Professional Documents
Culture Documents
Malaysian Journal
Malaysian Journal
Journal
Co-operative
Studies
Formerly known as Malaysian Journal of Co-operative Management (MJCM)
Volume 10
Research Management and Innovation Centre
CO-OPERATIVE COLLEGE OF MALAYSIA
Advisors
Assoc. Prof. Dr. Abdul Rahman Abdul Razak Shaik (Co-operative College of Malaysia)
Norwatim Hj. Abd Latiff (Co-operative College of Malaysia)
Chief Editor
Noraesyah Saari (Co-operative College of Malaysia)
Managing Editor
Muhammad Yusuf Ibrahim (Co-operative College of Malaysia)
Secretariat
Afiza Abdul Karim (Co-operative College of Malaysia)
Zaharatul Laili Zakaria (Co-operative College of Malaysia)
Sharepah Nur Azirah Shareh Abd. Rahman (Co-operative College of Malaysia)
Volume 10 2014
Social Audit of Oromia Coffee Farmers Cooperative Union,
Oromia Region, Ethiopia
M. Karthikeyan
Institute of Cooperatives & Development Studies, Ambo University, Ethiopia.
ABSTRACT
Social Audit is one of the evaluation methods applied to the organizations, which are
engaged in commercial and social activities. The objective of social audit is to bring to
light for public knowledge how far an organization has discharged its responsibilities
to the society and to make an assessment of the social performance of an organization.
Here, social audit has particular relevance, because it reinforces the cooperative’s
“commitment to social improvement which lies at the heart of the co-operative
philosophy”. The present study is unique in Ethiopia in the context of changing role
assigned to the cooperatives. The main objective of this study is the application of
the social audit measures on the social responsibilities of Oromia Coffee Farmers
Cooperative Union (OCFCU). Case study method is adopted for the present study. All the
Board of Directors, all the employees, 100 members and 100 non-members are selected
as samples. Stakeholder survey as a social audit model is employed to elicit information
from the stakeholders of the union. The collected data are processed through SPSS and
social audit measures are used to analyze and assess the relationship of cooperative
activities with the stakeholders of the union. Oromia Coffee Farmers Cooperative union
is a small holder coffee grower owned cooperative union established in June 1, 1999 by
34 cooperatives with 22,503 farmers and capital ETB 825,000 ($90,000). To date there
are 217 cooperatives with 202,397 households and capital ETB 161, 575, 474. Annual
coffee production is 202,524 tons and area under cultivation is 327,921 ha. OCFCU is
a democratic member owned business operating under the principles of International
Cooperative Alliance and one among objectives is to improve the social conditions of
farmers. With their fair trade premiums they have constructed four schools, two health
clinics and clean water supply tanks. They now have a cupping lab located at their office
and are in the process of constructing two warehouses. They hope to have their own
processing plant within the next three years. The union has accomplished very many
social projects for the well being of the community where it exists. This union is a model
for other cooperatives in fulfilling the social objectives in relation to stakeholders. The
results out of stakeholders survey reveals that the union is sincerely adhered to and
practice the principle of “Concern for Community”.
Keywords: Social Audit, Stakeholder Survey, Social Performance, Social Responsibility,
Members’ Perception, Fair Trade.
Cooperation is a philosophy of life and has a mission of its own. It is not merely an
economic movement; but a moral movement. It has ideological base and universally
recognized principles, which are applied and practiced in order to make a better
person and a better society. Although Cooperation is viewed as an organization for
the promotion of economic interests of its members, it does not confine itself only
to the economic aspect of life. It permeates the social aspects of life and aims at
establishing a new democratic social order based on freedom, fraternity, equality and
equity where people live in harmony, caring and sharing like a family, where there
is unity of spirit and common economic bond; and where people have the freedom
to shape their destiny. In the words of George Russel, “membership of cooperative
societies is a practical education in economics fitting men for public service and by
its principles, it fosters the spirit of citizenship” (cited in Daman Prakash, 1995).
Thus, Cooperation alone has both economic and social aims, and it has spiritual
basis also (Krishnaswami, 1985). The cooperative form of organization alone is
spirituality applied to business. Because it practices brotherhood and fellowship,
and love & sacrifice. If a cooperative organization has to remain true to itself,
these values must be living realities in the activities and behaviour of cooperators
(Kulkarni, 1962). Hence, Fauquet mentions, “These values are both a condition and
a result of Cooperation”. Cooperative organizations develop these values among
cooperators through the means they employ. They raise people to a higher moral
standard (quoted in Calvert, 1951).
It is often said that Cooperation is an industry where fine rational human beings
are produced with the materials of honesty, unity, equality, etc. Moreover, social
integration, education and training, community development, gender equality and
protection against twin evils of rugged individualism and blatant totalitarianism are
the ways in which Cooperatives contribute for social development as well as for
sustainable human development (ICA, 1995).
Social Audit is one of the evaluation methods applied to the organizations, which
are engaged in commercial and social activities. The objective of social audit is
to bring to light for public knowledge how far an organization has discharged its
responsibilities to the society and to make an assessment of the social performance
of an organization. The social audit takes into consideration the relationship of an
organization’s activities in relation to its employees, community, and the customers
in the context of social considerations. It is this adaptive nature of a cooperative
that calls for a mechanism that can perpetually assess its work at any given time.
Here, social audit has particular relevance, because it reinforces the cooperative’s
“commitment to social improvement which lies at the heart of the co-operative
philosophy”.
Volume 10 2014
Comprehensive work on the social impact of Cooperatives through social audit is
scarce. In fact, the need for impact studies on Cooperation was felt only during
recent years. As such lot of studies related to economic impact of Cooperatives was
conducted and they paid scanty attention to social impact of Cooperatives through
social audit. A few such studies and reports are reviewed here.
Volume 10 2014
various needy services to their members and the community. By providing social,
democratic and empowerment benefits, they have promoted the well being as well
as human values among members. In the area of handloom weavers’ cooperatives,
a number of studies have assessed the impact on social condition of weavers by
Shanmugasundaram (1987), Mishra (1992), Subburaj (1993). The socio economic
status of member weavers has gone up (Thakur, 1992). Attwood and Baviskar (1987)
found that cooperative sugar factories have increased social participation and have
brought desired attitudinal changes among sugar cane farmers. A few impact studies
have also been made in the field of fisheries Cooperatives (Ghosh, 1987, Thanulingam,
1992), which assessed the socio–economic impact of fishermen Cooperatives.
In African context, few studies have been made considering social empowerment,
employment generation by cooperatives. Satgar and Williams (2008) assert that the
cooperative movement is one of the most organised social forces on the African
continent. They cite the ILO which suggests that at least 7 percent of citizens in
African countries belong to cooperatives, rising in countries like Mauritius, Egypt,
Ghana, Kenya and Senegal to 10 percent or more. The cooperative movement in
Africa plays a crucial role in economic and social transformation and in many parts
of Africa it constitutes a parallel cooperative sector and economy. The Heiveld
Rooibos Cooperative is located in Niewoudtville in the Hantam Karoo region of the
Northern Cape. The Heiveld case demonstrates a strong case of the consolidation
and improvement of a ‘social infrastructure’ linked to local engagement, voluntary
support and commitment of local leadership as a basis for successful community-
based development (Nel, et al, 2007). Cooperatives in Ethiopia give a wide range of
an implicit social protection to their members. Cooperatives offer to their members
includes lending money when their members face unexpected expenses (FCA, 2008).
STUDY FOCUS
Review of these and other literature on Cooperatives reveals that there has been no
comprehensive research work assessing the social impact of Cooperatives applying
social audit measures in its totality in Ethiopian context. The present study is an
attempt to fill in the research gap on social audit of Cooperatives.
The present study is unique in Ethiopia in the context of changing role assigned
to the cooperatives. The cooperatives are not only expected to do service to the
members, but also they have to take care of the social responsibilities like HIV/AIDS
control, education, community service, environmental protection and conservation,
creation of infrastructure, gender imbalance, etc. The main objective of this study is
the application of the social audit measures on the social responsibilities of Oromia
Coffee Farmers Cooperative Union.
The study objectives are: to study the profile of the Oromia Coffee Farmers
Cooperative Union; to analyze the social projects of the union; and to assess the social
performance of the union by employing social audit tools among the stakeholders.
Case study method is adopted for the present study. Oromia Coffee farmers
Cooperative Union is selected as the sample. The study is supported with survey
and Stakeholder Survey as a social audit model is employed to elicit information
from the stakeholders of the union. All the management committee members, all
the employees, and 100 members and 100 non-members are selected as samples
by simple random sampling procedure. The collected data are processed through
SPSS and social audit measures are used to analyze and assess the relationship
of cooperative activities with the stakeholders of the union. Some of the PRA
techniques and FGDs were also used.
Oromia Coffee Farmers Cooperative union is a small holder coffee grower owned
cooperative union established in June 1, 1999 by 34 cooperatives with 22,503
farmers and capital ETB 825,000 ($90,000). To date there are 217 cooperatives
with 202,397 households and capital ETB 161, 575, 474. Annual coffee production
is 202,524 tons and area under cultivation is 327,921 ha. OCFCU is a democratic
Volume 10 2014
member owned business operating under the principles of International Cooperative
Alliance and one among objectives is to improve the social conditions of farmers.
The objectives of the union are: To improve farmers’ income by selling coffee for
higher prices; To improve and maintain the quality, productivity and sustainability
of coffee production; To regulate and stabilize the local market; To assist coffee
communities in providing social services such as schools, health centers and clean
water and etc. OCFCU works exclusively in Oromia Regional State, which accounts
for 65 percent of the country’s total coffee growing land and includes coffees from
Limu, Sidamo, Yirgacheffe, Nekemte, Jimma, Sidamo, Neqemte/ Ghimbi, and
Harrar. To support this work, OCFCU maintains 60 pulperies, 26 hulleries, and 75
warehouses.
The sales volume during 2011 was 6,597 tons and value ETB 698,825,194. Referring
to 2011 obtained benefit and when we see its performances, Birr 112,858,544
was secured. On the other side, profit drawn from the fair trade sales was Birr
2,345,288.47. Totally Birr 16,278,385.76 was obtained. When the obtained profit
was seen in relation to plan, its performance was found to be more than a double.
The profit was possible as the result of higher sales price occurrence.
Members of the basic cooperatives, who had bought shares, had obtained dividend
share of Birr 56,429,927 from the profit obtained during the 2011 budget year. The
dividend was shared based on the criteria that the basic coop members’ participation
on the coffee preparation activities and number of shares they had bought.
Accordingly, based on the participations that the primary cooperative members
made on the coffee preparations, Allocation of net profit is done in the following
manner: 70 % for member cooperatives; 50% for patronage; 20% for share and 30%
for expansion, reserves and social services.
The uniqueness of the union is full control and follow up “from tree to cup”, from
coffee nursery to planting, cultural practices, harvesting, processing, storing and direct
export and direct link to international buyers and roasters, bypassing the auction.
It provides services to the member cooperatives, including: marketing, technical
assistance, Fair Trade and Organic Certification coordination, coffee processing
and export, pre-financing and other administrative services. In addition, the Union
hopes to build a warehouse and a coffee-cupping laboratory and form a credit union
for its members. Establishing a direct relationship with the farmers is always an
important aspect of Cooperative Coffee’s mission and the farmers under Fair Trade
contracts receive more than three times the local price, plus the added social benefits
provided by OCFCU. The union has 8 years of export experience to USA, Europe,
Japan, Australia & Canada. It has got the certifications and traceability: Organic
certified coffees, Fair Trade certified coffees; Organic & Fair Trade certified coffees,
Conventional coffees with traceability to the cooperative level.
With their fair trade premiums they have constructed schools, health clinics and
clean water supply tanks. They now have a cupping lab located at their office and
are in the process of constructing two warehouses. The following table reveals the
social obligations fulfilled by the Union.
Volume 10 2014
2. Ongoing Projects
The following table depicts a clear picture on the ongoing projects of the union.
3. New Projects
Coffee Stores and Coffee Cleaning Industry
Two stores which had been constructed in the Akaki District Gelan Kebele have now
got completed and are on functioning. With this connection, for the establishment
of coffee cleaning industry at this location, all preparations has been made for the
constructions of fences and the industry is building works is going on. Along this,
necessary preparations have been going on to bring the industry from abroad and
this operation shall continue strongly starting from the month of October.
Honey Project
Our country’s honey has been obstructed from entering in to Europe due to its
un clean conditions. This has been resulted form lack of proper beehives and its
managements. For the minimization of such problems, assistance of Birr 500,000 was
obtained from “Doen Foundation” of Holland and honey project’s commencement
was made possible. Based on the prepared project, Birr 194,668.34 was released for
the first phase and this money was utilized for the activity. According to the plan,
nine associations found in Jimma and I/A/Bora had been the beneficiaries. In the
Jimma Zone, from seven associations 154 people, which was 22 per association,
have got trainings and necessary equipments for been keeping activities. From the
I/A/Bora Zone 46 people from two associations have been beneficiaries of this
honey project. Beekeeping equipments – hives, bee veil with hat, gilove of each
200, wax printer (mould), smoker, honey extractor, brush, water spray, chisel of
each 9 - are distributed to farmers for the promotion of beekeeping activities.
