Job satisfaction of certified employees in viticulture: A qualitative study

Abstract

BACKGROUND:

The need for qualified employees in wineries leads to a gain in importance of human resource management in the wine industry. Knowledge on job satisfaction of employees in wineries and cooperatives as well as research in human resource management is rare.

OBJECTIVE:

The aim of this qualitative study is to find aspects affecting job satisfaction of employees in Austrian and German wineries. These identified aspects were analysed with regard to the perceived satisfaction or dissatisfaction of the employees.

METHOD:

Sixteen qualitative interviews were conducted in Austria and Germany with employed winemakers, production managers and vineyard managers.

RESULTS:

Aspects of job satisfaction which were found in agricultural studies were validated for employees in wineries. In addition to these influencing factors of job satisfaction, interviewed workers mentioned other important aspects, such as equality issues, development of the company and attachment to the final product, which affect their job satisfaction.

CONCLUSIONS:

The positive image of the product wine, the wine sector and the profession contributes to a high job satisfaction overall. The personal interest in wine is one of the major factors of job satisfaction. It reduces dissatisfaction with remuneration, monotonous work processes and long working hours. However, employees in wineries saw problems in reconciling family life and work. Furthermore, employees complained about physical strains leading to possible changes in job or position.

Keywords

Human resource management wine industry grounded theory interviews

1 Introduction

The agricultural structural change – the trend to-wards fewer and bigger farms – has reached the wine-growing sector. This structural change leads to a growing number of employees in the wine-growing industry [1, 2].

Working conditions in viticulture are similar to working conditions of other agricultural activities. They are characterised by long working hours in the main season of summer and autumn. During times of pruning, foliage work and harvest the workload is particularly great, which also requires work at the weekend [3]. The working hours and duties are determined by the seasons and are inflexible for the employees in the main season. Additionally, in viticulture in spite of mechanisation, there is still a high need for manual labour [1]. Activities under severe weather conditions and in uncomfortable positions can lead to physical strain [4, 5]. Comparing the agricultural sector with other economic sectors shows that agriculture is the economic area with the highest number of occupational health problems [6].

Besides inflexible working hours and physical strain, the agricultural sector stands out for a low wage level [1, 7]. Besides these negative aspects of agricultural activities, studies showed that agricultural employees have a high degree of joy in their jobs and often show a higher job satisfaction than employees of other industries [8, 9].

The survey of job satisfaction is one possibility of human resource management to address the needs of employees. The importance of human resource management in viticulture rises with the structural change. The growth of the farms contributes to a rising amount of non-family labour force needing employee management [1].

Job satisfaction is one of the most often examined research subjects in organisational psychology [10]. In the history of job satisfaction, there are different definitions of the construct of job satisfaction and a variety of measuring methods. In this viticultural study, job satisfaction was understood as meeting employees' needs, examining the work itself and its effect on people.

Since the 1990s, studies of job satisfaction have been carried out in different company areas and agricultural sectors. The winegrowing sector lacks such scientific investigations. There is no scientific literature about human resource management in viticulture although the importance of human resource management has increased due to the rising amount of employees. To close this research gap, this investigation into the job satisfaction of certified employees in viticulture is a first contribution. The aim of the study is to find out which factors contribute to job satisfaction in viticulture and how satisfied employees in the viticultural sector are with these factors. Finally, as a basis for further research, hypotheses were developed. In addition, first recommendations for employers to create attractive jobs in the wine-growing sector were formulated.

2 Materials

Sixteen people were interviewed in Germany and Austria. The objective of the selection of interviewees and their wineries was not the representation of the basic totality of the employees in the German and Austrian viticulture. Rather, the selection aimed at achieving a wide variety between the interviewees. According to Grounded Theory, as much data is collected as necessary for the comparison and distinction of the interviewed groups, and for generating a theory [11]. Because of the time frame of the present work, only a small number of groups were interviewed. The interviewed employees, working in a high position, had to work in wineries or cooperatives, in a vineyard or a wine cellar. Half of the interviewees were found in the social environment of the interviewer. Common friends of interviewer and interviewees create a basis of trust which contributes to honest answers to personal questions about job satisfaction especially [12]. The other half of the interviewees was selected randomly by using the snowball principle in the closer geographic environment. To be able to classify the explanatory power of the results, the interviewed group, as far as possible, was compared to the basic totality of viticultural and agricultural employees in Germany or Austria.

