
(100.0)
0
(100.0)
8
(100.0)
61
(100.0)
Source: Survey Data
Figures in brackets are percentage of the tota
Table 5.2 shows that majority 60 farms (98.4 per cent) used concrete
flooring. Only 1 (1.6 per cent) used earth flooring. Among the 13 small
poultry farms, 12 (92.3 per cent) used concrete flooring and 1 (7.7 per cent)
used earth flooring. Among the 40 medium poultry farms, all of them (100
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per cent) used concrete flooring. Among the 8 large poultry farms also, all
the farms used concrete flooring. From this it is evident that, a medium
poultry farms with concrete flooring is prevalent in the study area.
5.2.3 Adoption of Practice in the Construction of Poultry Industry
The right type of poultry house suited to the climate and physical
environment to the birds plays a vital role in maintaining of optimum
production. It is also helpful in controlling various types of diseases. The
economic feasibility is always borne in mind, while planning for
construction of poultry house. The poultry house should invariably be
designed for comfort, protection, efficient working results and convenience.
The following are the important variables to be considered in the
construction of poultry house.
The ventilation of the shed and moisture problem are to be kept in
considered mind during the construction of poultry house. Hence the
construction of shed should be done very carefully.
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Table 5.3
Distribution of Poultry Industry Based on Adoption of Practices in the
Construction of Poultry House
Adoption of practices in
the construction of poultry
house
Size of poultry industry Total
Small Medium Large
Adopted 13
(100.0)
40
(100.0)
8
(100.0)
61
(100.0)
Not adopted 0 0 0 0
Total 13
(100.0)
40
(100.0)
8
(100.0)
61
(100.0)
Source: Survey Data
Figures in brackets are percentage of the total
Table 5.3 shows that adoption of practices in the construction of
poultry house is carried out for all of the poultry farms. All the 13 small
poultry farms, (100 per cent) were subjected to the adoption of practices in
the construction of poultry house. All the medium poultry farms as well as
the large poultry farms, (100 per cent) had adopted the practices in the
construction of poultry house.
5.2.4 System of Rearing Birds in Poultry Industry
The most common methods adopted in the layer farming are of two
types namely 1) All in all out system and 2) Multiple rearing system. The
adoption of any particular system depends upon the availability of
infrastructure facilities, capital and the skill of the operator. All in all out
system is very rare. Farming of a batch of chicks begins on a particular day
and then they are sold as a batch on a particular day. This system breaks any
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cycle of infectious disease. The main drawback of this system is that it may
create complications in the management of health care and increases the
chances of sub-clinical infections. Table 5.4 depicts the system of rearing
followed by sample units.
Table 5.4
Distribution of Egg Production Based on the System of Rearing the Birds
System of rearing bird Size of poultry industry
Total Small Medium Large
All in all out 1
(7.7)
2
(5.0)
0
(0)
3
(4.9)
Multiple rearing 12
(92.3)
38
(95.0)
8
(100.0)
58
(95.1)
Total 13
(100.0)
40
(100.0)
8
(100.0)
61
(100.0)
Source: Survey Data
Figures in brackets are percentage of the total
Table 5.4 shows that majority 58 of the respondents (95.1 per cent)
used multiple rearing system for rearing birds. Only 3(4.9 per cent) used all
in all out system of rearing birds. Among the 13 small poultry farms,
12 (92.3 per cent) used multiple rearing system and only 1 (7.7 per cent)
used all in all out system of rearing birds. Among the 40 medium poultry
farms, 38 (95 per cent) used the multiple rearing system and 2 (5 per cent)
used the all in all out system of rearing birds. Among the 8 large poultry
farms, all (100 per cent) of them used multiple rearing system. From this it is
evident that, a medium poultry farm with multiple rearing systems is
prevalent in the study area.
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5.2.5 Size of Poultry Industry
Duration of interval between each batch of rearing birds is one of the
important factors to be considered in the management of birds. It allows
time for the house to be cleaned and disinfected. This procedure minimizes
risks of the diseases, which occur when fresh stock is brought in. The period
of 21 days is long enough for clearing and breaking the cycle of bacterial
and parasitic infections. If batch intervals are longer or shorter, the outcome
will be lower return and a higher labour charge per bird. The batch intervals
among the sample unit may vary with the type of the farm. In own farms, the
entire operation is owned and controlled by the farmer.
Table 5.5
Distribution of Egg Production Based On Minimum Week of Batch
Intervals
Minimum week of
batch intervals
Size of poultry industry Total
Small Medium Large
2-3 weeks 11
(84.6)
16
(40.0)
4
(50.0)
31
(50.8)
3-5 weeks 2
(15.4)
24
(60.0)
4
(50.0)
30
(49.2)
Total 13
(100.0)
0
(100.0)
8
(100.0)
61
(100.0)
Source: Survey Data
Figures in brackets are percentage of the total
Table 5.5 shows that the distribution of the egg production based on
minimum week of batch intervals is almost equally distributed between 2-3
weeks and 3-5 weeks. Among the 61 poultry farms, 31 (50.8 per cent) used a
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batch interval of 2-3 weeks and 30 (49.2 per cent) used a batch interval of
3-5 weeks. Among the 13 small poultry farms, 11 (84.6 per cent) used 2-3
weeks batch interval and the remaining 2 (15.4 per cent) used 3-5 weeks
batch interval. Among the 40 medium poultry farms, 16 (40 per cent) used
2 to 3 weeks of batch interval, and the remaining 24 (60 per cent) used 3-5
weeks of batch interval. Among the 8 large poultry farms, 4 (50 per cent)
used 2-3 weeks of batch interval and the remaining 4 (50 per cent) used 3-5
weeks of batch interval. It is clear from the Table that medium poultry farms
which have adopted 3-5 weeks of batch interval are prevalent in the study
area.
5.2.6 Practice in Floor Area in Poultry Industry
The space given to each bird in the poultry house is one of the
important factors in layer farm. Proper spacing is necessary to get good body
weight and feed convertibility ratio. Otherwise there may be increase in
mortality or cannibalism. The recommend floor space is 0.8 to 1 square foot
per bird. It must be stressed that over –crowding greatly increases the hazard
of disease and usually results in uneven growth and poor finish.
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Table 5.6
Distribution of Egg Production Based on Practice in Floor Area
Practice in floor area
Size of poultry industry
Total
Small Medium Large
Adopted 13
(100.0)
40
(100.0)
8
(100.0)
61
(100.0)
Not adopted 0 0 0 0
Total 13
(100.0)
40
(100.0)
8
(100.0)
61
(100.0)
Source: Survey Data
Figures in brackets are percentage of the total
Table 5.6 shows that adoption of practice in floor area size is done in
all the poultry farms. All the 13 small poultry farms, (100 per cent) were
subjected to the adoption of practices in the floor area size. All the medium
poultry farms as well as the large poultry farms, (100 per cent) of them had
adopted the practices in the floor area size.
5.2.7 Methods of Brooding in Poultry Industry
There are several methods of heating the hover type brooder.
Conventional gas, charcoal, kerosene, electric, infrared rays and catalytic
combustion etc, are the methods used for this purpose. Table 5.7 presents the
methods of brooding used in the sample small, medium and large farm units.
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Table 5.7
Distribution of Egg Production Based on the Method of Brooding
Method of brooding Size of poultry industry
Total Small Medium Large
Electrical 8
(61.5)
30
(75.0)
3
(37.5)
41
(67.2)
Charcoal/ Kerosene 3
(23.1)
1
(2.5)
0
(0)
4
(6.6)
Both 2
(15.4)
9
(22.5)
5
(62.5)
16
(26.2)
Total 13
(100.0)
40
(100.0)
8
(100.0)
61
(100.0)
Source: Survey Data
Figures in brackets are percentage of the total
Table 5.7 shows that 41 (67.2 per cent) of the poultry farms used
electrical method of brooding. About 4 (6.6 per cent) used charcoal and
kerosene method of brooding. The remaining 16 (26.2 per cent) used both
methods of brooding. Among the 13 small poultry farms, 8 (61.5 per cent)
used electrical method of brooding, 3 (23.1 per cent) used charcoal and
kerosene method of brooding and 2 (15.4 per cent) used both methods of
brooding. Among the 40 medium poultry farms, 30 (75 per cent) used
electrical method of brooding, 1 (2.5 per cent) used charcoal and kerosene
method of brooding and 9 (22.5 per cent) used both methods of brooding.