Volume 10 2014
Fair Trade Activity
Out of the activates done on this work, big effort was made to make associations fair
trade members and, accordingly, 17 new associations became fair trade members.
With the previously 11 fair member association, 17 new associations joined it and
the fair trade has 28 member associations.
Category
Principles
Open & Voluntary Membership 85 10 5 100
Democratic Member Control 82 9 9 100
Member Economic Participation 87 10 3 100
Autonomy & Independence 79 13 8 100
Education, Training & Information 83 11 6 100
Cooperation among Cooperatives 86 8 6 100
Concern for Community 100 - - 100
Values Adherence 83 12 5 100
Social Projects Implementation 98 2 - 100
Benefits out of social projects 98 2 - 100
Source: Field survey 2012
As for members’ perception on the social performance of the union, the members
(more than 82%) have high level of perception on the social performance of the
union. The stakeholder survey reveals that members have high perception level
regarding the compliance of the cooperative principles, adherence to cooperative
values. They reported that the social projects have been selected in an appropriate
manner and implemented for the well being of not only to the members but also of
the community. This could be the reason for cent percent positive response towards
perception on compliance to the principle of “Concern for the Community”.
The above result shows that the members have a social cooperative of their own and
they participate in all activities and they are committed.
Category
Social Projects Implementation 81 7 12 100
Benefits out of social projects 83 6 11 100
Source: Field survey 2012
Non-members have perceived well and in a positive way on the social performance
of the union. Majority of the non-members have high level of perception on the
social projects implementation and they reported that they have also enjoyed the
benefits out of the social projects implemented by the union. Non-members also
Volume 10 2014
have business relations with the union through primaries and in the service area they
are also benefited out of the social projects.
Category
Involvement & commitment 31 (100) - - 31 (100)
Benefits – Pecuniary 31 (100) - - 31 (100)
Benefits – Non-Pecuniary 25 (80.65) 4 (12.90) 2 (6.45) 31 (100)
Adherence to Principles by Mgmt 31 (100) - - 31 (100)
Satisfaction on social projects 25 (80.65) 4 (12.90) 2 (6.45) 31 (100)
As for employees’ perception on the social performance of the union, they have
perceived in a positive way. The involvement and commitment is more on the
employees’ side and they are getting more pecuniary and non-pecuniary benefits.
Non-pecuniary benefits include rewards in kind for their achievements, free
schooling for their children, and availing health services for their family from the
health posts established by the union. They have expressed their satisfaction on the
social projects implemented and social performance of the union.
We are very happy with doing social projects for the well being of the
community. Through these projects the members and other people are getting
both economic and social benefits like, increase in income level, standard of
living, productivity, education, health services, clean drinking water facility
and other basic amenities. The employees are also working with the objective
accomplishment task and they are committed. All the stakeholders of the union
are working towards objective accomplishment i.e., the union has one among
the objective as “to improve the social conditions of the farmers”.
CONCLUSION
To conclude, the union has accomplished very many social projects for the well
being of the community where it exists. As for members’ perception on the social
performance of the union, the members (more than 82%) have high level of perception
on the social performance of the union. Majority of the non-members have high level
of perception on the social projects implementation and they reported that they have
also enjoyed the benefits out of the social projects implemented by the union. As for
employees’ perception on the social performance of the union, they have perceived
in a positive way. The management committee members are very much committed
and their involvement in union’s activities is appreciable. This union is a model for
other cooperatives in fulfilling the social objectives in relation to stakeholders. The
results out of stakeholders survey reveals that the union is sincerely adhered to and
practice the social principle of “Concern for Community”.
Volume 10 2014
REFERENCES
Alan Kay. (n.d). How social capital links with social accounting and audit … thoughts from
the field. Paper presented at the conference in Scotland.
Attwood, D. M., & Baviskar, B. S. (1987). Why do some co-operatives work but not others?
A comparative analysis of sugar co-operatives in India. Economic and Political
Weekly, A38-A56.
Biswas, A., & Mahajan, V. (1997). Sustainable Banking with the Poor: A Case Study on
Women’s Thrift Cooperative system in Warangal and Karimnagar Districts of Andhra
Pradesh. Hyderabad: Cooperative Development Foundation, 1-41.
Bora S.P. (1994, June). Impact of farmers knowledge on productivity. Rural India, pp.134-
136.
Bornstein, D. (2007). How to change the world: Social entrepreneurs and the power of new
ideas. Oxford University Press.
Calvert H. (1959). The law and principles of cooperation. Calcutta: Thacker Spink & Co
Pvt. Ltd.
Daman Prakash. (1995). Role of cooperatives in enriching our civil society. The Cooperator,
32(7), 297.
Fairbairn, Brett. (2002). How Social are Co-ops? Tensions, Transitions, and the Social
Economy. Économie et Solidarité, 33(1), 112-130.
Federal Cooperative Agency.(2008). Cooperatives social development in Ethiopia.
(Unpublished thesis). Federal Cooperative Agency, Addis Ababa.
Ghosh, A. K. (1987). Socio–Economic Impact of Fishermen’s Cooperatives in West
Bengal. The Cooperator, 24(7), 577-578.
Hicks, E., Maddocks, J., Robb, A., & Webb, T. (2007, October). Perspectives on the
Accounting and Reporting Needs of Co-operatives and Co-operators: A Preliminary
Examination. In CIRIEC Conference, Victoria.
Hyndman, N., McKillop, D. G., Ferguson, C., Oyelere, P. (2002) Credit Unions in the UK:
A study of their structure, growth and accountability (Research Report No.75) London:
Certified Accountants Educational Trust.
ICA. (1995). XXXI ICA Congress Manchester Agenda & Report. Review of International
Cooperation, 88(3),36.
John Pearce. (2001, October). Some contemporary issues in social accounting and audit.
Poster session presented at the Conference of Social Audit New Zealand, Wellington.
John Pearce. (2003, April). Social enterprises and social auditing. Paper presented at the
conference of SAN Network, London.
Kewal Kumar. (1987). Institutional financing of agriculture. New Delhi: Deep and Deep
Publications.
Krishnaswami O.R. (1985). Fundamentals of cooperation. New Delhi: S. Chand & Co. Ltd.
Kulkarni K. R. (1962). Theory and practice of cooperation in India and abroad (Vol. I).
Bombay: Cooperator’s Book Depot.
Lal, H., Thakur, D. S., Saini, A. S., & Thakur, D. R. (1992). Changing scenario and impact of
the Bhutti Weavers’ Cooperative Society in Kullu Valley of Himachal Pradesh. Indian
Cooperative Review, 30(1), 63 –73.
Marcelle Holdaway. (n.d). Social and environmental accounting: critical issues for third
sector organisations in Australia. Paper presented at the social and environmental
accounting conference in Wellington, New Zealand.
Nel, E., Binns, T., & Bek, D. (2007). ‘Alternative foods’ and community-based development:<
i> Rooibos</i> tea production in South Africa’s West Coast Mountains. Applied
Geography, 27(2), 112-129.
Oromia Coffee farmers’ Cooperative Union. (n.d). Annual & audit reports. Ethiopia.
Patnaik, U. C., & Mishra, A. K.(1992). Impact of handloom cooperatives on social development
of weavers in western district. Indian Cooperative Review, 30(3), 187- 200.
Pestoff, V. (1999). The future of consumer co-operatives in post-industrial societies. Journal
of Co-operative Studies, 32(3), 208-219.
Richmond, B.J. (2000). Counting on each other: A social audit model to assess the impact
of nonprofit organizations, nonprofit and voluntary sector quarterly. 29(4).
Satgar, V., & Williams, M. (2008). The passion of the people: successful co-operative
experiences in Africa. Co-operative and Policy Alternative Centre.
Subburaj B. (1993). A study of marketing strategies of handloom weavers’ cooperative
societies in Tamilnadu. (Unpublished Doctoral dissertation). Gandhigram Rural
University, Gandhigram.
Subburaj B. (2000). A study of socio–economic impact of cooperative movement in
Tamilnadu. Chennai: Tamilnadu Cooperative Union.
Subburaj B., S.K. Lopoyetum., & R. Karunakaran. (2002). Members perception on the
social impact of dairy cooperative societies in erode district. Cooperative Perspective.
36(4), 30-41
Shanmugasundaram, D. S. (1987). Weavers’ co-operatives: A study of their utilisation in
coimbatore district. Rainbow Publications.
Spear, R. (2000). Reasserting the co-operative advantage project: overview. Journal of co-
operative Studies,33(2), 95-101.
Teresa Butler. (2005). Social accounting and audit: barriers, benefits and future support.
(Unpublished thesis). Huddersfield Pride, West Yorkshire.
Thanulingam N., & Caroline. (1992). Economic impact of fishermen cooperative society on
members : A case study of Amalinagar Fishermen Cooperative Society, Chidambaram
District, Tamilnadu. Indian Cooperative Review, 30(7), 1-9.
West Yorkshire Enterprise Partnership. (2005). Assessing the true value of social enterprise:
A review of current practice. UK: Author
Volume 10 2014
FACTORS CONTRIBUTING TO THE SUCCESS AND
EXCELLENCE OF CREDIT COOPERATIVES IN MALAYSIA,
SPECIAL FINDING ON ISLAMIC FINANCING PRODUCT
Norsaadah Mustafa
Institute of Al-Quran Tijarah, Malaysia
ABSTRACT
INTRODUCTION
The principles and the values brought about by the cooperative movement is a
key pillar of the success of the cooperative movement around the world, (Smith
& Ross 2006). The establishment of cooperative banking in various forms such
as credit unions, building societies and cooperative banks focusing on the needs
of its members has enabled it to carry out financial services activities for their
members more effectively. Excessive risk-taking financial institutions such as those
in the commercial banking system, are more susceptible to risk of failure in the
event of global economic crisis. Commercial banks may face difficulties due to the
individual’s perception regarding loans interest cost factor arising from possible
interest rate variation (Chong, 2009) during the financial crisis. On the other hand,
credit cooperatives should take this golden opportunity to increase its business by
offering additional services or other benefits to its members.
Volume 10 2014
Table 2: General statistics on credit cooperatives according to the cluster on
31 December 2012
Central Bank instructions to shorten repayment period for loan is another form of
hindrance to its progress. Credit cooperatives had all along been giving out personal
financing facilities with long repayment periods up to 25 years. However, the new
Central Bank of Malaysia’s rule pursuant to section 31(1)(a) of the Central Bank
of Malaysia Act 2009 (Akta BNM), requires all credit cooperatives registered with
the Cooperative Commission of Malaysia under the Cooperative Societies Act
1993 to comply with the financial stability measures such as the repayment period
for personal loan must not exceed the maximum period of 10 years. Additionally,
the method of calculating payroll deductions for the purpose of financing under
the scheme of ANGKASA Deduction Bureau is extended to take into account
reimbursement amount for all loans taken (ie, include both loan under the scheme
and outside the scheme) and pre - approved personal financing is prohibited. New
method of calculating the limit of 60% of the financing facility through payroll
deductions offered under the BPA scheme is derived as follows:
OBJECTIVES
The purpose of this study is to extend the previous research which highlights the
effectiveness of entrepreneurial traits in credit cooperative board members in
relation to its level of success. Based on the statement of problems above, we have
outlined a number of objectives to be achieved in the study of credit cooperatives in
Malaysia. Thus the objectives of this study are:
1. To identify the significant relationship between goal setting with the
success of credit cooperatives.
2. To identify the significant relationship between personality and success of
credit cooperatives.
3. To identify the significant relationship between knowledge and success of
credit cooperatives.
4. To identify the significant relationship between motivation and success of
credit cooperatives.
5. To identify the significant relationship between Islamic financing to the
success of credit cooperatives.
The objectives are followed by a study and eventually alternate hypotheses will be
tested:
Ha1: There is significant relationship between goal setting with the success of
credit cooperatives.
Ha2: There is significant relationship between personality and success of
credit cooperatives.
Ha3: There is significant relationship between knowledge and success of
credit cooperatives.
Ha4: There is significant relationship between motivation and success of credit
cooperatives.
Ha5: There is significant relationship between Islamic financing to the success
of credit cooperatives.
Volume 10 2014
Finally a model equation for this study will be developed and would be able to
identify the most dominating variables which acts as the phenomenon of success of
credit cooperatives in this study.
