MANAGEMENT PRACTICES TO INCREASE EMPLOYEE EFFICIENCY AND LOYALTY IN THE AGRICULTURAL SECTOR

Abstract

The article examines the problem of age discrimination in the agricultural labour market under conditions of martial law and an intensifying shortage of human resources. It substantiates the necessity of moving away from age-based employment restrictions towards inclusive managerial practices grounded in measurable employee characteristics and their ability to perform operational tasks effectively. It is emphasised that conventional recruitment approaches often overlook the potential benefits of engaging both younger workers (Generation Z) and older age groups (Generation X and Baby Boomers), thereby reducing the adaptive capacity of agricultural enterprises. Such challenges necessitate innovative approaches to human resource management. To enhance objectivity in personnel selection and evaluation, the author develops the AСВТ conceptual model (Adaptability – Competence – Bias – Turnover), operationalised as an integral index within the range of 0-100. The index is calculated as a weighted aggregation of four indicators, with inversion applied to negative factors such as bias and turnover. Empirical testing across age groups reveals a plateau of the index among employees aged over 50, indicating stable professional competence, while younger employees demonstrate greater adaptability and learning capacity but higher turnover risks. The study further substantiates the relevance of generational communication profiles as an instrument of direct management, contributing to improved interaction, feedback and motivation. Particular attention is given to the role of structured training and onboarding systems in increasing productivity, accelerating the achievement of full performance levels and strengthening organisational commitment. In addition, an adaptive remuneration model combining a fixed wage, piece-rate components and efficiency-based bonuses is proposed to ensure a fairer distribution of income. Overall, the findings confirm that personalised managerial practices reduce turnover, enhance employee loyalty and contribute to the long-term sustainability of human capital in the agricultural sector.