Among the 8 large poultry farms 3 (37.5 per cent) used the electrical method
of brooding and 5 (62.5 per cent) used both the methods of brooding.
The Table shows that a medium poultry farm that uses the electrical method
of brooding is prevalent in the study area.
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5.2.8 Adoption of Practice in Brooding & Light Management in Poultry
Industry
Management of newly - hatched chickens (day old) is called brooding
management. Majority of the layer farms are produced with floor - brooding
system to supply extra warmth required during the first weeks of the chicks
life. There are many types of brooders or brooding management. Hover type,
is the most common type of brooder. Under this type the heat unit is
covered with a round or angular piece of metal to deflect the heat towards
the floor. Whatever system of brooding is used, the house should be
prepared and littered and the brooders run for 48 hours before the chicks are
delivered. This enables the equipment to be tested and faults remedied.
A chick guard is put to keep the chicks confined to the brooders at least
50-60 cm away from the brooders. This may be removed away from the
brooders gradually and removed after 8-10 days. The temperature of the
litter under brooder should be about 95oF (or higher with some batches) at
the beginning and be reduced by about 5oF each week until dispensed with,
at four to six weeks depending on climatic conditions and construction of the
house.
The control of light management can be of great importance since
strong or natural light may encourage unnecessary use of energy through
excessive movement and exercise. Modern windowless house relies on
artificial light provided by electricity. The adoption of practices in the
brooder and light management among the sample units is presented in
Table 5.8.
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Table 5.8
Distribution of Egg Production Based on Adoption of Practice in
Brooding & Light Management
Adoption of practice in
brooding & light
Management
Size of poultry industry Total
Small Medium Large
Adopted 13
(100.0)
40
(100.0)
8
(100.0)
61
(100.0)
Not adopted 0 0 0 0
Total 13
(100.0)
40
(100.0)
8
(100.0)
61
(100.0)
Source: Survey Data
Figures in brackets are percentage of the total
Table 5.8 shows that adoption of practice in brooding and light
management is carried out in all the poultry farms. All the 13 small poultry
farms, (100 per cent) were subjected to the adoption of practices in the
brooding and light management. Also all the medium poultry farms as well
as the large poultry farms, (100 per cent) of adopted the practices of
brooding and light management.
5.2.9 Litter Materials used in Poultry Industry
The most usual litter materials used in the farms are saw dust, ground
nut shells, paddy husk and wood shavings etc. For building up deep litter,
easy availability of the materials, cost of materials, reasonable absorption,
free from too much dust and toxic substances or fungal contamination
should be taken into account while selecting litter materials. The type of
litter materials used in the sample units are presented in the Table 5.9.
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Table 5.9
Distribution of Egg Production Based on the Type of Litter Material
Type of liter material Size of poultry industry
Total Small Medium Large
Saw dust 4
(30.8)
12
(30.0)
0
(0)
16
(26.2)
Groundnut shells 3
(23.1)
9
(22.5)
1
(12.5)
13
(21.3)
Paddy husk 4
(30.8)
12
(30.0)
3
(37.5)
19
(31.1)
Wood shavings 2
(15.4)
7
(17.5)
4
(50.0)
13
(21.3)
Total 13
(100.0)
40
(100.0)
8
(100.0)
61
(100.0)
Source: Survey Data
Figures in brackets are percentage of the total
Table 5.9 shows that 16 (26.2 per cent) of the poultry farms used saw
dust as litter material, 13 (21.3 per cent) used groundnut shell as litter
material, 19 (31.1 per cent) used paddy husk as litter material and 13 (21.3
per cent) used wood shavings as litter material. Among the 13 small poultry
farms, 4 (30.8 per cent) used saw dust as litter material, 3 (23.1 per cent)
used groundnut shell, 4 (30.8 per cent) used paddy husk and 2 (15.4 per
cent) used wood shaving as litter material. Among the 40 medium poultry
farms, 12 (30 per cent) used saw dust as litter material, 9 (22.5 per cent)
used groundnut shell, 12(30 per cent) used paddy husk and 7(17.5 per cent)
used wood shavings as litter material. Among the 8 large poultry farms,
1 (12.5 per cent) used groundnut shell as litter material, 3 (37.5 per cent)
used paddy husk and 4 (50 per cent) used wood shaving as litter material.
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5.2.10 Adoption of Practice of Litter Management in Poultry Industry
Deep litter is an efficient method of labour saving system that is
required to keep poultry house clean and in perfect sanitary condition. Deep
litter, as the name implies, is the accumulation of the materials used for the
litter, combined with poultry manure until it reaches a depth of 8 to 12
inches after an original start of 6 inches depth. In deep litter management,
the type of litter materials used and the adoption practice in litter
management are the important elements in poultry management.
The time of purchase of material, surroundings of the place of
purchase, storing of material, type and quality of material etc. are the
important factors to be considered in litter management. To reduce the risk
of contamination of diseases, a general convention followed in respect of
starting of new litter is with the new stock. Proper care need to be taken to
keep the litter as dry as possible and periodical stirring and leveling of litter
should be carried out. Cake formation of litter is most undesirable and when
there is any cake formation it should be removed and replaced with new
litter. When the litter catches moisture and looks dumpy, it is desirable to
line the litter. The adoption of practice in litter management is presented in
Table 5.10.
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Table 5.10
Distribution of Egg Production Based on Adoption Practice in Litter
Management
Adoption practice in
litter Management
Size of poultry industry Total
Small Medium Large
Adopted 13
(100.0)
40
(100.0)
8
(100.0)
61
(100.0)
Not adopted 0 0 0 0
Total 13
(100.0)
40
(100.0)
8
(100.0)
61
(100.0)
Source: Survey Data
Figures in brackets are percentage of the total
Table 5.10 shows that adoption of practice in litter management is
carried out in all the poultry farms. All the 13 small poultry farms, (100 per
cent) had adopted the practices in the litter management. All the medium
poultry farms as well as the large poultry farms, (100 per cent) had also
adopted the practices in the litter management.
5.2.11 Type of Feed Used in the Poultry Industry
The feed provided to the bird should be highly balanced in all its
nutrients to achieve maximum returns. To ensure that modern layer birds
make the best use of its genetic potential for rapid growth, most procedures
rely on one or other of the many satisfactory compound foods available in
the market. Many poultry farmers purchase the feed without considering the
protein content of the ration and the quantity of grain to be fed. The lack of
knowledge in this respect affects the efficiency in the feeding of layer birds.
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To reduce feed cost, there is a necessity to identify alternate feed sources.
The availability of common feed ingredients and their prices are the chief
factors that promote own preparation and mixing of poultry feed. Most
operators, however, use substitutes for both the energy and protein
ingredients in the ration based on changes in relative market price. The most
common corn substitutes for energy are broken rice, millets and wheat. Fish
meal, sunflower meal (decorticated), and peanut meal are the most common
protein substitutes for soybean meal. The key role of feed costs in over all
cost of production and feed conversion rate (FCR) are a major concern for
growers. Most poultry integrators include feed mellitus as one of their
integrated enterprises. This will help in significant cost savings as well as
more consistent quality, in producing their own feed Table 5.11 reveals the
source of feed used by the sample units in small, medium and large farming.