CONCEPTUAL FRAMEWORK
A study of conceptual frameworks have been taken and adapted from a concept
developed by Yurkiewicz (1996), Sun (2003), Valdez (2009) and Zahiruddin (2011)
to carry out research on the phenomenon of the success of credit cooperatives
in Malaysia. The variables studied are successful phenomenon as the dependent
variable, while the independent variables as predictors of success of credit
cooperatives are difficulty goal setting, goal clarity, action oriented personality,
circumstances oriented personality, planning knowledge, leadership knowledge,
management knowledge and motivation. The results from the literature review
found that Islamic finance products have contributed to the success of cooperative
phenomena; thus we suggest that this variable as the contribution of knowledge in
this research as shown in Diagram 1.
GOAL-ORIENTED
• Difficulty
• Clarity
PERSONALITY
• Action-oriented
• Condition-oriented
SUCCESS
KNOWLEDGE COOPERATIVE
• Planning CREDIT
• Leadership
• Management
MOTIVATION
ISLAMIC FINANCING
(Islamic Product Loan)
Source: Yurkiewicz (1996), Sun (2003), Valdez (2009) dan Zahiruddin (2011)
RESEARCH HIGHLIGHTS
Emanuel (2009) states that credit cooperative activities must adapt its business with
Malaysian cultural values and more so with Malaysia being an Islamic state and
having a Muslim population majority. In view of the likelihood of Muslims favoring
Islamic products over conventional products, it is imperative that microfinance
products conforms to the religious guideline of Islam. Since March 1993, many
banks and financial institutions began to introduce Interest-Free Banking Scheme
(IBS) that Muslims and Malaysians can use banking services not involved in usury
(Muamalat 2012). According to the Malaysian Federal Constitution Article 11 states
that Malaysians are entitled to choose what their religious practices, which provide
opportunities for Malaysians to opt for Interest Free Banking (SPTF) to avoid being
associated with riba (interest). This is in accordance to the Word of Allah S.W.T.:
“Those who consume interest cannot stand [on the Day of Resurrection] except
as one stands who is being beaten by Satan into insanity. That is because they
say, “Trade is [just] like interest.” But Allah has permitted trade and has
forbidden interest. So whoever has received an admonition from his Lord and
desists may have what is past, and his affair rests with Allah. But whoever
returns to [dealing in interest or usury] - those are the companions of the Fire;
they will abide eternally therein.”
Volume 10 2014
RESEARCH METHODOLOGY
i. Measurement of success
Paige (1999) found that there are also other methods of evaluating
success that differs from success in the stock market. Features such as
personal freedom and happiness are also a measure of success. Because
the respondents are all members of the Board from among the best
cooperative that has been substantially and decisively judged, then for the
purpose of this study, the measure of success used are the models by Paige
(1999). According to the model Paige (1999), the scale used are seven-
point Likert scale adapted from the questionnaire developed by Yurkiewicz
(1996), Sun (2003), Valdez (2009) and Zahiruddin (2011) with respect to
Critical Success Factors Malaysian Small and Medium Industries (SMIs)
in the Manufacturing Sector in Malaysia, which was adapted from the
“Entrepreneurs’ Perception of Success Inventory” (EPSI) by (Paige,
1999). The original items of this instrument was eight but 4 items have
been dropped by the specialist officers of the Cooperative Commission
of Malaysia, the Malaysian Co-operative College and the Angkatan
Kebangsaan Koperasi Malaysia (Angkasa), since they are incompatible
with the Malaysian Cooperative Societies Act 1993.
State Total
Kedah 1
Kuala Lumpur 17
Melaka 1
NS Nil
Pahang 1
State Total
Pulau Pinang 3
Perak 2
Kelantan 2
Sabah 1
Sarawak 1
Selangor 1
Terengganu 1
Johor 3
Total 35
Volume 10 2014
Table 4: Validity Evaluation by Five Specialist Officers on the Variables Tested
Evaluator Min
Average
Research Variables Specialist Specialist Specialist Specialist Specialist Min
1 2 3 4 5
Phenomenon of
4.5 4.75 4.75 4.5 4.75 4.65
Cooperative Success
Goal-Setting
4.25 4.25 4.75 4.5 4.25 4.4
Difficulty
Goal-Setting Clarity 4.6 4.8 4.6 4.6 5 4.72
Action-Oriented
4.75 4.75 4.5 4.25 4.5 4.55
Personality
Condition-Oriented
4.5 4.75 4.25 5 4.25 4.55
Personality
Planning Knowledge 4.5 4.5 3.875 4.625 4.25 4.35
Leadership
4.4 4.6 4.2 4.2 4.8 4.44
Knowledge
Management
4.7 4.5 4.3 4.7 4.6 4.56
Knowledge
Motivation 4.6 4.4 4.4 4.6 5 4.6
Islamic Products 4.75 4.5 4.0 5 4.5 4.55
Table 5 shows the five conditions above the factor analysis of the variables were observed
in this study (Hair et al, 1998), thus the Pearson correlation test will be conducted.
Volume 10 2014
Table 6: T-test Result for the Phenomenon of Credit Cooperatives Success Between
Credit Cooperatives and Businesses Other Than Credit Activity
External Standard
N Min t -Value Sig.
Capital Deviation
Table 8: Percent of the Total Profit Cooperative Business Contributed by Other Businesses
Volume 10 2014
Table 10: Model Summaryc
Std. Error
Adjusted Durbin-
Model R R Square of the
R Square Watson
Estimate
1 .500a .250 .246 .4263
2 .524b .275 .267 .4202 1.253
a. Predictors: (Constant), Mean Scores Clarity
b. Predictors: (Constant), Mean Scores Clarity, Mean Scores Goal Setting Difficulty
c. Dependent Variable: Mean Scores Measure Success
i. From the study, the research hypotheses (Ha1, Ha2, Ha3, Ha4 and Ha5) are
accepted and the results are described as follows:
a. There is a significant relationship between the clarity of goal setting and
the phenomenon of success of the credit cooperatives.
b. There is also a significant relationship between condition-oriented
personality and the phenomenon of success of the credit cooperatives.
c. There is a significant relationship between planning knowledge, leadership
and management and the phenomenon of success of the credit cooperatives.
d. There is a significant relationship between motivation and success and the
phenomenon of success of the credit cooperatives.
e. There is a significant relationship between Islamic financing and the
phenomenon of success of the credit cooperatives.
Since March 1993, many banks and financial institutions began to introduce
interest free banking scheme not only for Muslims but for all Malaysians as
a whole, as an alternative to conventional banking services involved in usury
(riba) (Muamalat 2012).
Volume 10 2014
considerable percentage of Malaysian population are non muslims, a growing
number of them are shifting to Islamic Banking, which provide opportunities
for Malaysians to opt for an alternative mode of banking system. For the
muslims, Interest Free Banking (SPTF) provides the escape route to avoid
being associated with riba (interest). This is in accordance to the Word of Allah
S.W.T.:
“Those who consume interest cannot stand [on the Day of Resurrection],
except as one stands who is being beaten by Satan into insanity. That is
because they say, “Trade is [just] like interest.” But Allah has permitted trade
and has forbidden interest.”
CONCLUSION
The finding showed that, Islamic personal loan have significant relationship
with the success of cooperative credit. Therefore, it is indeed important that
cooperativesactivities to be conducted in accordance with the precise requirement
of the Creator. The call inspires and motivates the cooperatives to conducts its
business accordingly and it is a part of fulfilling the fard’ kifaya. If more business is
conducted according to Islamic system, then it is an opportunity to gain more profit
that is permissible in Islam and that is considered submission to the will of God, as
the saying in Adz-Dzaariyaat chapters (51-56):
“I did not create the jinn and mankind except to worship God”
Subsequent studies can be carried out regarding factors that can contribute to the
success of cooperatives in many other activities including agriculture, housing,
manufacturing, consumer, construction, transport, tourism, etc as shown in Table
1. Hopefully, as our nation evolves into a more advanced and affluent society, the
cooperative movement is also envisaged to move in similar direction to enable it to
play its part in making significant contribution to the economic growth of Malaysia.
REFERENCES
Ahmad Zahiruddin.(2011). Faktor kejayaan Industri Kecil Dan Sederhana (IKS) dalam
sektor perkilangan di Malaysia. (Unpublished doctoral dissertation). Universiti
Pendidikan Sultan Idris, Perak, Malaysia.
Akta Perkhidmatan Kewangan Islam. (2013). Laws Of Malaysia Act 759.
Akta Koperasi 1993 (Akta 502) & Peraturan-Peraturan. (2011). Petaling Jaya: International
Law Book Services.
Al Ghazali. (n.d). Kitab Ihya Ulumuddin.
Bank Negara Malaysia. (2013). Retrieved from http://www.bnm.gov.my
Bank Rakyat. (2012). Retrieved from http://www.bankrakyat.com.my/
Birchall, J. (2003). Rediscovering the cooperative advantage. Poverty reduction through
self-help (Geneve, 2003).
Carnall, C. A. (1990). Managing change in organizations. London:Prentice Hall.
Chan, H.C. (2009). The co-operative advantage in ensuring comprehensive growth in
economy. Poster session presented at seminar on the co-operative advantage in the
global economic, Kuala Lumpur, Malaysia.
Chong, Y. (2009, March 16). Healthy growth: lower costs and sustained demand have
nourished the bottom lines of food and beverage companies. Malaysian Business,
p 28-32.
Hair, J. F., Anderson, R. E., Tatham, R. L., & Black, W. C. (1998). Multivariate Data
Analysis. New Jersey: Pearson Education International.
Hendrajogi. (1997). Koperasi : Azaz-azaz, teori dan praktek. Jakarta: Raja Grafindo Persada.
ICA.(1995). International Cooperative Alliance statement of the cooperative identity.
Retrieved from http://www.wisc.edu/uwcc/icic/issues/prin/21-cent/identity.html
Juliana Md. Yusof. (2012, Disember). Info, 2(2012). Retrieved from http://www.mkm.edu.
my/mkm-home-theme/images/mkm/pdf/
Kamisan.(2004). Faktor-faktor kewangan di Malaysia. (Unpublish doctoral dissertations).
Universiti Pendidikan Sultan Idris, Perak, Malaysia.
Khaldūn, I. (1980). al-Muqaddimah.
Malaysia Building Society Berhad. (2012). Retrieved from http://www.mbsb.com.my/
Meyer, J. P., & Allen, N. J. (1997). Commitment in the workplace: Theory, research, and
application. Sage.
Muamalat. (2012). Pena syariah Bank Muamalat, KDN. Malaysia: Author.
Shaw, L., & Bateman, M. (2005). Making a difference: Co-operative solutions to global
poverty. A. Bibby (Ed.). Co-operative college.
Volume 10 2014
Sadiki, E. M. (2009). Microfinance Institutional Sustainability And Outreach In Malaysia:
The Case Of Amanah Ikhtiar Malaysia (Research Report No.JF1338 UMP).
Paige, R. C. (1999). Craft retail entrepreneurs’ perceptions of success and factors effecting
success. (Doctoral dissertations). Retrieved from Proquest Digital Dissertations (UMI
9950110).
Sahandri M., Laily Paim., Sharifah Azizah., & Faizal M. (2013). Buku panduan pembinaan
instrumen anda dan kepenggunaan. Malaysia: Emeritus Publications.
Smith, S. & Ross, C. (2006). Organising out of poverty: How the syndicoop has worked in
East Africa, Manchester: Co-operative College.
Suruhanjaya Koperasi Malaysia. (2010). Economic report cooperative sector. Kuala
Lumpur: Author.
Ukhwah.(2012) Laporan Tahunan Koperasi Ukhwah Malaysia Berhad. Kuala Lumpur:
Author.
Veithzal, R., & Andria, R. (2010). Islamic Financial Management teori, konsep dan
aplikasi.1. Ghalia Indonesia.
Vicari, S., & De Muro, P. (2012). Assessing the co-operative’s impact on people’s well-being
and community development: The case study of Coppalj, a co-operative located in
Maranhão State, Brazil (Publication No. 0158). Department of Economics-University
Roma Tre.
World Bank.(2007). Finance for all. Washington, DC : Author
Zulkarnain Lubis. (2007). Keperluan kredit koperasi dan implikasinya kepada pengukuhan
ekonomi rakyat: Kajian Koperasi Unit Desa (KUD) dan Credit Union (CU)
di Kabupaten Karo, Sumatera Utara. (Unpublished doctoral dissertation). Universiti
Kebangsaan Malaysia, Bangi, Malaysia.