Table 1 shows the most important characteristics of the interviewees and their wineries. The group of interviewees was composed of three winemakers, four vineyard managers, four production managers working in the cellar and in the production of sparkling wine as well as three managers for cellar and foreign trade. One interviewed person worked in filling, equipment and packaging of the bottles. Another interviewee was responsible for works in the cellar, vineyard and in sales. Six women and ten men were interviewed. The average age of the interviewees was 34 years. With a proportion of 62 percent of the interviewees being under the age of 34, the interviewed group was considerably younger than the average agricultural employee [13]. The education level of the group was high compared to the basic totality of agricultural employees. Half of the interviewees hold a bachelor’s degree; three of the interviewees even hold a master’s degree. To compare, in Germany approximately 5.5 percent of agricultural managers had a bachelor or advanced technical college degree in 2016 [14].

Table 1
Characteristics of interviewed people and their companies (n = 12) in 2017

Interview number Company number Age Position Years with the company Highest educational qualification Number of jobs after graduation Company structure

I_m1 Btr_1 26 Vineyard manager 5 Master 1. Family business

I_m2 Btr_2 35 Operational manager 4 Bachelor 3. Family business

I_w3 Btr_3 28 Production manager (cellar, sparkling wine production) 3 Master 1. Other legal form

I_m4 Btr_4 32 Wine maker 2 Technician 2. Cooperative

I_w5 Btr_5 32 Vineyard manager 3 Bachelor 2. Other legal form

I_w6 Btr_6 30 Production manager (cellar, sparkling wine production) 1 ½ Bachelor 2. Other legal form

I_w7 Btr_7 28 Production manager (cellar, sparkling wine production, vineyard) 5 Bachelor 1. Family business

I_w8 Btr_8 28 Production manager (cellar, vineyard) 1 Bachelor 2. Other legal form

I_m9 Btr_9 33 Vineyard manager 15 Apprenticeship 1. Owned by the city

I_m10 Btr_9 36 Winemaker, operational manager 12 Apprenticeship 2. Owned by the city

I_m11 Btr_10 29 winemaker 1 Master 1. Cooperative

I_m12 Btr_10 41 Production manager (cellar, vineyard, marketing) 13 Bachelor 2. Cooperative

I_w13 Btr_11 43 Managing bottling, labelling 22 Apprenticeship 1. Other legal form

I_m14 Btr_11 53 Helping in sales, vineyard, cellar 2 Bachelor 2. Family business

I_m15 Btr_13 33 Production in cellar, marketing 10 Bachelor 2. Family business

I_m16 Btr_13 52 Vineyard manager 12 Apprenticeship 4. Family business

Interview number	Company number	Age	Position	Years with the company	Highest educational qualification	Number of jobs after graduation	Company structure
I_m1	Btr_1	26	Vineyard manager	5	Master	1.	Family business
I_m2	Btr_2	35	Operational manager	4	Bachelor	3.	Family business
I_w3	Btr_3	28	Production manager (cellar, sparkling wine production)	3	Master	1.	Other legal form
I_m4	Btr_4	32	Wine maker	2	Technician	2.	Cooperative
I_w5	Btr_5	32	Vineyard manager	3	Bachelor	2.	Other legal form
I_w6	Btr_6	30	Production manager (cellar, sparkling wine production)	1 ½	Bachelor	2.	Other legal form
I_w7	Btr_7	28	Production manager (cellar, sparkling wine production, vineyard)	5	Bachelor	1.	Family business
I_w8	Btr_8	28	Production manager (cellar, vineyard)	1	Bachelor	2.	Other legal form
I_m9	Btr_9	33	Vineyard manager	15	Apprenticeship	1.	Owned by the city
I_m10	Btr_9	36	Winemaker, operational manager	12	Apprenticeship	2.	Owned by the city
I_m11	Btr_10	29	winemaker	1	Master	1.	Cooperative
I_m12	Btr_10	41	Production manager (cellar, vineyard, marketing)	13	Bachelor	2.	Cooperative
I_w13	Btr_11	43	Managing bottling, labelling	22	Apprenticeship	1.	Other legal form
I_m14	Btr_11	53	Helping in sales, vineyard, cellar	2	Bachelor	2.	Family business
I_m15	Btr_13	33	Production in cellar, marketing	10	Bachelor	2.	Family business
I_m16	Btr_13	52	Vineyard manager	12	Apprenticeship	4.	Family business

In three companies, two employees were interviewed, so that the amount of companies in which employees were interviewed was 13. Seven companies were located in Germany and six companies were in Austria. The size of the wineries varied between 7 and 440 hectares. The average size of the companies was 60 hectares, including the areas of the cooperative members. The wineries in this survey were much bigger in comparison to the average winery in Austria being 3.22 hectares [15]. Two wineries were cooperatives, four wineries were family owned and one company was owned by the city. Information about the types of the other companies was not collected.

