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

缺乏员工敬业度和满意度以及员工离职率高是美国某些奶牛场的主要问题。农场采用人力资源管理（HRM）的做法差异很大。利用来自12个大型奶牛场的168名员工的反馈，我们的目标是了解员工对HRM优势和劣势的看法及其对（1）员工满意度，（2）员工的保留，（3）员工推荐农场的意愿的影响。作为工作场所，以及（4）农场员工的敬业度。对几乎所有与管理相关的问题（MRQ）都给予雇主较高评价的员工，对他们的工作更加满意，并更有可能向其他潜在员工推荐他们的工作地点。当雇主在与劳资关系相关的MRQ得分较高时，员工表示有更高的留在农场的意愿。被评为“关系”（由5个MRQ组成）的员工更有可能获得更高的满意率，更有可能打算继续工作，并且更有可能向他人推荐他们的工作地点。没有一个管理问题与员工敬业度有正相关（按员工拥有并分享想法以改善业务的衡量）；但是，种族，性别，工作角色，就业时间以及雇员对学习和对农场的承诺的自我评估都与敬业度相关。与男性雇员相比，女性雇员向雇主提供想法的可能性较小，讲西班牙语的员工（与讲英语的员工相比）。西班牙语和英语之间的员工也存在差异，例如居留意图（较短）和推荐农场作为工作场所的意愿（较高）。在学习和对农场的承诺上获得较高评价的员工，以及长期员工，都更有可能向雇主提供想法。总之，我们推断，奶牛场管理可以通过改进对HRM的使用来提高员工的保留率和敬业度。在学习和对农场的承诺上获得较高评价的员工，以及长期员工，都更有可能向雇主提供想法。总之，我们推断，奶牛场管理可以通过改进对HRM的使用来提高员工的保留率和敬业度。在学习和对农场的承诺上获得较高评价的员工，以及长期员工，都更有可能向雇主提供想法。总之，我们推断，奶牛场管理可以通过改进对HRM的使用来提高员工的保留率和敬业度。