Volume 10 2014
CRITICAL SUCCESS FACTORS OF THE ISLAMIC PAWN
BROKING SERVICES IN MALAYSIA – VIEWS FROM
PROVIDERS
ABSTRACT
Islamic Pawn broking industry is still new in Malaysia in which many of the outlets
commenced operation actively since 2002. Up until now research pertaining to
Ar-Rahnu is limited. Previous study only concentrated on customers’ awareness and
satisfaction of providers of the industry. The main purpose of this paper is to study on
critical success factors of Ar-Rahnu, providers of micro-credit through Islamic pawn
broking practices. Altogether a total of 109 respondents, comprising representatives
of Ar-Rahnu outlets throughout Malaysia were selected for the study. The field works
were conducted in late 2010 and early 2011. There were 7 organisations involved in
the Ar-Rahnu business such as YaPEIM, Bank Rakyat, Agrobank, MAIDAM, PKB,
Ar-Rahnu Cooperatives and Franchise Ar-Rahnu Cooperatives. These organizations
were further divided into 3 clusters according to nature of their businesses. Data for the
study were obtained from survey and SPSS facilitated data analysis. The performance of
the Ar-Rahnu outlets under study is measured using variables implicit in the Ar-Rahnu
business, including general business operation, types of gold, pawning conditions and
charges, security, and internal as well as external control. In general the research found
the modus operandi of each and every outlet is more or less similar – having standard
operating procedures (SOP). Pawning process is also similar between clusters with
each charging safekeeping fee at rates ranging from RM0.50 to RM0.80 for every
RM100 of pawn value. A common issues of importance across Ar-Rahnu providers is
competency in gold testing because of the presence of imitation gold and gold jewellery.
Customer trust is a primary critical success factor (CSF) for all clusters, followed by
competitive safekeeping charges, competency of employees, good quality service and
strategic location. It was found that securing capital is not an issue for the larger
organisations, but it is for the smaller ones.
Keywords: Islamic Pawn Broking, Microcredit, Critical Success Factors (CSFs)
INTRODUCTION
Looking at the Ar-Rahnu scheme which receives tremendous support in the market
especially amongst micro, small and medium sized businesses, it is timely to look at
its critical success factors (henceforth CSFs) because they are crucial contribute to
organisational success. Against this background, this research has been conducted to
see the current practices of providers of Ar-Rahnu scheme from cooperatives, banks
and other organisations who see the prospects of such a scheme and at the same time
to propose to interested and capable cooperatives the good practices which can be
imitated and copied by other interested parties.
Hence, the main aim of this paper is to investigate CSFs of Ar-Rahnu providers based
on a thorough investigation of all main service providers throughout the country.
LITERATURE REVIEW
Critical Success Factors
CSFs refer to several elements that are necessaries for an organization or project to
achieve its goal. These factors or activities are required for ensuring the success of
an organization. The concept CSFs was first introduced by Rockart and the Sloan
School of Management in the USA in ther early 1980s. Rockart (1982) defined
CSFs as “those few key areas of activity in which favourable results are absolutely
necessary for a particular manager to reach his or her own goals”. In general
literature pertaining to CSFs in other countries as well as in Malaysia related to
construction of projects (Zhao, et al.2010, Toor, et al., 2008, Saqib et al.2008, Li, et
al.2005, Abdul Aziz, 2010).
Volume 10 2014
Until recently, a few studies look at critical success factors in service sectors.
For example Faisal & Rahman (2010) based on extensive reviewed of literature
have identified a total nine CSFs in service organisations: (a) top-management
commitment, (b) customer focus, (c) training and education, (d) continuous
improvement and innovation, (e) supplier quality management, (f) employee
involvement, (g) employee encouragement, (h) benchmarking, (i) quality information
and performance measurement. Sanda and Marko (2011) investigated CSFs for the
success of retailing in Croatia using 350 customers. Results of the study showed in
purchasing small quantities of fast moving consumer goods respondents preferred:
a) stores with acceptable trading hours, (b) polite and helpful store personnel and
(c) clean selling area. On the contrary, in purchasing large quantities of fast moving
consumer goods, services related to parking area were the most important. In a
recent study by Kim and Rhee (2012) on the impact of CSFs on the balance scorecard
performance in Korean green supply chain management enterprises. In their research
they decided CSFs in the non-finance performance and in the finance performance.
In the non-finance performance amongst CSFs identified were: (a) planning and
implementation, (b) collaboration with partners and integration of infrastructure,
and (c) mutual trust. CSFs related to the finance performance were: (a) a dominant
antecedent element to financial performance, and (b) planning and implementation.
In a further study conducted by Hsu (2013), in which involved 300 respondents of
10 catering franchises stores in Tainan and Kaohsiung in Taiwan showed (a) service
quality of franchise, (b) location of franchise, (c) marketing capability of franchisor,
(d) characteristics of product and services and (e) management experience of
franchisor as CSFs. Overall, the findings show that management as well as human
capabilities apart from physical factors are CLs for service industry
Notwithstanding with the growing number of studies that investigated the CSFs,
studies on CSFs in service sector in Malaysia are scarce. Hence this present study
fills the lacunae by investigating the CSFs of Ar-Rahnu – providers of Islamic Pawn
Broking.
Volume 10 2014
minimised (Skully, 1994). In case there is loss or damage during safekeeping, the
holder of the pawned article has to replace or make good of the damage. Based on
the principle of Ar-Rahn, the holder of pawned articles is entitled to keep these until
the debt is fully paid. If the debt is not settled, the holder of the pawned articles
has the right to proceed auctioning it to settle the debt. However, the balance after
deducting for the loan has to be returned to the borrower (Shamsiah and Safinar,
2008).
METHODOLOGY
The framework of this study (Figure 1) adapted for this study was structured based
on the literature reviews and related researches. The framework defines the measures
using several variables related to the operation, types of gold, pawn broking
conditions and charges, as well as internal control and security. These variables were
deemed to be indirectly contributing to Ar-Rahnu performance.
The survey questionnaire, the main source of primary data for this study, was
developed based on literature review and the face-to-face interviews of the pilot
survey. Data analyses when facilitated by using the Statistical Program for Social
Sciences (SPSS).
Based on the figures from 2007 and previous years, the number of Ar-Rahnu outlets
is 199 (Table 1). Those that were in operation from 2007 onwards were excluded
from the study because the performance of an Ar-Rahnu can only be known after
two or more years of operation. From these figures, a total of 110 outlets (55.3%)
were finally selected as the study sample. The sampling technique used in the study
takes into consideration size of the Ar-Rahnu population, geographical locations
(urban and rural) and their modus operandi. Based on these criteria, the sample of
110 Ar-Rahnu outlets was grouped into five clusters, namely, Cluster 1 to Cluster 5
(Table 2). Cluster 1 is made up of Ar-Rahnu outlets of Permodalan Kelantan Berhad
(PKB) and Muassasah Gadaian Islam Terenggau (MAIDAM), which are ‘state
based’ in operation, fewer in number, and have similar modus operandi. Cluster
2 consisted of 30 Ar-Rahnu branches of Koperasi YaPEIM with its own unique
modus operandi. Cluster 3 comprises branches of Bank Rakyat Ar-Rahnu (including
Bank Rakyat outlets) and branches of Agrobank Ar-Rahnu, with similar modus
operandi and which are numerous. Cluster 4 is made up of independent cooperatives
providing Ar-Rahnu service under its own models, while Cluster 5 comprises
Ar-Rahnu franchisees of Ar-Rahnu X’change Bank Rakyat, operating -in both urban
and rural areas.
Study Instrument
1. Face-to-face interview with senior management staff, board chairman,
secretaries and cooperative senior managers. This involved 30 Ar-Rahnu
outlets (Permodalan Kelantan Berhad, Agrobank, Bank Rakyat, Cooperative,
Yapiem and Muassasah Gadaian Islam Terengganu.
2. Survey questionnaire was developed to secure information and data pertinent
to the objective and mission of the study, as well as following literature review
of past studies on related topic. The study team had also conducted a pilot study
to get a feel of the current Ar-Rahnu’s state of business. The pilot study yielded
valuable information for the preparation of the final survey questionnaire.
3. Structure of Survey Questionnaire - The structure and content of the survey
questionnaire are presented in Table 3. It consists of seven sections (Section A
to Section G).
Data Collection
Data were obtained by way of face-to-face interview of respondents with the help
of a survey questionnaire. The face-to-face interview involving cooperative board
members and managers and supervisors of Ar-Rahnu companies enhanced the
accuracy of the data. Apart from this, visits to Ar-Rahnu premises enabled personal
observation to be made on the conduct of the business in terms of their dealings with
customers and administrative procedures. Table 4 shows target and actual sample size.
From five clusters, the Ar-Rahnu outlets were then condensed into three (3) clusters
(Table 5) based on the similarity of modus operandi, number of branches and financial
strength. The grouping of Ar Rahnu outlets of YaPEIM, Bank Rakyat and Agrobank
into the same cluster (Cluster 1) was on the basis that the three organisations were
large, had branches nation-wide and had access to large capital. Cluster 2 is made up
of local organisations with a smaller number of branches and equally smaller capital.
Cluster 3 consists of Ar-Rahnu providers made up of individual cooperatives. These
Ar-Rahnu outlets run on their own models and a few are franchisees.
Volume 10 2014
continues to become repeat customers. For the Cluster 2 outlets, these are revolving
capital, customer trust, system, insurance, security and wage rates. The rationale
for placing Insurance at the top of the list of CSF is because it is difficult to get
maximum coverage for the Ar-Rahnu business as the local insurance agents consider
the business very risky. The latter attribute the high risk to the large volume (and
monetary value) of the pawned items being kept within the Ar-Rahnu organisations
and the premium for its maximum coverage is beyond the financial means of the
outlets. In the case of Cluster 3 outlets, their CSF are staff competency, revolving
capital, customer trust, system and competitive wage rates, in that order (Table 6).
Each cluster associates itself with different CSF because of differing strengths. For
example, Cluster 2 and Cluster 3 put revolving capital on top, while Cluster 1 places
it at number seven, far down the list. This is because Cluster 2 and Cluster 3 Ar-
Rahnu providers are made up of small organisations with limited capital, whereas
Cluster 1 comprises larger organisations with equally large capital and at the same
time enjoying the financial backing of their parent companies.
It is evident that all outlets place a premium on customer trust ahead of competitive
wages/salaries, staff competency, system, insurance and security, in that order.
Staff competency is considered important to the success of Ar-Rahnu business
because of the need to test the authenticity of the gold items brought in for pawning
in order to determine its value accurately. If the staffs are competent, this would
minimise cheatings and enhance customer trust, not to mention its positive impact
on efficiency. For example, in Cluster 1, there are those among the staff who only
have SPM qualification, but they were sent for gold testing courses to acquire skills
in this important aspect of pawn broking field. In fact, each Ar-Rahnu organisation
had established its own training unit specialising in gold testing.
As far as this study is concerned, the critical success factors for the average
Ar-Rahnu business are customer trust, staff competency, rate of safekeeping fee,
system and revolving capital. There are five critical success factors (CSF) for the
Ar-Rahnu business. These are customer-trust, competitive safekeeping fee, staff
competency, system and business location, in that order.
The most important CSF from the perspective of the scheme operators is customer-
trust. With customer-trust, volume of business increases, hence the total collection
of safekeeping charges, the main revenue of Ar-Rahnu. With increased revenue,
there would likely be an increase in profit. The act of pawning one’s property is
highly personal, and a trustworthy Ar-Rahnu organisation will, according to the
experience and perception of the respondents, continue to attract customers. The
ability to charge a consistent and competitive safekeeping fee on the pawned items
is important in order to retain customers. This is especially so in an industry that is
already competitive, and where the supply of the service is homogenous.
Staff competency is important because they have to determine the purity of gold,
especially gold jewellery, and prevent cheatings. For this, the staff involved in the
Ar-Rahnu transaction need to be sent for training on a continuous basis because
cheating cases involving fake gold are becoming more sophisticated and complex
with the advent of technology. An efficient system of work enables staff to perform
their task effectively, speedily, and with consistency. The majority of the outlets
have SOP to guide their operation, and this SOP incorporates elements that are
syariah-compliant.
CONCLUSION
This study has provided an insight into CSFs of the Islamic pawn broking system,
Ar-Rahnu. Amongst others CSFs of the industry are: customer’s trust, competitive
rates of safe keeping fees, staff competency, organizational system as well as
business location. These factors are critical to customers expectation because they
would contribute to financial bottom line of the providers.
Volume 10 2014
REFERENCES
Abd. Ghafar. Ismail., & Nur Azura Sanusi .(2005). A framework for regulating pawnshops:
why do, what area and syariah view. Paper presented at the Malaysia Finance
Association (MFA)’s 7th Annual Conference, Kuala Terengganu.
Abdul Aziz, A.R.(2010). A housing private public partnership: perspective from the
government agencies. Paper presented at the 4th. NAPREC Conference, Kuala Lumpur.
Amin., Rosita Chong., Hazmi Dahlan., & Rostinah Supinah. (2007). An Ar-Rahnu Shop
acceptance model (ARSAM). Labuan e- Journal of Muamalat and Society, 82-94.