3 Method and approach

Since this study is the first investigation into job satisfaction in the winegrowing sector, a qualitative, inductive procedure was chosen. Another reason for the choice of a qualitative method was the proven difficulty in measuring job satisfaction with standardised quantitative procedures [10 , 17]. The qualitative approach also allows the ability to capture the ambivalence in the judgement of job satisfaction or influence of personality and daily variations of job satisfaction. Judge et al. [10] suggest methods based on the Grounded Theory of Glaser and Strauss [11] for the evaluation of job satisfaction. This methodology developed by Glaser and Strauss [11] is characterised by the fact that the theory is not checked empirically, but is developed through empirical research.

The data was collected with qualitative, non-sta-ndardised interviews. To gurantee the comparability of the interviews, a guide questionnaire was used. The questions were kept open, so that the interviewees could freely express their thoughts. Knowledge from theoretical and empirical job satisfaction research was used to create the questionnaire. The survey and evaluation took place at the same time. The questi-onnaire was complemented in the ongoing research process with other questions emering from prior in-terviews. The final questionnaire encompassed 19 subject areas (activity, remuneration, working hours, work equipment, danger in the job, position, opportunities for advancement, relation to superiors and colleagues, training programme, reputation of the work, life situation (home, social network), leisure activities, consumption of alcohol, relation to the village community and occupational colleagues, re-cognition by customers and superiors, role of the company form, company philosophy and wine quality, dream of owning a vineyard, investment confidence and experiences as a woman in the wine sector).

The interviews took place in November 2017 and January 2018. They were recorded with an audio device Voice Tracer DVT 4010 by Philips and were transcribed. On average, the interviews lasted 46 minutes.

With the help of the software of qualitative data analysis, Max QDA in the version Plus 2018, the data was evaluated. The analysis was done on the basis of the theoretical coding after the Grounded Theory [11]. Eighty-two inductive categories were created.

There were several steps to analyse the factors influencing job satisfaction. Aspects were considered as factors influencing job satisfaction if they were mentioned by the interviewees, without asking for it (self-naming). The aspects which were emphasised as important for job satisfaction or as especially positive or negative were counted as influencing factors. Additionally, aspects which were named by the interviewees in connection with their motivation to enter or stay in the company were determined to be influencing job satisfaction. These namings were counted and every category (self-naming, important aspect, reason to quit/stay) was considered only once per interview. Thus, an array of job satisfaction factors arose, ranked by the amount of the interviews in which they were referred to (Table 2).

Table 2
Influencing factors of job satisfaction of employees, listed according to strength of influence (n = 16), 2018

Influencing factors of job satisfaction Important for the job per interview¹ Reason to stay in or to quit the job per interview Self-naming per interview³ Total

(n = 16) (n = 16)² (n = 16)