Table 5.11
Distribution of Egg Production Based on the Source of Feed Used
Type of feed used Size of poultry industry
Total Small Medium Large
Purchased feed 8
(61.5)
12
(30.0)
1
(12.5)
21
(34.4)
Own feed 4
(30.8)
7
(17.5)
1
(12.5)
12
(19.7)
Both 1
(7.7)
21
(52.5)
8
(75. 0)
28
(45.9)
Total 13
(100.0)
40
(100.0)
8
(100.0)
61
(100.0)
Source: Survey Data
Figures in brackets are percentage of the total
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Table 5.11 shows that about 21 (34.4 per cent) of the poultry farms
used purchased feed. About 12 (19.7 per cent) used own feed. The
remaining 28 (45.9 per cent) used both methods of feed. Among the 13
small poultry farms, 8 (61.5 per cent) used purchased feed, 4 (30.8 per cent)
used own feed and only 1 (7.7 per cent) used both types of feed. Among the
40 medium poultry farms, 12 (30 per cent) used purchased feed, 7 (17.5 per
cent) used own feed and 21 (52.5 per cent) used both types of feed. Among
the 8 large poultry farms, 1(12.5 per cent) used purchased feed, 1 (12.5 per
cent) used own feed and 8 (75 per cent) used both types of feed. It is evident
that, a medium poultry farm that uses both types of feed is predominant in
the study area.
5.2.12 Type of Feeder in Poultry Industry
There are two types of feeders available in the market viz, linear near
feeder (through) and feed-hopper. Automatic feeding is also quite successful
when used in the large scale units. The feed hopper saves labour effort by
reducing repetitive filling of feeders and reduces feed wastage. The type of
feeders used by a sample unit is presented in Table 5.12.
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Table 5.12
Distribution of Egg Production Based on the Type of Feeder
Type of feeder Size of poultry industry
Total Small Medium Large
Linear 3
(23.1)
5
(12.5)
1
(12.5)
9
(14.8)
Feed-hopper 8
(61.5)
3
(7.5)
0
(0)
1
(18.0)
Both 2
(15.4)
32
(80.0)
7
(87. 5)
41
(67.2)
Total 13
(100.0)
40
(100.0)
8
(100.0)
61
(100.0)
Source: Survey Data
Figures in brackets are percentage of the total
Table 5.12 shows that 14 (67.2 per cent) of the poultry farms used
both types of feeder. About 9 (14.8 per cent) used linear feeder. The
remaining 1 (18 per cent) used feed-hopper feeder. Among the 13 small
poultry farms, 3 (23.1 per cent) used linear type of feeder, 8 (61.5 per cent)
used feed-hopper feeder and 2 (15.4 per cent) used both types of feeder.
Among the 40 medium poultry farms, 5 (12.5 per cent) used linear type of
feeder, 3 (7.5 per cent) used feed hopper-feeder and 32 (80 per cent) used
both types of feeder. Among the 8 large poultry farms, 1 (12.5 per cent) used
linear type of feeder and 7 (87.5 per cent) used both types of feeder. It is
evident that a medium poultry farm that uses both types of feeder is
predominant in the study area.
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5.2.13 Size of Drinker Used in Poultry Farms
Among the different types of drinkers, pan and jar method is the most
common type used in the farm. But, at present automatic control watering
system is also popularized among the poultry farmers. Automatic system
reduces labour effort and ensures throughout supply of water to birds.
The type of drinker used among the sample units is depicted in Table 5.13.
Table 5.13
Distribution of Egg Production Based on the Type of Drinker Used
Type of drinker used Size of poultry industry
Total Small Medium Large
Automatic 6
(46.2)
29
(72.5)
2
(25.0)
37
(60.7)
Both 7
(53.8)
11
(27.5)
6
(75.0)
24
(39.3)
Total 13
(100.0)
40
(100.0)
8
(100.0)
61
(100.0)
Source: Survey Data
Figures in brackets are percentage of the total
Table 5.13 shows that the majority 37 (60.7 per cent) of the poultry
farms used automatic type of drinker. The remaining 24 (39.3 per cent) used
both types of drinkers. Among the 13 small poultry farms, 6 (46.2 per cent)
used automatic type of drinker and 7 (53.8 per cent) used both types of
drinker. Among the 40 medium poultry farms, 29 (72.5 per cent) used
automatic type of drinker and 11 (27.5 per cent) used both types of drinker.
Among the 8 large poultry farms, 2 (25 per cent) used automatic type of
drinker and 6 (75 per cent) used both types of drinker. It is evident that
190
medium poultry farms that use the automatic type of drinker is prevalent in
the study area.
5.2.14 Diet Supplementary Used in Poultry Industry
Layer birds need the inclusion of supplements such as vitamins,
proteins, minerals and antibiotics that give the best return and promote
growth of birds. The first drink given to the chicks should contain antibiotics
and electrolytes. It is suggested that antibiotics are continued for the first
few weeks. Table 5.14 reveals the adoption of using diet supplements in the
sample units.
Table 5.14
Distribution of Egg Production Based on Adoption of the Practice of
giving Diet Supplements
Adoption of the practice
of giving diet
supplements
Size of poultry industry Total
Small Medium Large
Adopted 13
(100.0)
40
(100.0)
8
(100.0)
61
(100.0)
Not adopted 0 0 0 0
Total 13
(100.0)
40
(100.0)
8
(100.0)
61
(100.0)
Source: Survey Data
Figures in brackets are percentage of the total
Table 5.14 shows that the practice of giving diet supplements to the
birds is carried out in all the poultry farms. All the 13 small poultry farms,
(100 per cent) had the practice of giving diet supplements to the birds.
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All the medium poultry farms as well as the large poultry farms, (100 per
cent) had in the practice of giving diet supplements to the birds.
5.2.15 Type of Feeding and Watering in the Poultry Industry
Feeding and watering in poultry is an important aspect in poultry
husbandry. The efficient handling of feeding is one of the biggest factors
influencing the margin between cost and returns on the poultry unit. Feed
costs comprise over 60 to 75 per cent of the total cost of a farm. Growers
tend to cite feed costs as the critical component of controlling and lowering
production costs. Reducing feed costs includes steps to improve feed
conversion, including innovations such as pelletization and automated
feeding, as well as improvements in feed purchasing and logistics. Poultry
farmers should have a strong understanding of the importance of balanced
feed rations. The use of correct proposition of the various feeds, determines
the conversion ratio between feed and meat, which is the basis of the whole
structure of poultry farming efficiency. The consumption of water controls
the ability of the birds to regulate body temperature in weather extremes,
and the ability of a bird to handle feed efficiently.
The feed for layers may be of two types viz, starter ration and finisher
ration. Stater ration is given from day – old – chicks to 35 days old birds and
finisher ration from 36 days to the time of disposal. Feed wastage from over-
filling of feeders may be understood by keeping a neat newspaper under
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each feeder and noting the wastage of feed, which is responsible for
reducing the farm income. The feed should not be kept for a long period of
time to avoid fungal infections. The feed affected by fungal toxic should not
be given to birds excepts market-aged birds. Adequate number of feeder and
drinkers and proper feeding and watering space per bird must be maintained
in the farm. Water must be kept in a clean and cool condition by flushing the
through or water systems as often as needed. The quality of water provided
is also important. From the beginning, a wooden board may be kept below
the drinker to avoid spilling of water into the litter and litter falling into the
drinkers. The adoption of practices among the sample units related with
feeding and watering of birds is presented in Table 5.15.
Table 5.15
Distribution of Egg Production Based on Adoption Practices
in the Feeding & Watering of birds
Adoption of practices in
feeding and watering
Size of poultry industry Total
Small Medium Large
Adopted 13
(100.0)
40
(100.0)
8
(100.0)
61
(100.0)
Not adopted 0 0 0 0
Total 13
(100.0)
40
(100.0)
8
(100.0)
61
(100.0)
Source: Survey Data
Figures in brackets are percentage of the total
Table 5.15 shows that adoption of practice in feeding and watering
is carried out in all the poultry farms. Among the 13 small poultry farms,
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(100 per cent) were subjected to the adoption of practices in the feeding and
watering of birds. All the medium poultry farms as well as the large poultry
farms, (100 per cent) had adopted the practices in the feeding and watering
of birds.