Bhatt, P., & Sinnakkannu, J. (2008). Ar-Rahnu (Islamic pawning broking) opportunities
and challenges in Malaysia. Paper presented at the 6th International Islamic Finance
Conference (pp. 255-268). Place of publication: publisher?
Conroy, J.D.(2002). Microfinance in Malaysia: time to rebuild. Banking with the poor
network. Retrieved from http://www.bwtp.org/publications/pub/AIM_paper.htm.
Faisal, T. & Zillur, R. (2010). Critical success factors of TQM in service organizations: a
proposed model. Services Marketing Quarterly, 31, 363-380.
Gibbons, D., & Meehan, J. W. (2002). Financing microfinance for poverty reduction. Draft
paper commissioned by the Microcredit Summit Campaign. Malaysia: CASHPOR
Financial and Technical Services.
Hsu, Jiun-Lan .(2013). Key Success factors in catering franchises. International Journal of
Organizational Innovation, 5(3), 72-80.
Kim, J., & Rhee, J. (2012). An empirical study on the impact of critical success factors
on the balanced scorecard performance in Korean green supply chain management
enterprises. International Journal of Production Research, 50(9), 2465-2483.
Kurniawan Saefullah.(2010). Cultural aspects on the Islamic microfinance: an early
observation on the case of Islamic Microfinance Institution in Bandung, Indonesia.
Paper presented at the second workshop on Islamic Finance: what Islamic finances
does (not) change, Indonesia.
Lanäs, L., & Nowak, M.( 2007). E-pawnshop: Investigating the possibility to incorporate
the usage of internet for pawnshop specific processes. Sweden: Lulea University of
Technology.
Li, B., Akintoye, A., Edwards, P. J., & Hardcastle, C. (2005). Critical success factors for
PPP/PFI projects in the UK construction industry. Construction management and
economics, 23(5), 459-471.
Mohammed Obaidullah .(2008). Role of microfinance in poverty alleviation lessons from
experiences in selected IDB member countries. Malaysia: Islamic Research and
Training Institute.
Mohamad Shukri Johari., Nur Azura Sanusi., Mohamed Ishak Hj Badarudin Rais. (2007).
The demand of pawn broking services: evidence from Malaysia. Paper presented at the
International Conference on Business and Information, Tokyo.
Mohamad, S., & Salleh, S. (2008). Upah simpan barang dalam skim Ar-Rahnu: satu penilaian
semula. Jurnal Fiqh, 5(3), 47-65.
Muhammad Yusri Yusuf @ Salleh., Paiz Hassan., Mohd Zahirwan Halim Zainal Abidin.,
Hamdi Rahman Mohd Yaccob., & Mohd Hasaidi Hassan.(2010). Sistem gadaian
di Malaysia: Analisis perbandingan.
Naim, A. M. (2004). Sistem Gadaian Islam. Islamiyyat, 26(2), 39-57.
Nawai, N., & Bashir, M. S. (2009). Poverty alleviation in economic globalization: the role
of microfinance projects in Malaysia’s experience. Retrieved from http://ddms.usim.
edu.my/handle/123456789/495/.
Sadik Hasan. (2002). Micro credit & Grameen Bank: A new approach towards Development.
Asian Affairs, 45-62. Retrieved from http://www.cdrb.org/journal/2002/4/3.pdf.
Salamon, H. (2009). Perkembangan pasaran modal Islam dalam pembangunan ekonomi
negara. Jurnal Teknologi (Sains Sosial), (50E), 1-10.
Salawati Haris.(2008, May). Sistem pajak gadai Islam Ar-Rahnu: pilihan atau kewajipan.
Fokus.
Sanda, R., & Marko G. (2011). Services as the crucial factor for the success of retailing in
Croatia. International Journal of Management Cases, 13(3), 400-415.
Saqib, M., Farooqui, R.U., & Lodi, S.H.(2011). Assessment of critical success factors
for construction projects in Pakistan. Retrieved from htpp://www.neduet.edu.pk/
ICCIDC-I/Conference%20Proceedings/Papers/041.pdf.
Selamah Maamor., & Abdul Ghafar Ismail. (2006). The micro- credit program: pawnshop
vs ar-rahn working paper in Islamic Economics and Finance. Paper presented at the
Seminar Kebangsaan Pengurusan Harta dalam Islam, Kolej Islam Pahang, Kuantan.
Sengupta, R., & Aubuchon, C. P. (2008). The microfinance revolution: An overview. Federal
Reserve Bank of St. Louis Review, 90 (January/February 2008).
Shamsiah Mohamad., & Safinar Salleh. (2008). Upah Simpan Barang dalam Skim
Ar-Rahnu: satu penilaian semula. Jurnal Fiqh,5.
Swider.,P, & North, M.(2010). Microcredit: a greenstar research brief. Retrieved from http://
www.greenstar.org/microcredit/microcredit-brief.pdf.
Toor, S. U. R., & Ogunlana, S. O. (2008). Critical COMs of success in large-scale
construction projects: evidence from Thailand construction industry. International
Journal of Project Management, 26(4), 420-430.
Zhao, Z., Zuo, J. Zilante, G., & Wang, X. (2010). Critical success factors for BOT electric
power projects in China. Thermal Power versus Wind Power. Renewable Energy, 35,
1283-1291.
Volume 10 2014
Business Structure of
Ar-Rahnu Service
Operation
PERFORMANCE OF AR -RAHNU
Type of Gold,
pawning PROVIDERS
conditions and (SIMILARITIES AND
charges DIFFERENCES )
Internal Control
and Security Profile
Total 199
Section Description
A Profil of Ar-Rahnu outlet
Operation
i. Capital and financing
ii. Daily operation
B
iii. Workforce
iv. Promotion
v. Database
C Types of gold, pawn contract condictions and charges to borrowers
D Internal control and security
E Revenue and expenditure
Other items
i. Customers’ trust
F ii. Competitive advantage
iii. Critical succes factors
iv. Important issues for future Ar-Rahnu
G Performance of Ar-Rahnu outlets in the last three years
Volume 10 2014
Table 4: Targeted and Actual Sample Size
Table 6: cont.
Volume 10 2014
PERFORMANCE AND CHALLENGES OF COOPERATIVES
IN HOUSING ACTIVITIES IN MALAYSIA
Najmah Nawawi
Cooperative College of Malaysia
ABSTRACT
INTRODUCTION
LITERATURE REVIEW
In several countries, housing cooperatives are important to the housing market. For
example, the housing cooperatives in Poland are handling more than 2.5 million
houses, almost 20 percent of the total number of houses built in the country. In
the Czech Republic and Sweden it is 17 percent, while in Sweden, it is 15 percent.
In the case of Canada and the United Kingdom, the involvement of housing
development cooperatives is relatively small, but it is important in controlling the
supply of houses and enhancing neighbourliness. On the average, 10 percent of the
population of Europe live in houses built by housing cooperatives. This shows that
housing cooperatives are highly beneficial to members and non-members in terms
of sustaining good living environment, social and economy (CECODHAS Housing
Europe and ICA Housing, 2012).
Most private developers make excessive profits by exploiting the high demand for
houses (Hamzah, et. al, 2011). However, housing cooperatives generally provide
houses at reasonable prices, lower than the prevailing market prices (MCSC’s
Volume 10 2014
website, 2013 & CECODHAS Housing Europe and ICA Housing, 2012). This is
because housing cooperatives are established to provide quality and affordable
houses to members, not to maximize profit and give high returns to shareholders.
Housing cooperatives also are not into speculative activities and long-term
investment programmes. As a result, the prices and rentals of cooperatives-built
houses are low. Therefore, housing cooperatives play an important role in keeping
market prices of houses stable and at affordable levels (CECODHAS Housing
Europe and ICA Housing, 2012).
Based on literature, the increase in population has pushed up demand for houses
to exceed supply. As a result, the cost of land and building materials has gone up
(Malek & Husin, 2012). Other studies have found various other problems related to
funding, skilled-manpower, technology and above all, the bureaucratic inclination
of agencies involved in the industry (Raja Mohd., 1986). According to Mohamad
(2007), Chairman of UDA Holdings Berhad, Bumiputera contractors must able to
face the challegers of carrying out a contruction project. Some of these challegers
like government bureaucracy, weak supply chain management, lack of financial
capability, raw materials supply chain controlled by non-Bumiputera, meet specific
ISO standards as well as the knowledge needed or technical know how. These
challenges are also faced by the cooperatives if they venture into housing construction
because most members of the cooperative owned by Bumiputera. The latter has
been identified to have dampened the interest of developers and cooperatives (State
Development of Pulau Pinang, 2006). Currently, there were only 134 cooperatives
(1.35%) registered as housing cooperatives out of the total 9,897 (for the year 2011)
cooperatives (MCSC’s website, 2013), implying a very low participation.
RESEARCH METHODOLOGY
The first objective of the study is to evaluate the current performance of cooperatives
involved in housing projects using several approaches: compare the financial ratios
DESIGNING SURVEY
DESIGNING DATA DESIGNING
QUESTIONNAIRE ANALYTICAL
COLLECTION TECHNIQUE TECHNIQUE INTERVIEW
FORMAT
DATA SOURCES
SELECTION OF SAMPLE Function & Activities
of Cooperatives
Koperasi
QUANTITATIVE QUALITATIVE
• Survey Questionnaire PRELIMINARY • Interviews
COLLECTION OF DATA • MCSC’s reports
• Annual Reports of ANALYSIS
Cooperatives on cooperative
performance
DATA ANALYSIS
ANALYSIS Figures, Tables, Graphs
Conclusion and
Recommendations
RESULTS
Volume 10 2014
of housing cooperatives with those of the whole cooperative movement (2009
and 2010); compare the performance of cooperatives of various functions (2011);
determine the average profit of housing cooperatives from 2007 to 2011; determine
the performance of housing cooperatives by state (2011); and determine the financial
performance of 10 housing cooperatives (2011).
Table 1 shows the various financial ratios of housing cooperatives and the whole
cooperative movement in 2009 and 2010. There had been an increase in the ratios
of debt-to-equity, net profit, return on equity (ROE) and tangible net asset, while
there had been a drop in current ratio, gross profit and return on asset (ROA) for the
housing cooperatives (MCSC, 2010). Compared with the cooperative movement as
a whole, the performance of housing cooperatives from 2009 to 2010 was generally
better, except for ROA, where it suffered a drop (MCSC, 2010).
Ratio
All Cooperatives
On the average, the highest average earning of the housing cooperatives was
recorded in 2008 (more than RM1.0 million). However, it dropped substantially
in 2010, before rising up again to reach almost RM500,000 in 2011 (Figure 2).
Nevertheless, profit was the same in 2010 and 2011 (RM216,000).
Volume 10 2014
Table 3 shows several salient statistics of housing cooperatives with respect to the
number, size of membership, total share capital, total asset, earning and profit/loss
by state. Federal Territory had the largest number of cooperatives at 25, the biggest
number of membership (103,550), the highest share capital (RM96 million) and
with asset amounting to almost RM275 million. On the other hand, the housing
cooperatives of Pulau Pinang recorded the highest total earning of RM33.6 million
with profit amounting to RM19 million. Most of the states recorded profit on their
operation totalling almost RM29 million in 2011. Four states registered negative
profit, with Negeri Sembilan reporting the largest loss of RM 161, 386.
Number
Number of Total Share Total
No. State of Total Asset Profit/Loss
Members Capital Earnings*
Coops
2012
Name of Number of
Cooperative Members
Earning (RM) Profit (%*) (RM)
2. Koperasi Perumahan
673 7,910,063 3,330,143 (42.1%)
Angkatan Tentera Berhad
7. Koperasi Pegawai-Pegawai
3,299 1,149,252 354,586 (30.9%)
Kerajaan Malaysia Berhad
8. Koperasi Perumahan
585 982,019 258,810 (26.4%)
Melayu Perak Berhad
9. Koperasi Perumahan
Lepasan Institusi Pengajian 337 953,363 57,111 (6.0%)
Tinggi Berhad
Volume 10 2014
RESULTS FROM SURVEY QUESTIONNAIRE
The housing cooperatives were able to give dividends. All the houses built found
buyers among members. Houses were completed on time as a result of close
monitoring by the respective committees. Moreover, non-members were willing to
pay higher for the cooperative-built houses because of their good locations such
as being near towns, accessibility to public amenities and the free-hold status.
In addition, buyers had a wide choice of properties to select from housing areas
developed by cooperatives: terrace houses, bungalows, semi-detached houses and
shop houses.
Most of the housing cooperatives built medium and high cost houses on free-hold
land and cooperatives’ own land. The majority of the buyers obtained housing loans
from financial institutions. It is noted that most of the housing cooperatives did not
link up with other cooperatives when venturing into housing development, but did
establish strategic linkages with the private sector during construction and obtained
consultation services from the latter.