Work itself 16 9 6 31

Wage 16 1 8 25

Position and promotion opportunities 14 2 4 20

Equipment and investment confidence 12 0 6 18

Relation to colleagues and staff 12 1 4 17

Relation to the final product 14 2 1 17

Working hours 5 5 5 15

Freedom to decide and participation 7 6 2 15

Recognition 7 0 8 15

Philosophy of the company and wine quality 7 5 2 14

Relation to supervisors 9 0 2 11

Private life 6 2 2 10

Gender equality 3 0 5 8

Relation to colleagues of other companies 7 0 1 8

and contractors in the region

Growth and development of the company 7 0 1 8

Success 8 0 0 8

Public image of sector and profession 5 0 1 6

Time- and human resource management 5 0 1 6

Career advancement 4 1 0 5

Safety at work 0 0 1 1

Influencing factors of job satisfaction	Important for the job per interview¹	Reason to stay in or to quit the job per interview	Self-naming per interview³	Total
Work itself	16	9	6	31
Wage	16	1	8	25
Position and promotion opportunities	14	2	4	20
Equipment and investment confidence	12	0	6	18
Relation to colleagues and staff	12	1	4	17
Relation to the final product	14	2	1	17
Working hours	5	5	5	15
Freedom to decide and participation	7	6	2	15
Recognition	7	0	8	15
Philosophy of the company and wine quality	7	5	2	14
Relation to supervisors	9	0	2	11
Private life	6	2	2	10
Gender equality	3	0	5	8
Relation to colleagues of other companies	7	0	1	8
and contractors in the region
Growth and development of the company	7	0	1	8
Success	8	0	0	8
Public image of sector and profession	5	0	1	6
Time- and human resource management	5	0	1	6
Career advancement	4	1	0	5
Safety at work	0	0	1	1

¹Naming as a reason to quit the job or to stay, per interview, also in case of repeated naming = 1. ²Self-naming of an aspect without being asked about that aspect, also in case of repeated naming = 1. ³Sum of all self-namings, reasons to stay/quit the job, importance of the aspect.

In the second step, it was examined how satisfied the employees were with the individual aspects of their work. They were assigned to three categories: positively valued factors of influence, negatively valued factors of influence and ambivalent valued factors of influence.

4 Results

In this section, the results of the interviews are presented. In the first step, the ascertained influencing factors of the job satisfaction are shown. Afterwards, results of satisfaction or discontent of the employees with the individual factors of their work are discussed.

4.1 Factors influencing job satisfaction

The 20 factors which arose from the analysis and influenced the job satisfaction of the employees in wineries are listed in Table 2.

One of the most important aspects of job satisfaction for the interviewed employees was the work itself. All interviewed employees emphasised different aspects of their work, such as versatility, working in nature, teamwork and the production side of the work. For some interviewees, the physical load of the activity had a big effect on the motivation to stay in the company and in the occupation. The remuneration had a strong impact on the perceived job satisfaction of the employees in viticulture. Although many interviewees were dissatisfied with the level of their salary, only one person considered leaving the winery because of the low remuneration. The majority of the interviewed employees were aiming for a higher salary. Above all, the relation of their own salary to the salary of the colleagues of other regions, other sectors, their predecessors and other employees was important.

Job satisfaction of the employees in viticulture was strongly influenced by the relation of the employees to the product wine. The relation to the quality of the final product reduced the discontent with remuneration, with disadvantageous working hours and with monotonous and strenuous activities. The interpersonal relations within the winery weakened unsatisfying wage levels. On the one hand, good relations with colleagues and superiors were very important for the job satisfaction of employees and had a substantial influence on the degree of job satisfaction. On the other hand, the relations with employees and superiors were a main source of dissatisfation. The position and promotion prospects influenced the degree of job satisfaction. The interviewees reported about other jobs in which they changed companies because of a lack of promotion prospects. Besides more freedom to decide due to the higher position, a higher position means less physical work.

A high propensity to invest and good work equipment exerted a strong influence on the job satisfaction. The importance of the investment confidence of the company and good work equipment was stressed by the employees as a condition for entering and staying in the company. The interviewees reported reduced physical strains and time savings through the application of suitable machines and devices. Unsatisfying equipment was no decisive reason to leave the company. Success, expressed by the quality of wines and vineyards, the wine prizes won, honours and good assessments in specialist magazines as well as economic success had a big influence on job satisfaction.

The factor of influence growth and development of the company was mentioned by several interviewees in different contexts as being important for the activity, the quality of wines and human resource management. The working hours had no big influence on job satisfaction. This factor gained in importance when it was linked to the compatibility of family and work. The equality of women and men had a low influence on job satisfaction. Only women called for greater equality in their companies.

4.2 Satisfaction and discontent with aspects of the job

The interviewees expressed predominantly satisfaction with the following factors of influence: work itself, relation to colleagues, employees and superiors, relation to the final product, recognition and success, position and promotion prospects, freedom of choice and participation, work equipment and investment confidence, own advancement, questions of equality, company philosophy and wine quality. All interviewees expressed discontent with the incompatibility of family and work. The interviewed women, all childless and five of six interviewees around 30 years of age, could not imagine staying in their position when having a child. With children they would be forced to change their job and to choose a job with more flexible working hours and a sufficient salary.