5.2.16 Method of Vaccination and Prevention
A “health programme” is essential for effective layer production. An
effective knowledge about poultry diseases is essential for successful poultry
keeping. ‘Prevention is better than cure’ is the best rule applicable to poultry
enterprises. Two types of losses may occur from poultry diseases ie., direct
and indirect. Direct losses include value of dead birds, rearing and feeding
cost up to the time of death of the poultry birds. The indirect loss may be
due to poor growth rate and sick and less productive birds. Usually the
poultry farmers suffer losses because they do not take efforts to control and
prevent of poultry diseases. Severe disease often results in the destruction of
the entire flock. Hence, proper vigilance should be given to the point of
poultry diseases, symptoms, their causes, diagnosis, prevention of the
diseases and their control.
It is essential to acquire a disease-free stock from reputed breeding
farms, avoid visitors and medical representatives into the farm. The control
of external and internal parasites, along with keeping stresses to a minimum,
helps maintain the birds in good condition. Vaccination should be given
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according to the disease prevailing in the area. The chicks must be
vaccinated against Ranikhet disease with La- Sota or Fi strain in the 1st week
of their life. In certain areas Gumboro disease vaccination may be necessary
and it should be done at the particular age, as recommended by their
breeders. Immunization is not the only way to control and prevent disease.
When many diseases, break out sanitation procedures and isolation measures
are relatively more effective. When disease breaks out, drugs should be
readily available to provide control. Regular scheduled vaccination is
necessary for getting more production. It also helps in reducing infection.
The regular use of growth promoters additives and probiotics should be
given with caution. The application of proper practices in disease
management among the sample units, is depicted in Table 5.16.
Table 5.16
Distribution of Egg Production Based on Practice of Vaccination and
Prevention Medium
Practice of vaccination
and prevention medium
Size of poultry industry Total
Small Medium Large
Adopted 13
(100.0)
40
(100.0)
8
(100.0)
61
(100.0)
Not adopted 0 0 0 0
Total 13
(100.0)
40
(100.0)
8
(100.0)
61
(100.0)
Source: Survey Data
Figures in brackets are percentage of the total
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Table 5.16 shows that the practice of vaccination and prevention
medium is carried out in all the poultry farms. All the 13 small poultry
farms, (100 per cent) were subjected to the practices of in vaccination in the
prevention medium. All the medium poultry farms as well as the large
poultry farms, (100 per cent) had been practising vaccination and prevention
medium.
5.2.17 Method of Cleaning and Disinfecting in Poultry Industry
The maintenance of healthy stock, development of disease-free
environment in poultry houses by way of sanitation and disinfection is
essential for the creation of disease–free birds. By providing better sanitation
and maintenance of hygiene, the transmission of various diseases can be
avoided. The main aim of hygiene is to preserve the existing health. The
housing and equipments with which birds are to be reared must be
thoroughly cleaned and disinfected by washing or spraying with a
disinfectant. The adoption of practices of cleaning and disinfecting among
sample units is presented in Table 5.17.
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Table 5.17
Distribution of Egg Production Based on Adoption Practice in Clearing
Disinfecting
Adoption of practice in
clearing disinfecting
Size of poultry industry
Total
Small Medium Large
Adopted 12
(92.3)
40
(100.0)
8
(100.0)
60
(98.4)
Not adopted 1
(7.7)
0
(0)
0
(0)
1
(1.6)
Total 13
(100.0)
40
(100.0)
8
(100.0)
61
(100.0)
Source: Survey Data
Figures in brackets are percentage of the total
Table 5.17 shows that the practice of clearing disinfecting is carried
out in 60 (98.4 per cent) of the poultry farms. This practice is not adopted in
the remaining 1 (1.6 per cent) poultry farm. Among the 13 small poultry
farms, 12 (92.3 per cent) had the practice of cleaning and disinfecting, while
this not adopted in the remaining 1 (7.7 per cent) poultry farm. All the
medium poultry farms as well as the large poultry farms, (100 per cent) had
the disinfecting of cleaning and the farms.
5.2.18 Method of Insurance of Poultry Farming
Diseases and calamities may affect the growth of the poultry
industrial unit seriously. It may strike despite preventive measures resulting
in losses. A standardized comprehensive poultry insurance policy provides
indemnity against death of birds due to accident including fire, flood,
cyclone, earthquake, riots or diseases contracted or occurring during the
period of insurance. The insurance coverage includes losses due to certain
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viral diseases provided the birds are successfully vaccinated and preventive
and curative measures are taken from time to time. Table 5.18 shows the
practice of taking poultry insurance policy among the sample units.
Table 5.18
Distribution of Egg Production Based on Insurance of Poultry Farms
Insurance of poultry
farms
Size of poultry industry Total
Small Medium Large
Yes 2
(15.4)
21
(52.5)
6
(75.0)
29
(47.5)
No 11
(84.6)
19
(47.5)
2
(25.0)
32
(52.5)
Total 13
(100.0)
40
(100.0)
8
(100.0)
61
(100.0)
Source: Survey Data
Figures in brackets are percentage of the total
Table 5.18 shows that 29 (47.5 per cent) of the poultry farms are
insured, while the remaining 32 (52.5 per cent) are not. Among the 13 small
poultry farms, 2 (15.4 per cent) have insurance and the remaining 11 (84.6
per cent) have no insurance. Among the 40 medium poultry farms, 21 (52.5
per cent) have been insured and the remaining 19 (47.5 per cent) are not.
Among the 8 large poultry farms, 6 (75 per cent) have insurance and the
remaining 2 (25 per cent) have not been insured.
5.2.19 Method of Keeping Records and Accounts in Poultry Industry
This is a vital factor in successful operation. Certain records for each
batch of birds are worth keeping as a guide to their progress and for an
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assessment of their ultimate profitability. Regular records of the feed
consumption and its cost and mortality rate of birds should be maintained. If
a full expenditure detail is desired, records are to be maintained about
labour, fuel, litter, depreciation, taxes, insurance and medicine. Proper
keeping of records, help the farmer to control the lost and be appraised of
business operation. Table 5.19 presents, the practice of keeping records and
accounts by the sample units.
Table 5.19
Distribution of Egg Production Based on Practice of Keeping
Records and Accounts
Practice of keeping
records and accounts
Size of poultry industry Total
Small Medium Large
Yes 9
(69.2)
30
(75.0)
8
(100.0)
47
(77.0)
No 4
(30.8)
10
(25.0)
0
(0)
14
(23.0)
Total 13
(100.0)
40
(100.0)
8
(100.0)
61
(100.0)
Source: Survey Data
Figures in brackets are percentage of the total
Table 5.19 shows that majority 47 (77 per cent) of the poultry farms
have the practice of keeping records and accounts, while the remaining 14
(23 per cent) do not have the practice of keeping records and accounts.
Among the 13 small poultry farms, 9 (69.2 per cent) have the practice of
keeping records and accounts and the remaining 4 (30.8 per cent) do not
have the practice. Among the 40 medium poultry farms, 30 (75 per cent)
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have the practice of keeping records and accounts and the remaining 10 (25
per cent) do not have such practice. All the 8 medium poultry farms, have
the practice of keeping records.
5.3 FACTORS MOTIVATING PEOPLE TO START POULTRY
FARMING
Poultry farm, to a great extent, is a product of motivation. Motivation
here refers to the inner drive that ignites and sustains behaviour to satisfy
needs. Behaviour is always caused and it is not spontaneous. In other words;
human behaviour is a goal, directed towards satisfaction of needs.