It must be emphasized that these cooperatives did not apply for loans from the financial
institutions because of the high interest rates as well as the unfavourable terms
imposed by the latter such as high penalties for late payment, large initial repayment
and short repayment period. Moreover, these financial institutions invariably did not
approve the full amount applied. Consequently, most of the cooperatives depended
on government sponsored funds such as fund for the rehabilitation of abandoned
housing projects, low cost housing revolving fund, 1Malaysia housing fund and
1Malaysia people’s housing fund (PR1MA).
It is evident that the most daunting challenge is planning and implementing the
project (mean=3.16). This is followed by obtaining loans (mean=3.28) and
management and administration (mean=3.36). Meanwhile, meeting market demand
(mean=3.92), keeping up with government policies and procedures on housing
projects (mean=3.72) and selection of project sites (mean=3.56) do not pose a
challenge.
Capability of Cooperatives
Table 6 shows how confident respondents are with their cooperatives in carrying
out housing activities in respect of such elements as funding, knowledge and ability
of board members and availability of labour, among others. The perceptions of
respondents on these elements were gauged using various statements measured on
a 5-point scale: 1= Most Disagreeable; 2=Disagreeable; 3=Somewhat Agreeable;
4=Agreeable; 5=Most Agreeable.
Volume 10 2014
Table 6: Capability of Cooperatives in Implementing Housing Projects
On the average, the respondents were confident that their cooperatives were
capable of implementing housing projects (mean >3.5 and median=4.0). However,
they were rather apprehensive with issues such as availability of land, access to
loans, regulations on housing, availability of building materials and government
programmes and schemes (mean < 3.5 and median =3.0).
Volume 10 2014
Results from Interviews with Cooperatives Involved in Housing Activities
Several approaches were adopted in obtaining data for the study. Interviews were
made with representatives of cooperatives categorised as successful, less successful,
unsuccessful, those venturing into housing for the first time, and those cooperatives
that were appointed as contractors to rehabilitate abandoned housing projects. Data
derived from such interviews conducted face-to-face and through telephone are
important to supplement information obtained from the questionnaire survey. The
many challenges confronting cooperatives undertaking housing development are
presented in Table 9.
Factor Challenges
Funding 1. Banks charge high interest rates to cooperatives compared
to the private sector.
2. Members do not contribute enough capital to their
cooperatives.
3. It is difficult to obtain loans.
Leadership 1. Cooperatives projects are totally managed by consultants
and managers as board members do not have enough
knowledge and skills in housing activities.
Policies, regulations 1. Local authorities imposed unfavorable policies and are
and housing by-laws inefficient and bureaucratic.
2. There is no difference in government policies between
cooperatives and the private sector.
Involvement of New members are not keen to contribute new ideas to their
members cooperatives.
Technical 1. There is an increase in the cost of building materials.
constraints
2. There is no effective planning on funding, and that most
cooperatives do not take into consideration all factors,
including risk management.
3. It is difficult to obtain good and strategically located land
parcels at reasonable prices.
4. Currently, cooperatives largely depend on the government
for basic infrastructure.
5. Cooperation between cooperatives is lacking.
6. Cooperatives are unable to meet members’ demand for
houses with specific features.
In summary, among the challenges are the need to have access to expertise and advice
from consultants in managing housing projects; the presently low collaboration
among cooperatives; the lack of experience and skills; the increase in the price of
building materials (because of manipulation by the private sector); and restrictive
policies and complex approval process by government and local authorities,
respectively.
This study concludes that most of the cooperatives that were resgistered as housing
development cooperatives do not function as such because of a lack of fund, difficulty
in obtaining loans from financial institutions, and the unwillingness of the private
sector to go into joint venture with them. Moreover, the cooperatives do not own
enough land for housing projects and that they are more keen to subdivide whatever
land they have and sell the resulting lots to individual members who would then
build their own houses.
Volume 10 2014
CONCLUSION
REFERENCES
CECODHAS Housing Europe and ICA Housing.(2012). Profiles of a movement:
Co-operative housing around the world. Retrieved from http://www.housingeurope.
eu/www.housingeurope.eu/uploads/file_/housing%20coops_web.pdf.
Din, J., Jerni, S. M., Harun, H., & Saedin, S. S. (2011). Tahap kajian penglibatan anggota
dalam aktiviti ekonomi koperasi di Malaysia. Monograf Penyelidikan. Petaling Jaya:
Maktab Koperasi Malaysia.
Hamzah, N.,. Khoiry, M. A., Ali, M. A. M., Zaini, N. S., & Arshad, I. (2011). Faktor luaran
dan dalaman yang mempengaruhi harga rumah teres di Bandar Baru Bangi. Journal
Rekabentuk dan Binaan, 4, 1-8.
Kontraktor Cyber .(2011). Bina rumah anda. Retrieved from http://bina-rumah.com/.
Malek, N. M., & Husin, A. (2012). Pemilikan rumah dalam kalangan masyarakat bandar
berpendapatan sederhana dan rendah di Malaysia. Sosiohumanika, 5(2).
Malaysian Co-operative Societies Commission.(2010). Economic reports cooperative
sector 2010. Retrieved from http://www.skm.gov.my/documents/10157/cd34cfad-
9484-4d95-96b7-f20 91f21f2ff.
Malaysian Co-operative Societies Commission.(2013). Annual statistics of cooperative
movement. Retrieved from http://www.skm.gov.my/en/statistik.
Mohamed, N. J. (2007). Minda: kontraktor bumiputera perlu jadi trend setter.
Retrieved from http://www.hmetro.com.my/ myMetro/articles/Minda_
KontraktorBumiputeraerlujaditrendsetter//Article/article_print.
Ministry of Housing And Local Government. (2011). National housing policy. Retrieved
from http://www.kpkt.gov.my/lain_terbitan/ DRN_KPKT_(ENG).pdf.
Rahim, A., Abu Bakar, A. H., & Abdullah, A. M. (2005). The role of cooperatives in the
provision of housing in Malaysia. Penang:Universiti Sains Malaysia.
Raja Mohd, R. N. S. (1986). Pembangunan harta tanah di Malaysia dan faktor-faktor yang
mempengaruhinya. (Unpublished thesis). Institut Teknologi MARA, Shah Alam,
Selangor, Malaysia.
Suruhanjaya Koperasi Malaysia. (2010). Dasar Koperasi Negara 2011-2020. Malaysia
Co-operative Societies Commission. Retrieved from http://www.skm.gov.my/ en/
dasar-koperasi-negara-2011-2020-.
State Development of Pulau Pinang.(2006). Rancangan Struktur Negeri Pulau Pinang
2008-2025. Retrieved from http://www.scribd.com/doc/ 3538314/DRSNPP-20082025.
Tenth Malaysia Plan. (2011). Rancangan Malaysia Kesepuluh 2011-2015. Kuala Lumpur:
Author.
Wartawan Sinar Harian. (2013, October 11). Harga rumah: pemaju kaut untung besar. Sinar
Harian Online. Retrieved from http://www.sinarharian.com.my.
INTERVIEW
(Mohd Ariff Farizal Mat Ariffen, personal communication, April 4,2012).
Volume 10 2014
FISHERIES COOPERATIVES: A COMPARATIVE STUDY OF
SABAH FISHERY AND FISHERMEN COOPERATIVES AND
HOKKAIDO FEDERATION OF FISHERIES COOPERATIVES
Faridah Hj Hassan
Fatin Amanina Zaid
Fatin Nur Rosli
Ili Nabihah Ahmad
Wan Nurul Amirah Wan Abd Aziz
Ummi Kalthum Ab Mujib
Arshad Ayub Graduate Business School,
Universiti Teknologi MARA, Shah Alam
ABSTRACT
INTRODUCTION
Our country, Malaysia recorded a steady agriculture growth at an average annual rate
of 6%. This sustained growth performance comes from important structural shifts
in the economy, translating Malaysian economy in the competitive market. In 2012,
the agriculture sector grew moderately to 1.0 per cent. The positive growth came
from the development in other agriculture at 6.9 percent which is vegetables, fruits
and food crops. The steady performance of fishing at 1.8 per cent also contributed
to the growth of this sector.
However, the agriculture sector grew strongly by 6% in the first quarter of 2013
(Q4 2012: 5.6%), that was supported by further development in the palm oil,
fishing and other agriculture subsectors while fishing subsector increased by 6.9%
(Q4 2012: 5.8%) on account of higher marine and aquaculture produce.
In terms of employment level, the fisheries sub-sector provided the lowest job
opportunities in the agriculture sector. Refer chart 2.
Volume 10 2014
Next performance is percentage value of gross output agriculture sector by state in
2010. As we can refer in chart 3, Sabah recorded the highest gross output of total
agriculture gross output.
In urban areas, low wage workers, including civil servants, hardly get approval
from money lenders. Therefore, in 1922 the Co-operative Societies was enacted
to supervise cooperatives. Co-operative is defined in the Malaysia Co-operative
Societies Act 1993 (Act 502), as an organization formed and owned by a group of
individuals for the purpose of improving their participation in economic and social
activities of its members based on the co-operative principles.
thrift, self help and mutual assistance of the members. At present, currently there are
55 number of fishery cooperation in Malaysia and only one that is Koperasi Sungai
Udang falls under 100 successful co-operative in Malaysia. Co-operatives among
the poor fishermen are no longer a new development. Furthermore, fishermen
co-operatives growth is fairly slower compared to other agriculture sector. Therefore,
government wants more co-operatives to function in the fishing community and
help support the fishing industry. (Othman and Kari, 2008).
Sabah have the potential in fishery sector as marine fish landings and values by
state in 2011 recorded that Sabah received 176,945metric ton of fish landing with
the value of RM753million after Perak at 301,545metric ton and RM1.3b in Perak.
Out of licensed fishing vessels, 53,002 units of fishing vessels were licensed in
Malaysia and Sabah recording the highest number with 15,217 units of licensed
fishing vessels while Perak owned only 5,550 units. Moreover, the number of
licensed fishing gears by state, Sabah owned the highest units at 15,217 followed by
Perak at 5,020. Sabah seems to effectively use their resources of fishes and facilities
but did not fully utilize their co-operative fishery in Sabah to grab the opportunity in
making maximum profit from their natural resources. As recorded by Co-operative
Society Commission in 2012, no co-operative in Sabah fall under 100 successful
Co-operative in Malaysia. Therefore, this paper aims to highlight on the fishery
subsectors under co-operative in Sabah to drive its growth especially in Ko-Nelayan
Sabah. Further subtopic will be elaborate more on it.
Volume 10 2014
Ko-Nelayan plays an important role as an agency for socio-economy. The main role
of Ko-Nelayan is to develop the fishing communities. Ko-Nelayan is responsible
to improve the economic and social position of the fishing community in Sabah,
especially the poor. At the same time, the cooperative also try to grow the production
of the fishing industry by establishing the fishermen co-operative societies. In
enabling this, Ko-Nelayan is placed under the duty of the Ministry of Agriculture.
To be competitive in fishing industry, Ko-Nelayan has a strong vision:
• To innovate and transform this sector in Malaysia.
• Uplifting the socio-economic of fishermen through innovative programs.
• Providing the fishing industry with the modern infrastructure and
integrated fisheries activity.
• Improving the delivery system by producing skilled, knowledgeable and
professional fishermen.
The vision and mission of Ko-Nelayan can be achieved as this cooperative get full
support from the government. This cooperative received allocation from the state
government worth RM 2.8 million and at the same time it also received RM 5.77
million from the federal government (New Sabah Times, 2012).
Products:
The second product is Sabah Dried Anchovies & Dried Shrimp. The anchovies and
shrimp are sweet and have natural taste. This product is popular in South East Asian
cuisine such as Nasi Lemak. In addition, Sabah’s dried shrimp is processed from
freshly caught shrimps.
Another specialty product from Ko-Nelayan is Dried Sea Cucumber. This snack
is oblong shape and it produces black gelatinous. It is soft when cooked in soups
and it also taste delicious in steamboat. Sea cucumber has been used in traditional
Chinese medicine to treat many illnesses and high blood pressure. This product has
high demand from Chinese.
Lastly is Sabah Dried Salted Fish. It is a fresh fish that has been salt-cured and dried
to absorb all its moisture. This product commonly is used in many Chinese dishes
and stews for texturing taste. Other than that, Fish Crackers product is naturally rich
in flavors and made from real fish meat. It is crunchy and tasty. There is no artificial
coloring in this snack.
Services
• Konel Venture Sdn. Bhd has set up the convenience store in some places in
Sabah such as Wisma Pertanian, Kota Kinabalu. Several branches will be
opened soon in other areas in Sabah.
• Ko-Nelayan has provided mobile fish store to supply direct seafood products
reaching the local community. This store is available on every Tuesday to
Friday, 7am until noon. Currently it only available in several areas in Sabah
but Ko-Nelayan will add more stores in the future. The mobile fish store will
help the fishermen to generate more income. This is because when using this
mobile fish store approach, the sales had increase.
