chapter v layer farm layout, poultry shed and factors...

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

171

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

172

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.

173

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


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

174

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.

175

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


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

176

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


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


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.

177

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


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


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

178

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.

179

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


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.

180

Table 5.7

Distribution of Egg Production Based on the Method of Brooding

Method of brooding Size of poultry industry


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


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.

181

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.

182

Table 5.8

Distribution of Egg Production Based on Adoption of Practice in

Brooding & Light Management

Adoption of practice in

brooding & light

Management


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


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.

183

Table 5.9

Distribution of Egg Production Based on the Type of Litter Material

Type of liter material Size of poultry industry


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


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.

184

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.

185

Table 5.10

Distribution of Egg Production Based on Adoption Practice in Litter

Management

Adoption practice in

litter Management


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


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.

186

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


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


187

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.

188

Table 5.12

Distribution of Egg Production Based on the Type of Feeder

Type of feeder Size of poultry industry


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


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.

189

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


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


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


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


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.

191

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


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


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,

193

(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


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


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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


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


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


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


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


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

203

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

204

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

205

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

212

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.

213

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?

214

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:

216

"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

217

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.

218

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


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


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


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


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.

223

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


� 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.

228

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.

chapter v layer farm layout, poultry shed and factors...

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