THE CHARITY MENTALITY IN FARM LABOUR

THE DILEMMA OF A FARMER (DAMBUDZIKO REMURIMI)- THE CHARITY MENTALITY IN FARM LABOUR
BY AGRONOMIST TANAKA MURAHWA (+263775989115, tanakamurahwa44@gmail.com)

Farming is a business and not a charity organisation. This is a simple statement, yet it is one of the most misunderstood realities in agriculture. Many farmers operate their labour systems with a charity mentality. They believe that by employing someone, paying wages, or providing benefits they are doing that worker a favour.
That thinking is fundamentally wrong. Employment is not charity. It is a commercial exchange. The worker provides labour, skill, time and responsibility. The farmer provides payment, security and working conditions. Both parties are fulfilling obligations within a business relationship. The moment a farmer begins to see labour as charity, the entire management structure of the farm begins to weaken.
1 Labour is a business investment
Labour is one of the most important productive inputs on a farm, just like land, water, machinery, fertilizer or livestock. A worker is not simply “someone helping around.” A worker is a contributor to productivity.
When a farmer hires someone, the purpose is clear:
• to perform a task
• to improve efficiency
• to increase output
• to protect the farm’s assets
In other words, labour is hired to generate value. When farmers start believing that they are “helping people by giving them jobs,” they unintentionally lower their own expectations of performance and discipline. The farm then becomes disorganized because the employer is emotionally managing labour instead of professionally managing it. A farm must be run as a structured business, not as a social relief program.
2. Hire the best labour you can afford
One of the most damaging mistakes farmers make is hiring labour without clear standards. Some farmers hire whoever is available. Others hire relatives. Some simply hire the cheapest person they can find. But professional farming requires skill.
Whether it is:
• operating irrigation systems
• managing livestock
• supervising workers
• handling chemicals
• operating tractors
• keeping records
These tasks require competence. A farmer must hire the best labour they can reasonably afford, not the cheapest labour available.
Competent workers:
• reduce mistakes
• increase efficiency
• protect equipment
• improve yields
• reduce long-term costs
Cheap labour often becomes expensive labour because mistakes cost money.
3. The danger of hiring qualified people and underpaying them
There is another common mistake that farmers must avoid. Some farmers hire highly qualified individuals but refuse to pay them according to their qualifications. This creates a dangerous situation. When a skilled worker is underpaid, the farm does not become their workplace. It becomes their resting place while they search for better opportunities.
Such workers will:
• perform only the minimum required effort
• avoid responsibility
• show little commitment to long-term improvement
• constantly apply for other jobs
Eventually they leave, and the farmer must start again with new workers who must relearn the system. This cycle destroys continuity on the farm. Never hire highly qualified people with the intention of underpaying them. It is better to hire someone whose expectations match what you can afford.
4. A happy worker is an efficient worker
There is a simple principle in labour management:
A happy worker is an efficient worker.
Workers who feel respected, fairly compensated and secure tend to:
• work with greater commitment
• protect the farm's property
• solve problems proactively
• take pride in their responsibilities
On the other hand, workers who feel exploited or insecure often become careless, slow or disengaged. Productivity on a farm is not determined only by soil fertility or rainfall. It is also determined by the morale of the people working the land. Farmers must therefore pay attention to the well-being of their workers.
5. Never run a farm through fear
Some farmers manage labour with a single sentence:
“If they misbehave, I will fire them.”
This approach is a management trap.
A workplace built on fear creates:
• tension
• resentment
• dishonesty
• poor communication
Workers become more focused on protecting themselves than on improving the farm.
A better approach is to create a work environment where workers feel:
• safe
• secure
• respected
• valued
This does not mean abandoning discipline. It means combining discipline with fairness and respect. Workers who feel secure are more likely to stay long-term and invest their energy into the success of the farm.
6. Ask qualified workers their salary expectations
When hiring skilled managers, operators or supervisors, farmers should normalize asking a simple question:
“What are your salary expectations?”
Qualified individuals invested time, money and effort to obtain their knowledge and experience. Their expectations reflect the value they place on their skills. While a farmer may negotiate, it is usually wise not to deviate drastically from reasonable expectations. Think about it logically….How do you expect someone to protect thousands of dollars in farm revenue if you are paying them very little?
Managers control:
• production systems
• labour coordination
• equipment use
• input management
• operational decisions
Underpaying such people creates weak leadership within the farm.
Remember: you are hiring workers, not slaves.
7. Worker retention increases farm profitability
A farm that retains its workers over many years becomes far more productive than a farm that constantly replaces labour.
Long-term workers:
• learn from past mistakes
• understand the land
• understand the animals
• understand seasonal patterns
• understand farm procedures
They become part of the farm’s institutional knowledge. When workers leave every year, the farm constantly loses experience and must repeatedly train new employees. This wastes time, money and productivity. Stability within the labour force allows the farm to mature operationally. A farm that keeps its workers often performs better than a farm that constantly hires new ones.
8. The disciplined farmer understands labour value
The disciplined farmer understands three important truths:
• Workers are not charity beneficiaries.
• Labour is an investment in productivity.
• Fair treatment improves long-term performance.
Just as soil fertility must be maintained, labour morale must also be maintained. Farming success does not depend only on rainfall, fertilizers, machinery or livestock. It also depends on the people who wake up every morning to perform the work. When farmers manage labour professionally, the farm becomes organized, productive and profitable. When they manage labour emotionally or through charity mentality, the system weakens. In the end, a farm is not built by land alone. It is built by people working that land with purpose, skill and commitment.