• Ko-Nelayan is a sole distributor of subsidized fuel for fishermen in the Sabah
since 2001. According to Salleh (2013), 70 percent of the corporation’s
income is derived from selling of subsidized fuel. Ko-Nelayan distributes
15 million liters of diesel via jetties across the state each month. However,
the cooperative does not have any control in the sale of subsidized diesel at
the jetties. Currently, Ko-Nelayan supplies subsidized fuel to 1600 eligible
e-Diesel Card holder’s state wide. An issue has occurred as Ko-Nelayan was
accused to abuse the diesel subsidy. However, Ko-Nelayan has denied it (NST,
2013)
Hokkaido has the longest shoreline in Japan, and one-fourth of the domestic seafood
catch is landed in the ocean around Hokkaido, which serves the important function
as the fishery resource supply base. Hokkaido Federation of Fisheries Cooperative
Associations was established in 1949. On the 1st April 2011, the Associations had
90 members and 330 staffs. The head office of the associations is located at Sapporo,
Japan. The area covered by each branch of the associations is in Central Hokkaido,
Sendai, Tokyo, Osaka and Fukuoka.
The Hokkaido Federation of Fisheries has used the cooperative model to maximize
its potential. This economic federation now comprises for about a quarter of Japan’s
Volume 10 2014
total fishing production, and has made inroads to market beyond Japan (Hitachi
Europe, 2008).
The capital of the associations is worth ¥5 billion which is RM1.6 billion. The
major activities of the associations include sales and marketing of fishery products,
sourcing fuels and materials for members to reduce their operating costs, advising
members on conservation and management of fishery resources and conducting
education activities for members in the associations.
Products
Hokkaido Gyoren the subsidiary of the organization sells scallops, dried sea kelp,
salmon, and other seafood products caught in the oceans around Hokkaido, Japan,
and in international waters in the effort to advance the fishing industry in Hokkaido.
The products from the associations firstly are dried sea kelp. It is usually used in
soup stock and as the foundation of all Japanese food. Dried sea kelp is a popular
ingredient for the soup stock but also popular to be used in all the Japanese dishes.
The scallops in Hokkaido have a large meat that is sweet and firm. These scallops
are distributed in a variety of forms such as raw, boiled, frozen, and dried. They
are popular around the world not only in Japanese cuisine but also Chinese and
Western cuisine. The scallop will be processed in luxury marine products which are
historically traded from China.
In Japan, Salmon return to the rivers in autumn. All the beaches of Hokkaido are
popular with salmon fishing activities. Historically, the meat and eggs of this salmon
have been processed into a variety of food products. Recently large quantities are
being frozen and exported overseas.
In addition, Gyoren Hokko also offers seafood products and processed food such
as snacks from Hokkaido. The process products from the associations will be
commercialized for consumers nationwide through supermarkets, co-op stores,
department stores, and restaurants.
Services
• To help the members, the associations have continuously conduct nationwide
personal relation and sales promotion activities. The promotions involve
promoting the marine products on television, in newspapers, through website
and also through local events. The associations will invest more in this to
make sure the members are productive.
• The company came up with an effective idea which is to deliver marine
products of Hokkaido all over Japan. It can be made through internet mail
order. The Internet mail order such as “net direct marketing Ren Gyo” was
launched by the company. Problems will not occur as it provides a stable
supply of Hokkaido’s marine products fro nine branch offices in Hokkaido.
The sales offices are in Tokyo, Osaka, Fukuoka and Sendai covering all the big
cities in Japan.
• One of the way to popularize the seafood products from Hokkaido, the
associations had open the cooking class. The cooking classes is opened for all
people around Hokkaido an outside Hokkaido. Through this it can be used to
promote the freshness of the seafood from Hokkaido. The people involved in
the class will taste the food and tell others about the quality of seafood from
Hokkaido.
INTERNATIONALIZATION
KO-NELAYAN
This part explain what are the events or programmes that Ko-Nelayan have
participated in order to make their agency competitive in the international market.
They are as follows:
i) Kelantan firm team up with Ko-Nelayan for venture
Triple Millenium Sdn Bhd is a Kelantan-based company, signed agreement
with the Sabah Fisheries and Fishermen’s Development Cooperative (Ko-
Nelayan) on 24 September 2013 (Borneoinside, 2013). According to the CEO,
this company has 12 years experiences in deep sea fishing and expressed
confidence that the company would do well in Sabah waters. By signing
this agreement, Triple Millenium Sdn Bhd hopes to share their expertise by
helping and guiding fisherman in Sabah to tap on the potentials in the fisheries
industry.
Basically, Sabah has a lot of potential when it comes to deep sea fishing.
According to statistics, in 2007, the quantity of fish landed in Sabah is
184.2 metrics tonne, of which 62.56 metrics tonne was exported. Realising
the potential in tapping the fisheries industry in Sabah, they signed the
agreement to work closely and this collaboration will create synergy between
a private company and government agency. They also hope that through the
collaboration, they would be able to secure good market to export the fishes
abroad.
Volume 10 2014
ii) Ko-Nelayan participates in International Seminar on Marine Science and
Aquaculture
This seminar is jointly organized by Borneo Marine Research Institute
(BMRI), Kinki University of Japan, World Wildlife Fund (WWF), Sabah
Parks, Department of Fisheries Sabah, National Oceanography Directorate
Malaysia, Jabatan Taman Laut Malaysia and Ko-Nelayan Sabah. This seminar
was held on 19-21 March 2013.
The seminar has gathered over 100 scientist participations from various
universities and institutions within Malaysia as well as from Japan, Korea,
Iran, Canada, Australia, Netherland, Taiwan, Hong Kong and the Philippines
to share and discuss their latest research findings on marine aquatic resources
and aquaculture (Universiti Malaysia Sabah, 2013).
This part will explain on what are the events or programmes that Hokkaido
Federation of Fisheries Cooperative Associations participated in order to make their
agency competitive in the international market. They are as follows:
i) Japanese scallop fishery gains sustainability certification.
The Hokkaido Federation of Fisheries Cooperative Association’s scallop
fishery achieved certification to the Marine Stewardship Council’s (MSC)
global standard for sustainable and well-managed fisheries on 13 March
2013 (Hospitality magazine, 2013). Basically, Hokaido is the world’s
largest scallop harvest. The scallop has not only been marketed in the
domestic market but it has been exported to Southeast Asia, as well as to
Europe and the US where demand for MSC-labelled seafood is high.
Their scallops have become internationally-known as one third of the
whole catch in Hokaido export. This was the context for their ambition of
achieving the internationally recognized MSC accreditation for sustainable
fishing.
ii) International Forum on Food and Environment 2013
This international forum was organized by Japan International
Cooperation Agency (JICA) on 25 and 26 September 2013 in Tokaichi to
serve two purposes. They were to promote the standard of food produced
in Hokkaido/Tokachi as the global standard for exporting ingredients
and products to Eastern Asia markets, and to provide opportunities for
Hokkaido/Tokachi to contribute as Japan’s breadbasket. The invited
countries are Indonesia, Malaysia, Philippines, Thailand and Vietnam to
discuss on their strategies for accelerating overseas exports of agricultural
products (Japan International Cooperation Agency, 2013).
ACHIEVEMENTS
KO-NELAYAN
Under the Rolling Plan 2 of 10th Malaysia Plan, the State Government has
provided Ko-Nelayan an allocation totalling to RM30 million for implementation
of development projects. Of that allocation, 95 percent have been spent; which has
been translated to the 85 percent of the cooperative’s physical development. These
allocations have been funnelled through Fishermen Assistance Scheme, Small
Fishery Industrial Loan and Aquaculture Entrepreneur Assistance Scheme. Under
the 9th Malaysia and 10th Malaysia Plan, the cooperative have targeted 3,717 groups
to be assisted. The Federal Government has provided a total of RM 10 million under
the 10th Malaysia Plan which was channelled through the Phase Two of the 1Azam
Volume 10 2014
Programme. Since RMK-9 up to now, a total of 3,455 fishermen had gotten help
from the Co-fishing at a cost of RM30.6 million.
Ko-Nelayan has also provided loans to 1,820 fishermen in the state from 2006 to
2009 as an effort to increase their income. Fisheries and Fishermen Development
Cooperative (Co-Fisherman) continued to increase earnings through several
commercial projects. Among the commercial projects that contributed to the
earnings and profits are Lahad Datu Fisheries Complex and Aquatics Eco-Tourism
Project Weston while Tambisan Fishermen Complex and Kota Marudu earn profits
from the rental premises.
The Hokkaido Federation of Fisheries has used the cooperative model to maximum
potential. This economic federation of 90 members now accounts for about a quarter
of Japan’s total fishing production, and has made inroads to markets beyond Japan.
The Hokkaido Federation of Fisheries Cooperative Association’s scallop fishery
today achieved certification to the Marine Stewardship Council’s (MSC) global
standard for sustainable and well-managed fisheries MSC certification rewards the
Hokkaido scallop fishery for its leadership and commitment to sustainable fishing.
There is high demand in global markets for MSC certified scallops, especially in
northern Europe and in France, one of the largest scallop markets in the world. With
experts, the MSC has developed standards for sustainable fishing and seafood
traceability.
Today their annual harvest remains stable at 400,000 metric tons. The fishery
decided to enter assessment in April 2010 in order to demonstrate their commitment
CONCLUSION
Because of its potential, Sabah also has its own opportunities and threats from the
external environment. Other organizations have interest in this sector in Sabah and
this will help to develop and also provide some knowledge to them. For example,
Triple Millenium Sdn Bhd, a Kelantan-based company, signed an agreement to
work closely with Ko-Nelayan. This partnership will help both parties to have more
strength and stability especially in this industry. Moreover, because of the high-value
products, the demand for it especially for shrimp and fish in Sabah has increase from
the local and international markets. The Sabah Government’s also play a major role
towards this industry and they give their commitment in ensuring and managing the
development of the local fisheries and aquaculture. Apart from the opportunities
that can help this sector to grow, Sabah fisheries industry also face some threats.
This industry commonly seen as a traditional industry may have been perceived that
Volume 10 2014
this industry is low in cost. Because of that, the domestic market prices for fisheries
products are generally low. This affects the income of the fishermen because the
cost for vessel especially in maintenance cost is high. Other than that, because of
current environmental issue such as pollution, the marine resources are depleting
and this may affect the production of this sector.
RECOMMENDATION
The attractiveness of this industry in Sabah is a partnership agreement that has been
done. To learn from the partner. Sabah will be able to share the expertise and secure
a good market to export the fishes abroad. The partner too has experiences in this
industry and also has put themselves in the international markets. This opportunity
will help Sabah or Ko-Nelayan to learn from the partner in terms of new technology
and skills and can also help them to be competitive in the market.
Ko-Nelayan has the technology in seed rearing and the government is really
committed to help them. Ko-Nelayan can use these factors to encourage production,
regulating enforcement laws and to maintain and sustain fisheries resources through
research and development by collaborating with Hokkaido Federation of Fisheries.
When the government is ready to help, they can help in terms of financial aid. The
money provided by the government can be used to train the fishermen and provide
them with extra knowledge especially in technology and technical skills. This
will allow them to be able to manage the facilities that have been provided more
effectively to encourage more production.
The government can also help the fishermen by enforcing the laws in order to
protect the industry and also the fishermen. Sabah is situated near the neighboring
countries and may face the risk of getting hijacked and kidnapped by the pirates. So,
the law is important to set the limit for the countries. Furthermore, the support from
the government can help Ko-Nelayan to do the research and development in order
to maintain and sustain the fisheries resources. The government can help them by
providing consultation and experts.
Due to their traditional application towards this industry, the fishermen is lacking
in skills and knowledge specifically in deep sea fishing. Ko-Nelayan can conduct
courses especially designed to train such as fishermen for deep sea fishing work.
This cooperative can also implement a number of training programs designed to
train fish farmers in the latest aquaculture practices. This will help the farmers to be
more efficient and these practices may be effective for them. To avoid from being
affected by the current issue of depleting marine resources, Ko-Nelayan can use
their ability to expand the types of seed production of high-value species so that
local aqua culturists has more choices as to what to rear and grow.
This will help them to have less dependence towards the fishing activities as they
already rear them. Fishermen in Sabah are still using the wooden vessels in their
daily job. It is very dangerous towards them especially when they go for deep sea
fishing. It also high in cost because they need to go back and forth to make sure the
products is still fresh. They need to be provided the steel-hulled vessels with fish hold
capacities up to 600 cubic meters and installed with high-performance refrigeration
systems. This vessels is more cost effective as it is large in term of size that can
accommodate large quantity of products and also has the refrigeration system that
allow them to keep the fishes in low temperature to maintain the freshness and be
competitive alike Hokkaido Federation of Fisheries in the international arena.