Several research studies have been carried out to identify the factors
that motivate people to start business enterprises. There are internal and
external factors that motivate a person to start an enterprise. Internal factors
of motivation are educational background, occupational experience, desire to
do something pioneering and innovative, desire to be free and independent
and family background. On the other hand the external factors are assistance
from government, financial assistance from institutions, availability of
technology or raw material, encouragement from big business units and
heavy demand for product.
Internal factors constitute the personality of the entrepreneur and
thereby generate an inclination to adopt entrepreneurial activity. The
presence of these factors is essential, for entrepreneurial activity to take
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place. But entrepreneurial ambitions cannot fructify without a supporting
environment. External factors providing this environment give a spark to
entrepreneurship. Among, the internal motivation the desire to do something
creative is important. It means the desire to make contribution to the
development of the state and country, to introduce an entirely new product
in the market, to make full use of technology, to provide employment to
intelligent men and women in the community etc.
The external factors, like assistance from financial and other
institutions was rated the strongest motivator. Other factors include
availability of surplus funds, sick units available at a cheap rate, success
stories of first generation entrepreneurs, support of friends and relatives etc.
In some cases there were compelling reasons like loss of job, death of father,
dissatisfaction with the job held etc, prompting people to launch their own
industries.
Motivation Theories
Kelly's model of motivation presents a sort of chicken-egg dilemma-
Which comes first, the goal or the need? When we talk about behaviour
being goal-oriented, we mean that individuals feel a need, want, desire or
drive to do something that leads to the achievement of a goal. But is the
goal, as part of the self, already there? Is it the factor that stimulates the
need? Are goals and needs the same thing?
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It is useful to separate the two concepts. We can define a goal as that
outcome which we strive to attain in order to satisfy certain needs. The goal
is the end result, the need, the driving force that spurs us towards that result.
A student might have a goal to get an ‘A’ grade in a course, but this goal
may reflect a number of different needs. He or she may feel a need to
confirm his or her competence friends may all be getting A's; he or she may
wish to have the esteem of others; simply to do the best possible or to keep a
scholarship. It is difficult to infer needs from goals.
We talk about money as a motivator. Money represents so many
different things to different people. The saying that individuals "work for
money" is meaningless. What we have to know is what needs the money is
satisfying. Is it survival, status, belonging, achievement, a convenient
scorecard for performance? Remember, behaviour is both directed to and
results from, unsatisfied needs.
Every individual has a number of needs which vie for satisfaction.
How do we choose between these competing forces? Do we try to satisfy
them all? Much like a small child in a candy store, faced with the dire
dilemma of spending his or her allowance, we are forced to decide what we
want the most: that is, we satisfy the strongest need first.
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Although there is general agreement among psychologists that man
experiences a variety of needs, there is considerable disagreement as to what
these needs are their relative importance. There have been a number of
attempts to present models of motivation which list a specific number of
motivating needs, with the implication that these lists are all-inclusive and
represent the total picture of needs. Unfortunately, each of these models has
weaknesses and gaps, and we are still without a general theory of
motivation.
In this study, I the researcher has made an attempt to four main
theories of motivation. These are Maslow's Hierarchy of Needs, Herzberg's
Dual-Factor Theory, The Need for Achievement and David McClelland's
Work and Vroom's Expectancy Motivation Theory.
Hierarchy of Needs - Abraham Maslow
One model of motivation that has gained a lot of attention, but not
complete acceptance, has been put forward by Abraham Maslow. Maslow's
theory argues that individuals are motivated to satisfy a number of different
kinds of needs, some of which are more powerful than others (or to use the
psychological jargon, are more prepotent than others). The term ‘prepotency’
refers to the idea that some needs are felt as being more pressing than others.
Maslow argues that until these most pressing needs are satisfied, other needs
have little effect on an individual's behaviour. In other words, we satisfy the
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most prepotent needs first and then progress to the less pressing ones. As
one need becomes satisfied, and therefore less important to us, other needs
loom up and become motivators of our behaviour.
Maslow represents this prepotency of needs as a hierarchy. The most
prepotent needs are shown at the bottom of the ladder, with prepotency
decreasing as one progresses upwards.
� SELF-ACTUALISATION - reaching your maximum potential, doing
you own best thing
� ESTEEM - respect from others, self-respect, recognition
� BELONGING - affiliation, acceptance, being part of something
� SAFETY - physical safety, psychological security
� PHYSIOLOGICAL - hunger, thirst, sex, rest
The first needs that anyone must satisfy are physiological. As Maslow says:
"Undoubtedly these physiological needs are the most prepotent of all
needs. What this means specifically is that in the human being who is
missing everything in life in an extreme fashion, it is most likely that the
major motivation would be the physiological needs rather than any others.
A person who is lacking food, safety, love and esteem would probably
hunger for food more strongly than anything else".
Once the first level needs are largely satisfied, Maslow maintains, the
next level of needs emerges. Individuals become concerned with the need for
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safety and security-protection from physical harm, disaster, illness and
security of income, life-style and relationships.
Similarly, once these safety needs have become largely satisfied,
individuals become concerned with belonging - a sense of membership in
some group or groups, a need for affiliation and a feeling of acceptance by
others.
When there is a feeling that the individual belongs somewhere, he or
she is next motivated by a desire to be held in esteem. People need to be
thought of as worthwhile by others, to be recognised as people with some
value. They also have a strong need to see themselves as worthwhile people.
Without this type of self-concept, one sees oneself as drifting, cut off,
pointless. Much of this dissatisfaction with certain types of job centres
around the fact that they are perceived, by the people performing them, as
demeaning and therefore damaging to their self-concept.
Finally, Maslow says, when all these needs have been satisfied at
least to some extent, people are motivated by a desire to self-actualise, to
achieve whatever they define as their maximum potential, to do their thing to
the best of their ability. Maslow describes self-actualisation as follows:
"A musician must make music, an artist must paint, a poet must write,
if he is to be ultimately happy. What a man can do, he must do. This need
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we may call self-actualisation. It refers to the desire for self-fulfilment,
namely the tendency for one to become actualised in what one is potentially.
This tendency might be phrased as the desire to become more and more what
one is, to become everything that one is capable of becoming.
The specific form these needs take will, of course, vary greatly from
person to person. In one individual it may be expressed maternally, as the
desire to be an ideal mother, in another athletically, in still another
aesthetically, the painting of pictures, and in another inventively in the
creation of new contrivances. It is not necessarily a creative urge although in
people who have any capabilities for creation it will take this form."
Several points must be made concerning Maslow's model of
motivation. First, it should be made clear that he does not mean that
individuals experience only one type of need at a time. In fact, we probably
experience all levels of needs all the time, only to varying degrees. In many
parts of the world, hunger is a genuine reality but we have all experienced
the phenomenon of not being able to concentrate upon a job because of a
growling stomach. Productivity drops prior to lunch as people transfer their
thoughts from their jobs to the upcoming meal. After lunch, food is not
uppermost in people's minds but perhaps rest is, as a sense of drowsiness
sets in.
206
Similarly, in almost all organisational settings, individuals juggle their
needs for security ("Can I keep this job?") with needs for esteem ("If I do
what is demanded by the job, how will my peers see me, and how will I see
myself?") Given a situation where management is demanding a certain level
of performance, but where group norms are to produce below these levels, all
these issues are experienced.
If the individual does not produce to the level demanded by
management, he or she may lose the job (security). But if he or she conforms
to management's norms rather than those of the group, it may ostracise him
or her (belonging) while the individual may see him or herself as a turncoat
(esteem) and may have a feeling of having let the side down (self-esteem.)
We do not progress simply from one level in the hierarchy to another in a
straightforward, orderly manner; there is a constant, but ever-changing pull
from all levels and types of needs.
A second point that must be made about Maslow's hierarchy is that the
order in which he has set up the needs does not necessarily reflect their
prepotence for every individual. Some people may have such a high need for
esteem that they are able to subordinate their needs for safety, or their
physiological or belonging needs to these. The war hero springs to mind.
