Date of Award:

5-1935

Document Type:

Thesis

Degree Name:

Master of Science (MS)

Department:

Applied Economics

Department name when degree awarded

Agricultural Economics and Marketing

Committee Chair(s)

George T. Blanch

Committee

George T. Blanch

Committee

H. H. Cutler

Committee

Edith Hayball

Abstract

In the organization and management of poultry farming many problems arise which call for a solution. Among such problems are the following: The amount of floor space per hen which will prove the most economical, the value of electric lights in poultry houses, amount of labor which can be profitably invested in a poultry flock, and the amount of feed which can be economically fed to poultry.

There are many influences which determine poultry profits that cannot be controlled directly, but the factors mentioned here are largely within the control of the poultryman. He should, therefore, direct them as far as possible so as to increase his net returns.

Each hen should be provided with floor space necessary for most efficient production. The poultryman, however, does not know the amount of space that will bring the greatest returns. If the net income from each hen is just as high with two square feet of floor space per hen as where each hen had six square feet, then it is not economical to have six square feet of floor space per hen. If this is the case, it would be advisable for the poultryman to increase the size of his flock so as to obtain the fullest returns from his investment in poultry houses and equipment.

A poultry farmer should know if there are any advantages derived from the use of electric lights. If it is an advantage to use lights, the poultryman desires to know how many hours they should be used each day. If, through the use of lights, production is increased to such an extent that gross returns more than pay for wiring, cost of electricity, and other incidental expenses, lights will prove a profitable investment.

A poultryman must give time and labor to his flock in feeding, cleaning coops and gathering eggs. When this work has been efficiently done, extra time and labor is not likely to increase profits. The poultry farmer wants to know the point where increased labor fails to increase profits. This same principle applies to the amount of feed given to poultry. Up to a certain point production may be increased as the amount of feed is increased, but before this point is reached, the extra eggs may not pay for the additional feed costs. The poultry farmer should know the limits of poultry feeding which will prove profitable.

Whether or not the poultryman solves these problems determines to a considerable degree his success or failure.

This study is an attempt to point out the relationship existing between several of these factors which pertain to the organization, management, and profitableness of a poultry farm.

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