The satisfaction with the remuneration was less unequivocal. For some interviewees remuneration was satisfactory, for others it was very unsatisfactory. The long working hours were accepted on the one hand; on the other hand, however, employees would have liked to have reduced working hours to have more time for leisure activities and for friends and family. Human resource management and time management of the companies was also evaluated as ambivalent. Some employees took a critical stance on time management, although, they were in a position to influence time management themselves. Some interviewees wanted more staff. Some interviewees appreciated the relation to colleagues in the region. Others had difficulties with the relation to the people in their professional sphere beyond the company. The development and growth of the company were mentioned positively by some interviewees. Others assessed the growth and development of the winery to be negative. For the different perceptions, it was vital to know which other factors of influence were affected by the factor “company growth”. If the work itself was influenced by the operational growth, the aspect was mentioned more often in the negative context. If company growth led to a qualitative improvement of the products, the development was seen positively. If company growth led to longer working hours and more stress, it was seen negatively. In Table 3 the satisfaction with the influencing factors is shown in three categories.

Table 3
Influencing factors of job satisfaction, listed according to perceived satisfaction of the interviewed people, n = 16, 2017/2018

Mostly satisfied with aspects of their job Mostly dissatisfied with aspects of their job Ambivalent satisfaction with aspects of their jobs

Company philosophy and wine quality Working hours in regard to compatibility of family and job Working hours

Success Wage

Recognition Relation to colleagues in other companies and contractors in the region

Relation to the final product Human resource and time management

Equipment and confidence Public image of to invest

profession and sector

Career advancement Private life

Gender equality Growth and development of the company

Position and promotion opportunities

Freedom to decide and participate

Relation to colleagues and staff

Relation to supervisors

Mostly satisfied with aspects of their job	Mostly dissatisfied with aspects of their job	Ambivalent satisfaction with aspects of their jobs
Company philosophy and wine quality	Working hours in regard to compatibility of family and job	Working hours
Success		Wage
Recognition		Relation to colleagues in other companies and contractors in the region
Relation to the final product		Human resource and time management
Equipment and confidence		Public image of to invest
		profession and sector
Career advancement		Private life
Gender equality		Growth and development of the company
Position and promotion opportunities
Freedom to decide and participate
Relation to colleagues and staff
Relation to supervisors

5 Discussion

The perceived job satisfaction of certified employees in the wine-growing sector coincided in large part with the job satisfaction of agricultural employees. The high influence of the work itself, working in nature and the variety of the agricultural work on job satisfaction was also proved in the study of Näther et al. [18] and Mußhoff et al. [7] for agricultural employees and in the study of Bitsch and Hogberg [19] for employees of the horticultural sector. The physical work in horticulture was, as in the wine-growing sector, one of the reasons for the employees to change their job [20]. Prematurely leaving a job because of physical strain matched the statements of agricultural employees in Dippmann's study [21]. Dippmann [21] determined that the agricultural employees changed jobs because of physical problems. In a French study, it was found that 90 percent of 3,963 winegrowers indicated that they suffered from pain because of their job during the past 12 months and that 44 percent of the interviewees were hindered by the pain from continuing working [5]. Among employees in agriculture, back problems are no rarity. Also 33 percent of the interviewed trainees in horticulture complained about back problems [20].

The low influence of working hours on job satisfaction in the wine-growing sector corresponded to the study results of other agricultural areas [18]. In the present childless situation of the employees, the missing time for childcare beside work does not lead to a lower job satisfaction. In future this factor can lead to job changes. Also, the possibilities of part-time work within a company would have a bigger effect on the satisfaction of the employees in future. The effects of operationally offered part-time jobs and of the compatibility of family and work on the job satisfaction were not evaluated in agricultural job satisfaction studies.

In the study of job satisfaction of horticultural trainees, the interviewees were unhappy with the status of the horticultural sector and the profession as a gardener [20]. Mußhoff et al. [7] and Gindele et al. [22] stated that the bad public image of agriculture is one of the reasons for the skill shortages in that sector. These observations were not made in the wine-growing sector. The public image of viticulture compared to general agriculture is mostly positive. It was proved that job prestige had a positive influence on job satisfaction [23]. The certified viticultural employees enjoy a high professional reputation.