There is little concern for safety or physical comfort as the seeker of glory
rushes forward into the muzzle of destruction.
207
A third, and very important point to be made about Maslow's
hierarchical model is the assertion that once a need is satisfied it is no longer
a motivator - until it reemerges. Food is a poor motivator after a meal. The
point in this is clear for management. Unfortunately, many organisations and
individuals still fail to get the message. Most incentive schemes are based
upon needs that have already been largely satisfied. If management placed
emphasis on needs that have not been satisfied, employees would be more
likely to be motivated towards achieving the goals of the organisation.
Human behaviour is primarily directed towards unsatisfied needs.
Finally, an important aspect of Maslow's model is that it provides for
constant growth of the individual. There is no point at which everything has
been achieved. Having satisfied the lower needs, one is always striving to do
things to the best of one's ability, and best is always defined as being slightly
better than before.
There has been a great deal of debate over Maslow's hierarchical concept of
motivation. It has a basic attraction to most people because it seems to be
logical, to make sense.
Dual-Factor Theory - Frederick Herzberg
Frederick Herzberg and his associates began their research into
motivation during the 1950's, examining the models and assumptions of
208
Maslow and others. The result of this work was the formulation of what
Herzberg termed the Motivation-Hygiene Theory (M-H). The basic
hypotheses of this theory are as follows:
1. There are two types of motivators, one type which results in
satisfaction with the job, and the other which merely prevents
dissatisfaction. The two types are quite separate and distinct from one
another. Herzberg called the factors which result in job satisfaction
motivators and those that simply prevented dissatisfaction (hygienes)
2. The factors that lead to job satisfaction (the motivators) are:
� achievement
� recognition
� work itself
� responsibility
� advancement
� The factors which may prevent dissatisfaction (the hygienes) are:
� company policy and administration
� working conditions
� supervision
� interpersonal relations
� money
� status
� security
209
Hygienes, if applied effectively, can at best prevent dissatisfaction; if
applied poorly, they can result in negative feelings about the job.
Motivators are those things that allow for psychological growth and
development on the job. They are closely related to the concept of self-
actualisation, involving a challenge, an opportunity to extend oneself to the
fullest, to taste the pleasure of accomplishment, and to be recognised as
having done something worthwhile.
Hygienes are simply factors that describe the conditions of work
rather than the work itself. Herberg's point is that if you want to motivate
people, you have to be concerned with the job itself and not simply with the
surroundings.
In a medical sense, growth, healing and development occur as natural
internal processes. They are the result of proper diet, exercise, sleep etc.
Hygienic procedures simply prevent disease from occurring. They do not
promote growth. Herzberg says that we should focus our attention on the
individuals in jobs, not on the things that we surround them with. He
maintains that we tend to think that growth and development will occur if
we provide good working conditions, status, security and administration,
whereas, in fact, what stimulates growth (and motivation to grow and
develop) are opportunities for achievement, recognition, responsibility and
advancement.
210
Once again, this theory has a basic attraction. As Joe Kelly puts it,
"It is always as well to bear in mind that academics, who place
considerable value on autonomy and inner direction, have an obsession about
making work meaningful. The notion that it is possible to realise man's true
nature through creative work which is its own reward is an exceedingly
attractive proposition to the learned don which is rarely fully shared by his
wife".
Herzberg goes further than Maslow, cutting the hierarchy off near the
top and maintaining that motivation results only from some elements of
esteem needs and self-actualisation.
The Need for Achievement - David Mcclelland
The one single motivating factor which has received the most
attention in terms of research, is the need for achievement (n-ach). As a
result, we know more about n-ach than any other motivational factor. Much
of this knowledge is due to the work of David McClelland of Harvard. To
illustrate what he means by the need for achievement, McClelland cites the
following example:
"Several years ago, a careful study was made of 450 workers who had
been thrown out of work by a plant shutdown in Erie, Pennsylvania. Most of
the unemployed workers stayed at home for a while and then checked with
211
the employment service to see if their old jobs or similar ones were available.
But a small minority among them behaved differently; the day they were laid
off, they started job hunting. They checked both national and local
employment offices; they studied the Help Wanted sections of the papers;
they checked through their union, their church and various fraternal
organisations; they looked into training courses to learn a new skill; they
even left town to look for work, while the majority when questioned said
they would not under any circumstances move away to obtain a job.
Obviously the members of the active minority were differently motivated".
Individuals with a high n-ach have a number of distinctive
characteristics which separate them from their peers. First of all, they like
situations where they can take personal responsibility for finding solutions to
problems. This allows them to gain personal satisfaction from their
achievements. They do not like situations where success or failure results
from chance. The important thing is that the outcome is the result of their
own skill and effort.
A second characteristic of high n-ach people is that they like to set
moderately high goals for themselves. These goals are neither so low that
they can be achieved with little challenge, nor so high that they are
impossible. High n-ach individuals prefer goals that require all-out effort and
the exercise of all their abilities. Once again, the achievement of this type of
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objective results in greater personal satisfaction. This phenomenon can be
observed in very young children. A child may be given a game of ring toss,
told that he or she scores whenever a ring lands over the peg and then left
alone to play the game. McClelland comments:
"Obviously children who stand next to the peg can score a ringer
every time; but if they stand a long distance away, they will hardly ever get a
ringer. The curious fact is that children with a high concern for achievement
quite consistently stand at moderate distances from the peg where they are
apt to get achievement satisfaction ... The ones with low n-Achievement, on
the other hand, distribute their choices of where to stand quite randomly over
the entire distance. In other words, people with high n-Achievement prefer a
situation where there is a challenge, where there is some real risk of not
succeeding, but not so great a risk that they might not overcome it by their
own efforts".
A third distinctive characteristic of high achievers is that they want
concrete feedback on their performance. Only certain types of jobs provide
this kind of feedback, however, and so some kinds of jobs that are
unattractive to high achievers. For instance, teachers receive only imprecise,
hazy feedback as to the effectiveness of their efforts while production
managers have a daily output chart to look at with either joy or
disappointment.
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There are some additional minor characteristics possessed by high
achievers. They tend to enjoy travel, are willing to give up a bird in the hand
for two in the bush and prefer experts to friends as working partners. The
image is clear; the high achiever is a personality type suited admirably to
certain jobs and not others. It would be wrong to treat all individuals as high
achievers and attempt to motivate them by offering them challenging jobs,
rapid and objective feedback on performance and personal responsibility for
success or failure.
Expectancy Theory of Motivation - Victor Vroom
Victor Vroom, of Carnegie-Mellon in Pittsburgh, has challenged the
assertion of the human relationists that job satisfaction leads to increased
productivity. (This theory has been called the contented cow approach to
management.) The assumption is that if management keeps employees
happy, they will respond by increasing productivity. Herzberg, in a
delightful film of motivation, highlights the fallacy of this assumption with
an interview between a manager and a secretary. The secretary is
complaining about the job, and the manager lists all the things that have been
done for the secretary - increased salary, new typewriter, better working
hours, status and so on - at the end of which she looks straight at him and
asks, So what have you done for me lately?
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The point may be made that satisfied needs do not motivate people
Hygienes simply keep employees quiet for a time. For an individual to be
motivated to perform a certain task, he or she must expect that completion of
the task will lead to achievement of his or her goals. The task is not
necessarily the goal itself but is often the means of goal attainment. Vroom
defines motivation as:
"A process governing choices, made by persons or lower organisms,
among alternative forms of voluntary behaviour."
In organisational terms, this concept of motivation pictures an
individual, occupying a role, faced with a set of alternative voluntary
behaviours, all of which have some associated outcomes attached to them. If
the individual chooses behaviour 1, outcome A results; if 2 then B results
and so on.
Knowing that individuals choose behaviours in order to obtain certain
outcomes is nothing new. The question is why they choose one outcome
over another. The answer provided by the motivational theories in the other
articles in this short series (Maslow, Herzberg, McClelland) is that the choice
reflects the strength of the individual's desire or need for a specific outcome
at a certain time.
215
However, Vroom makes the point that task goals (productivity,
quality standards or similar goals attached to jobs) are often means to an
end, rather than the end in itself. There is a second level of outcomes which
reflect the real goals of individuals and these may be attained, in varying
degrees, through task behaviour.
An individual is motivated to behave in a certain manner because (a)
he or she has a strong desire for a certain task outcome and a reasonable
expectation of achieving that outcome and (b) because he or she also expects
that the achievement of the task outcome will result in reward in terms of
pay, promotion, job security, or satisfaction of individual needs -
physiological, safety, esteem and so on.
Let us take a look at how the model works. Imagine a manager has as
a task goal, receiving good ratings for internal customer service. The choice
of this task goal reflects three things:
� The strength of the need for good ratings versus some other goal.
� The expectation that this goal can be achieved.
� The expectation that the achievement of this task goal will lead to
desired rewards - promotion, increased security and so on.
Vroom would maintain that we do things in our jobs in order to
achieve second level rewards:
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"If a worker sees high productivity as a path leading to the attainment
of one or more of his or her personal goals, he or she will tend to be a high
producer. Conversely, if he or she sees low productivity as path to the
achievement of his or her goals, he or she will tend to be a low producer".
Certainly Vroom has hit on an important aspect of motivation. We do
not attempt simply to satisfy a need or even a set of needs in a
straightforward, "If I do this, then I will achieve that" manner. We work with
a chain of goals and rewards, where goals in one area are only a means of
achieving goals in another1.
5.4 Factor Analysis
Mathematically, factor analysis is some what similar to Multiple
Regression Analysis. Each variable is expressed as a linear combination of
underlaying factors. The amount of variance a variable shares with all other
variables included in the analysis is referred to communality. The co-
variation among the variables is described in terms of a small number of
common factors plus a unique factor for each variable. These factors are not
over observed. If the variables are standardized, the factor may be
represented as:
Xi = Aij F1 + Ai 2F2 + Ai 3F3 + ……… + AimFm+ V1U1
where,
Xi = ith
standard variable
1 www.analytitech.com/mb021/motivation.html
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Aij = standardized multiple regression co efficiency of variable i on
common factor j
J = Common factors
V1 = Standardized regression coefficient of variable I on unique
Factor j
Ui = The unique factors for variable i
M = Number of common factors
The unique factors are uncorrelated with each other and with the
common factors. The common factors themselves can be expressed as linear
combinations of the observed variables.
Fi = Wi1 X1 + Wi2 X2+ Wi3X3+ ……. + Wik+Xk
where,
Fi = Estimate of ith
factor
Wi = Weight or factor score coefficient
K = Number of variables
It is possible to select weights or factors score coefficient, so that the
first factor explains the largest portion of the total variance. Then a second
set of weight can be selected, so that the second factor accounts for most of
the residual variance, subject to being uncorrelated with the first factor. This
same principle could be applied for selecting additional weights for the
additional factors. Thus the factors can be estimated so that their factor
score, unlike the value of the original variables, are not correlated.
Furthermore, the first factor accounts for the highest variance in the data, the
second factor the second highest, and so on.
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Rotated factor matrix of the attributes to start poultry industry
The rotated factor matrix for the attributes to start the poultry industry
is given in Table 5.20.
Table 5.20
ROTATED COMPONENT MATRIX
S.No Variables
Component
Factor 1
Factor 2 Factor 3 Factor 4 Factor 5
1 Economy in maintenance .897 .195 -.027 -.021 -.149
2 Availability of resource .872 .261 .065 -.072 -.207
3 Go down facilities .817 -.006 -.174 .045 -.049
4 Expansion .145 .910 .019 .093 -.050
5 Maximize the production .149 .902 .117 .068 -.044
6 Customer satisfaction .128 .510 .286 -.286 .283
7 Purchase of equipment -.022 .184 .874 -.033 -.012
8 Cost of one day old chicks -.152 .148 .806 .030 .100
9 Labour Cost -.208 -.101 .524 .476 .375
10 Feed cost -.126 .105 -.410 .134 -.354
11 Prestige .138 .122 -014 .901 -.059
12 Property Value -.103 -.035 -.033 .901 -.029
13 Business Motive -.122 .062 .161 -.024 .905
14 Profit motive -.320 -.016 .018 .008 .845
Extraction method : Principal component analysis
Rotation method : Varimax with Kaiser Normalization
219
a. Rotation Converged In 5 Iterations
The above Table exhibits the rotated factor loadings to 14 statements
for starting a poultry farm. It is clear from the Table that all the 14
statements have been extracted into five factors. These factors are explained
below.
Factor 1
Economy
Table 5.21
Sl.
No Variables
Factor
loading
Communality
(H2)
Cronbach’s
Alpha
1 Economy in maintenance 0.897 0.866
2 Availability of resource 0.872 0.881 0.869
3 Godown facilities 0.817 0.702
Source: Computed data
Among the motivating variables to start the poultry farms, the
variables such as “Economy in Maintenance”, “Availability of Resource”
and “Godown facilities” constitute factor 1, with higher factor loadings. The
above said three variables with higher factor loading on factor 1 are
characterized as “ECONOMY”. The three attributes have high communality
indicating that the attributes within factor 1, have very high association
among them.
220
Factor 2
Performance
Table 5.22
Sl.No Variables Factor
loading
Commuality
(H2)
Cronbach’s
Alpha
1 Expansion 0.910 0.816
2 Maximize the production 0.902 0.855 0.692
3 Customer satisfaction 0.510 0.521
Source: Computed data
Among the motivating attributes to start poultry farm, the attributes,
“Expansion”, “maximize the production” and “customer satisfaction”
constitute factor 2 with higher factor loading. The above said three attributes
with higher factor loading on factor 2 are characterized as
“PERFORMANCE”. The higher factor loading of the attribute indicates that
factor 2 underlies the above three variables. The high communality value of
the attribute indicate that the attributes within factor 2 have very high
association among them.
Factor 3
Cost
Table 5.23
Sl.
No Variables
Factor
loading
Communality
(H2)
Cronbach’s
Alpha
1 Purchase of equipments 0.874 0.799
2 Cost of one-day-old chicks 0.806 0.705 0.728
3 Labour cost 0.524 0.696
4 Feed cost -0.410 0.338
Source: Computed data
221
The attributes “purchase of equipment”, “Cost of one day old chicks”,
“Labour cost and “feed cost” characterized as “COST” constitute factor 3
with higher factor loading of 0.874, 0.806, 0.524 and -0.410. The
communality value for this attribute is 0.799, 0.705, 0.696 and 0.338. The
Cronbah’s Alpha value is 0.728.
Factor 4
Goodwill
Table 5.24
Sl.
No Variables
Factor
loading
Communality
(H2)
Cronbach’s
Alpha
1 Prestige 0.901 0.850
2 Property value 0.891 0.825 0.851
Source: Computed data
The attribute such as “prestige” and “property value” with high factor
loading constitute factor 4. The above said attributes with high factor
loading on factor 4 are characterized as “Goodwill”.
The higher factor loading on the attributes helps in identifying, the
attributes associated with factor 4. All the attributes have high communality
indicating that the variables within factor 4 have very high association
among them.
222
Factor 5
Motive
Table 5.25
Sl.No Variables Factor
loading
Communality
(H2)
Cronbach’s
Alpha
1 Business motive 0.905 0.864
2 Profit motive 0.845 0.817 0.618
Source: Computed data
It is observed from the above Table that the variables such as
“Business motive” and “Profit motive” constitute factor 5 with high factor
loading. The above said two attributes with high factor loading on factor 5
are characterized as “motive”.
The higher factor loading of the attributes indicates that factor 5
underlies that variable. The higher value of communality for the two
attributes indicates that higher amount of variance is explained by the
extracted factors.