The job satisfaction aspects which have not been mentioned in literature so far, but turned out to be factors of influence on the job satisfaction in this study were: company philosophy and quality of the wines, growth and development of the company, equality, relation to colleagues and companies in the region and the relation to the final product. In existing studies, these factors were not explicitly mentioned as job satisfaction factors. This may partly be due to the coarser categorisations carried out in other investigations. In the agricultural investigations of Bitsch [24], Mußhoff et al. [7] and Näther et al. [18], these aspects were determined as a part of the influencing factors working conditions and company organisation. These coarser factors contained different aspects of job satisfaction, which were raised separately in the present study. In this study, factors of incuence were not summarised. By evaluating a higher variety of specific factors, the different degrees of influence on the job satisfaction of the employees were analysed more precisely for the wine-growing sector.

Another aspect of job satisfaction not investigated by other agricultural studies was the factor of the relation to the final product. For the certified employees in the wine-growing sector, the relation to wine constituted an intrinsic motivation. The influence of intrinsic motivation of employees in agriculture was not defined further even though it was outlined in several studies [7, 8]. A reason why the aspect of the relation to the end product in other job satisfaction studies was not surveyed can be the fact that Bitsch and Hogberg [19], Bitsch [20, 24], Dippmann [21] and Näther et al. [18] related their questionnaires and evaluations of the surveys to the available job satisfaction elevation methods which did not come from the agricultural sector. The working description sheet of Neuberger and Allerbeck [25], on which the study of Näther et al. [18] was based, was developed from the industrial and service sectors. The two-factor-theory of Herzberg et al. [26], which served as the basis for the analysis of the interviews of Bitsch [20, 24], Bitsch and Hogberg [19] and Dippmann [21], was developed from studies in the medical sector. Therefore, the research on job satisfaction in agriculture was carried out with measuring and analysis methods from other sectors. That is the reason why specific features of agriculture were not considered in the job satisfaction studies, such as the production of a high-quality final product.

Past agricultural job satisfaction studies did not examine equality or gender aspects in the companies. Thus far, investigations limited themselves to discrepancies between the answers of men and women. That women earn less than men was also stated by Näther et al. [18]. The different perception of the compatibility of family and work between men and women was ascertained by Strauss [27] for employees of milk cattle companies and, independent of the sector, by the Eurofound survey [28]. The dominance of men in the wine-growing sector was confirmed during the search for interview partners. Only one woman, who was 35 years or older and who was employed as a winemaker or a vineyard manager, was found. None of the interviewed people could name other women in comparable positions in the wine-growing sector. However, statistical figures show that women in the wine-growing sector gain in importance. The number of skilled workers in viticulture in Austria rose during the past years from 38 (2006) to 53 (2016) [2]. However, the number of skilled female workers was less than half of the number of male skilled workers [2]. The interviewed women, younger than 30 years, did not know any other women with children in the wine-growing sector and consequently could not fall back on experiences of other women. That is why there are also few employers in wine-growing companies with experiences in maternity protection, parental time and part-time work.

In spite of the problem areas mentioned, the interviewed employees expressed great satisfaction in the majority of the sub-categories of job satisfaction. This observation leads to the development of the hypotheses that employees in viticulture are predominantly satisfied with their jobs. This is in accordance with the results of other studies of agricultural job satisfaction [7 , 18].

All results only refer to the small group of high educated, young employees in high positions. To get a broader picture of job satisfaction in the wine industry and to be able to generate general results, employees of different ages, different educational backgrounds and different working positions should have been examined. At the same time due to the great differences of the profiles of this very small group of people, it wasn't possible to compare results within the group. For example there were big differences in duration of employment, in responsability and size of the winery. General statements about a group of interviewpartners were not possible. To compare results in a group, it need more interviewpartners within a small comperable group and different, heterogenous groups. The aim of this survey was not the representation of all employees in wineries, but to give ideas in which direction further research would be important.

6 Conclusion

By the use of qualitative interviews, aspects of job satisfaction could be defined which thus far had not been subject to research in agricultural job satisaction. Previous studies were theory orientated, not created for the agricultural sector or used quantitative methods. Specific aspects for the wine-growing sector which had not been surveyed in agricultural investigations yet were the relation to the final product, the passion for and the interest in wine. However, this seemed to play an essential role for the job satisfaction of viticultural employees. The passion for wine leads to the acceptance of many unsatisfactory aspects of the work.

The factor of influence of equality was not treated in similar studies in agriculture. Generally, in agriculture there exists considerable improvement potential with regard to the equal treatment of employees. Considering a rising need for a skilled workforce in agriculture, agricultural working conditions have to be checked especially regarding gender equality.

Conflict of interest

None to report.

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