5.5 Factors Motivating to Start Poultry Farm
Factor analysis of fourteen attributes relating to starting of poultry
farm, have been extracted into five motivating factors and the results are
presented in Table 5.26.
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Table 5.26
Factors Motivating to Start Poultry Farm
Sl.No Factors Eigen value Percentage of
variance
Cum – percentage
of variance
1 Economy 3.466 24.758 24.758
2 Performance 2.747 19.624 44.382
3 Cost 1.986 14.185 58.567
4 Goodwill 1.200 8.569 67.136
5 Motive 1.181 8.434 75.571
Source: Computed data
� Kaiser – Meyer – Olkin measure of sampling Adequacy : 0.677
� Bartlett’s Test of sphericity
Chi – square : 408.561
Degree of freedom : 91
Significance : 0.000
It is observed from the above Table that the five factors namely
economy, performance, cost, goodwill and motive were extracted out of
fourteen attributes. These factors account for about 75.571 percent of
variance in the data. Eigen value for the first factor “Economy” is 3.466
which indicates that the factor contains very high information than the other
factors. The first factor “Economy” provides the maximum insight to start
the poultry farm in the study area. It is a very import factor, because the
respondents prefer to start a poultry farm with economy in maintenance,
availability of resources and godown facility. To improve this situation,
224
poultry farmers should give more importance to the attributes concerning
economy maintenance. The second important factor called ‘performance’
accounts for 19.624 per cent variance. The Eigen value of this factor is
2.747. It expects poultry farmers to improve the performance of expansion,
maximize the production and customer satisfaction. The third important
factor called ‘cost’ accounts for 14.185 per cent variance. The Eigen value
of this factor is 1.986. The fourth factor ‘Goodwill’ accounts for 8.569 per
cent variance. The Eigen value of this factor is 1.2, it possesses the attribute
of farmer’s reputation (Goodwill). The last factor is ‘motive’ which accounts
for 8.434 per cent variance. The Eigen value of this factor is 1.181. These
factors are also important in motivating to start the poultry farm.
High value of Kaiser-Mayer-Olkin (KMO) test of sampling adequacy
(0.677) indicates the correlation between the pairs of variables explained by
other variables and thus factor analysis is considered to be appropriate in this
model.
5.5.1 Relationship between motivating factors and the overall Decision
behaviour to start poultry farm
After finding out the factors involved in starting a poultry farm, the
next step is to find out the relationship between the motivating factors and
the overall poultry farmers decision to start the business of poultry farming
in the study area. Multiple regressions analysis has been done to identify the
225
relationship between the factors and overall poultry farmer’s decision to start
the business of poultry farming.
The function in log form is as follows:
Log y = log b0+ b1 log X1 + b2 log X2 + ………. b5 log X5 + eu
where,
Y = over all score on motivating factors to start poultry farm
X1 = Economy
X2 = Performance
X3 = Cost
X4 = Good will
X5 = Motive
b5, b1, b2 ………. b5 are the parameters of independent variable to be
estimated.
b5 = Regression constant
bs = Regression
E = Error term
In order to test the significance of the estimated parameters.
b1, b2 ……….. b5 t – test of the following formula has been used.
1
1
bS
bt
E
=
where,
SEb1 = Standard error of b1
The regression co-efficient of the independent variables has been
estimated and the results are shown in Table 5.27.
226
Table 5.27
The Factors that Influence to Start the Poultry Farm
S.
No Variables Notation
Elasticity
co-efficient
Standard
error t - value
1 Constant b0 3.917** 0.978 4.005
2 Economy X1 0.079* 0.028 2.821
3 Performance X2 0.300 ** 0.057 5.263
4 Cost X3 0.017NS
0.065 0.261
5 Goodwill X4 0.365NS
0.327 1.114
6 Motive X5 0.622 0.134 4.656
Source: Primary data
R2 = 0.768
F – test = 4.760
** Significant at one per cent level
* Significant at five per cent level
N.S – Not significant
It is seen from Table 5.27 that co-efficient of determination (R2) is
0.768 indicating that 76.8 per cent of the variation in the start of the poultry
farms is explained by all the five independent variables included in the
model. The t- value indicates that the fitted log linear multiple regression is
significant at one per cent level and it is valid to draw inference.
Among the five independent variables, economy, preference and cost
were found to be statistically significant.
It could be inferred that motivation to start the poultry farm was
significantly influenced by the level of economy in maintenance, availability
of resources, and go-down facilities. The variable ‘Economy’ is one of the
227
important factors contributing to decision-behaviour of the poultry
industrialists. Its co-efficient is 0.079 and it is significant at five per cent
level. This shows that one per cent increase in economy, would increase
decision behaviour by 0.079 per cent from its mean level.
Elasticity co efficient for the variable “preference” is 0.300 which
indicates that by increasing the expansion, the production and customer
satisfaction image is increased by one per cent, there will be an increase in
motivating to start a poultry farm by 0.3 per cent.
The variable “cost” of the poultry farm is one of the important factors
contributing to starting the poultry farm. Its co-efficient is 0.017 and its
factors are not considered as significant. ‘Goodwill’ is also not considered as
significant.
The motive of business and profit is also important to start the poultry
farm and its co-efficient is 0.622.
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5.5.3 Personal Factors that Influence to Start Poultry Farm
An attempt had been made to find out the personal factors that
influence on the overall decision behaviour to start poultry farms. The
multiple Regression model was applied for this purpose.
The function in log form is as follows:
Log Y = log b0+ b1 log X1+ b2 log X2+ …. b8 log X8 + eU
where,
Y = over all score on buying decision behaviour
X1 = Age (in years)
X2 = Literacy
X3 = Community
X4 = Family type
X5 = Household size
X6 = No of earning members
X7 = Family income
X8 = Occupation
b0, b1, b2……. b8 are the parameters of independent variable to be estimated.
bo = Regression constant
E = error term
In order to test the significance of the estimated parameters.
b1, b2,……… b8 t – test of the following formula has been used.
where,
1
1
bS
bt
E
=
SEb1 = Standard error of b1
229
The regression co-efficient of the independent variables has been
estimated and the results are shown in Table 5.28.
5.5.2 Impact of Personal Profile on Poultry Farm
Table 5.28
Personal Factors that Influence to Start Poultry Farm
Sl.
No Variables Notation
Elasticity
co-efficient
Standard
Error t-value
1 Constant b0 5.609** 1.201 4.672
2 Age (in years) X1 -0.098** 0.029 3.379
3 Literacy X2 0.101* 0.032 3.156
4 Community X3 -0.034NS
0.140 0.243
5 Family type X4 0.147NS
0.311 0.473
6 household size X5 0.276NS
0.163 1.693
7 No of earning members X6 0.492* 0.233 2.111
8 Family income X7 0.276** 0.063 4.380
9 Occupation X8 0.496 * 0.225 2.204
Source: Primary data
R2 = 0.863
F – test = 3.636
** Significant at one per cent level
* Significant at five per cent level
NS. : Not significant
It is seen from the Table that coefficient of determination (R2) was
0.863 indicating that 86.3 per cent of the variation in the personal factors
influence to start poultry farm is explained by all the eight independent
variables included in the model. The t-value indicates that the fitted log
230
Linear Multiple Regression is significant at one per cent level and it is valid
to draw inference.
Among the eight independent variables age, literacy, number of
earning members, family income and occupation are found to be statistically
significant.
An unit increase in the literacy level, number of earning members,
family income, occupation of the respondents, will result in an increase in
the decision-making behaviour to start poultry industry by 0.101, 0.492,
0.276 and 0.496 per cent respectively. At the same time an unit decrease in
age of the respondents will reduce the decision making behaviour to start
poultry industry. The other variables such as community, family type and
household size has no impact on the decision-making behaviour because the
elasticity co-efficient are considered to be not significant.