REFERENCES
Economic Census-Fisheries.(2011). Department of statistics. Retrieved from http://www.
statistics.gov.my
Geraldine, A. (2012, November 28). Sabah coop denies diesel subsidy abuse. New Straits
Times. Retrieved from http://www.nst.com.my/nation/general/sabah-coop-denies
Danielle Bowling. (2013, May 14). Japanese scallop fishery gains sustainability certification.
Hospitality Magazine. Retrieved from http://www.hospitalitymagazine.com.au/food/
news/japanese-scallop-fishery-gains-sustainability-cert.
Japan International Cooperation Agency.(2013). International forum on food and environment
in Hokkaido. Retrieved from http://www.jica.go.jp/english/news/announcements/
2013/130918_01.html.
Japanese marine products target China’s consumer market. (2012). Chinadaily. Retrieved
from http://dalian.chinadaily.com.cn/2012-03/21/content_14888578.htm
Jessieanne Joannes.(2013, September 24). Kelantan firm teams up with Ko-Nelayan for
venture. The Borneo Insider. Retrieved from http://borneoinsider.com/2013/09/24/
kelantan-firm-teams-up-with-ko-nelayan-for-venture/.
Ministry of Entrepreneur and Co-operative Development. (2012). Cooperative development.
Retrieved from http://www.moa.gov.my/
Othman, A., & Kari, F. (2008, October). Enhancing co-operative movement to achieve
Malaysia’s development goals. Paper presented at the ICA Research Conference: The
role of co-operatives in sustaining development and fostering social responsibility,
Riva del Garda, Trento, Italy.
Othman, A., Kari, F., Jani, R., & Hamdan, R.(2008). Factors influencing cooperative
membership and share increment: an application of the logistic regression analysis in
the Malaysian cooperatives. World Review of Business Research, 2(5),24-35.
Universiti Malaysia Sabah.(2013). International seminar on Marine Science and Aquaculture
(ISOMSA) 2013. Retrieved from http://www.ums.edu.my/v5/index.php?option=com_
content&view=article&id=149&Itemid=953&lang=en.
Yusof, F. (2013, July 10). Mijul (Remix Banggi) was appointed chairman of the Co-fishing.
Borneo Insider. Retrieved from http://www.borneoinsider.com
Volume 10 2014
AMALAN PERANCANGAN STRATEGIK DALAM
KALANGAN KOPERASI DI MALAYSIA
Nurol’ain Mustapha
Fakulti Pengurusan Perniagaan
Universiti Teknologi MARA, Shah Alam
ABSTRAK
KATA KUNCI
Perancangan strategik, elemen amalan, tahap amalan, pengurusan strategik koperasi.
PENGENALAN
Sejak diasaskan pada tahun 1922, gerakan koperasi di Malaysia mencapai kemajuan
meyakinkan terutamanya dalam aspek perkhidmatan diberikan, anggota sedia ada
dan peluang perniagaan yang luas. Ia menjadi satu model perusahaan menjana
ekonomi yang memberi kepentingan kepada anggotanya, memandang tinggi
akan nilai-nilai demokratik serta rasa hormat kepada komuniti setempat. Namun,
sumbangan gerakan koperasi di Malaysia terhadap Keluaran Dalam Negara Kasar
(KDNK) masih kecil iaitu hanya 1.4% (Nurizah, et al., 2010). Sungguhpun begitu,
kerajaan masih menaruh kepercayaan kepada gerakan koperasi di negara ini sebagai
sektor ketiga (Ramlan, et al., 2008) untuk menjadi pemangkin dalam menjana
pertumbuhan ekonomi Malaysia.
SOROTAN KAJIAN
Volume 10 2014
tersebutlah yang menentukan tahap ekonomi dan modal insan yang diperlukan oleh
organisasi berkenaan. Strategi dianggap sebagai proses perancangan yang tersusun,
diinspirasikan oleh pengurusan atasan, berdasarkan analisis industri yang terperinci
dan menyasarkan pembentukan strategi utama yang bersepadu untuk organisasi
(Volberda, 2004). Secara ringkas, Porter (dalam Abdul Aziz, 2009) menyimpulkan
bahawa strategi ialah suatu formula untuk sesuatu perniagaan bersaing. Intisari
strategi terletak pada aktiviti yang dilakukan – memilih untuk melaksanakan aktiviti
dengan cara yang berbeza daripada cara yang dilaksanakan oleh pesaing, atau
melaksanakan aktiviti yang berbeza daripada aktiviti yang dilakukan oleh pesaing.
Dan, strategi yang bermakna dilaksanakan secara terampil, dengan sasaran dan hala
tuju yang jelas.
Alashloo, et. al, (2005) pula menerangkan terdapatnya tiga tahap utama dalam
proses pengurusan strategik iaitu pembentukan, pelaksanaan dan penilaian strategi.
Manakala, Coulter (2005) menyatakan bahawa analisis situasi merupakan langkah
pertama dalam proses pengurusan strategik sebelum pembentukan strategi. Miller
(1998), Fralin (2008) dan Lindblad (2008) mencadangkan unsur-unsur asas bagi
pengurusan strategik bermula dengan pembentukan wawasan bagi penyataan misi,
matlamat atau objektif jangka panjang dan pendek sebelum langkah pelan tindakan
perancangan strategik dimulakan. Sebelum ketiga-tiga aktiviti berkenaan dijalankan,
proses perancangan strategik boleh juga bermula dengan semakan terhadap misi
yang merangkumi identiti, lokasi, pelanggan dan program serta perkhidmatan
yang diberikan. DeSilets dan Dickerson (2008) pula menambah komponen dalam
elemen penganalisisan misi ini iaitu keunikan atau perbezaan organisasi berkenaan.
Manakala visi pula yang menjelaskan impak pencapaian misi adalah suatu pilihan
yang ideal bagi organisasi. Bagi memastikan perancangan strategik dilaksanakan
dalam tempoh masa tertentu, matlamat dan objektif perlu dibangunkan bagi tujuan
pencapaian yang memberangsangkan dalam tempoh berkenaan. Manakala Namken
dan Rapp (1997) menekankan tentang lima fasa berbeza tetapi bergantungan antara
satu sama lain dalam panduan perancangan strategik untuk koperasi seperti yang
ditunjukkan dalam Rajah 1.
Fasa 1 Fasa 2 Fasa 3 Fasa 4 Fasa 5
Persetujuan Mengumpul Fakta Menilai Mendefinisikan Tamat
Pelan
➞
Bersetuju untuk Faktor Dalaman SWOT Matlamat Menilai
Merancang Keputusan
➞
➞
Menurut Namken dan Rapp (1997) lagi, apabila visi telah dibangunkan,
disemak atau diperjelaskan, proses seterusnya adalah mengenal pasti kekuatan
atau kebolehan dan kelemahan sumber-sumber dalaman koperasi. Kekuatan
umpamanya, boleh berasaskan kepada nilai, pengetahuan, dan maklum balas
tenaga kerja terhadap keperluan serta daripada pandangan pelanggan (Teare, et
al., 1998). Manakala kelemahan organisasi pula boleh dilihat contohnya daripada
faktor organisasi yang tidak mampu memenuhi permintaan pelanggan kerana
gagal mengambil kira pandangan pelanggan. Untuk itu, organisasi harus jujur dan
mengakui akan kelemahan yang mereka ada (DeSilets dan Dickerson, 2008). Dalam
proses perancangan strategik, analisis persekitaran penting apabila elemen seperti
kekuatan dan kelemahan itu tadi digabungkan bersama elemen yang dikenal pasti
mempunyai kaitan dengan peluang dan ancaman organisasi. Ia dinamakan sebagai
analisis “SWOT”, yang kemudiannya boleh distrukturkan dengan meletakkan
analisis berkenaan sebagai kaedah yang dipanggil matriks “TOWS” (DeSilets dan
Dickerson, 2008).
Teare, et al., (1998) dan Johnson, et. al, (2008) mengaitkan penganalisisan faktor
luaran dengan pengaruh audit persekitaran, analisis struktur persekitaran persaingan
dan mengenal pasti kedudukan persaingan organisasi. Penganalisisan faktor luaran
dibahagikan kepada empat (4): analisis pelanggan, analisis pesaing, analisis industri
dan analisis “PEST” (politik, ekonomi, sosial dan teknologi) (Teare, et al., 1998).
Dalam menganalisis pesaing, perbandingan dengan pesaing terdekat adalah sangat
relevan, contohnya melihat aspek program yang ditawarkan kepada pelanggan,
sasaran pelanggan itu sendiri, selain kekuatan dan kelemahan sumber yang ada pada
Volume 10 2014
pesaing berkenaan. Persoalan seperti siapakah pesaing kita, apakah yang mereka
lakukan yang bagus berbanding organisasi kita, apakah yang kita lakukan bagus
dari mereka, perlu dijawab. Adakah ianya berkenaan kualiti, harga, keselesaan
atau kandungan program untuk pelanggan yang membezakan organisasi berkenaan
dengan pesaingnya (DeSilets dan Dickerson, 2008). Namken dan Rapp (1997)
menekankan supaya koperasi memerhatikan sama ada faktor luaran ini mengekang
keberkesanan aktiviti atau membantu perkembangan perniagaan koperasi.
Sungguhpun SWOT adalah teknik yang paling berguna dan penting dalam
perancangan strategik, pemeriksaan faktor dalaman dan luaran bersistematik dan
terperinci ini adalah hanya sebahagian daripada asas kepada analisis situasi semasa
(Coulter, 2005). Senarai faktor yang terhasil daripadanya perlu disusun mengikut
kepentingan atau diberi nilai pemberat supaya penggunaannya akan lebih berkesan.
Dalam erti kata lain, analisis SWOT perlu diguna pakai dalam analisis strategik
berikutnya bagi tujuan pembentukan strategi dan pelan tindakan. Terdapat teknik
lain yang membolehkan penggubal strategi membuat analisis dengan mendalam dan
komprehensif seperti analisis rantaian nilai, analisis jurang (gap), analisis kewangan,
penanda aras, analisis industri Porter’s Five Forces Model, matriks BCG Growth-
share dan model 7S McKinsey (Thompson, 1997; Stonehouse dan Pemberton, 2002).
Satu kaedah terkini yang diguna pakai oleh kebanyakan organisasi adalah Balanced
Scorecard (BSC), di mana sebanyak 60% daripada Fortune 1000 companies sedang
mengimplementasikan BSC. (Rozhan, 2008).
Di negara maju, perancangan strategik telah diguna pakai dalam sektor koperasi.
Miles, et al. (1997) dan Wardsworth (1992); (2001) menyatakan bahawa matlamat
koperasi pertanian di Amerika Syarikat menggunakan perancangan strategik adalah
sebagai kelebihan untuk bersaing. Aspek pemasaran banyak digunakan dalam
perancangan strategik bagi membentuk kelebihan bersaing. Justeru itulah, koperasi
pemasaran pertanian di Amerika Syarikat didapati lebih banyak mengamalkan
perancangan strategik berbanding dengan koperasi pertanian lain. Malah koperasi
yang ada mengamalkan perancangan strategik juga mengguna pakai teknik-teknik
seperti analisis persekitaran, kompetensi teras dan analisis SWOT (Miles, et al.
1997). Kajian kes oleh Kenkel (2011) ke atas Koperasi Pengeluar Kilang Minyak
di Oklahoma, Amerika Syarikat pula memberikan contoh yang unik bagaimana
penggubalan strategi dan keputusan strategik serta pelaksanaannya dipengaruhi
oleh struktur unik koperasi. Nilai-nilai koperasi juga disepadukan ke dalam proses
perancangan. Manakala kajian kes oleh Karki (2005) mendedahkan perbezaan
penekanan fokus perancangan strategik bagi koperasi tenusu di negara membangun
dan negara maju. Koperasi tenusu di negara membangun memberi penekanan
kepada pengurangan kos dan peningkatan kualiti produk. Koperasi tenusu di negara
maju pula memberi penekanan kepada peningkatan pengeluaran produk tenusu
melalui penggabungan pembekalan dan pengembangan pasaran global.
Kajian oleh Universiti Wisconsin terhadap 200 pengerusi dan pengurus besar koperasi
pertanian di Minnesota dan Wisconsin pula mendapati, 50% daripada responden
berkenaan mengakui bahawa lebih banyak masa perlu disumbangkan oleh mereka
terhadap perancangan strategik di koperasi. Malah mereka percaya latihan sebagai
cara yang paling baik untuk meningkatkan keberkesanan perancangan strategik.
Justeru itu, perancangan strategik menjadi tajuk yang paling ditekankan dalam
latihan kepada Anggota Lembaga. Hampir 20% daripada responden membangunkan
pelan strategik yang baru setiap tahun, sementara hampir 50% mengemas kini
perancangan mereka setiap tahun. Yang lainnya menyatakan sama ada melaksanakan
perancangan utama setiap 3 tahun (15%), dan setiap 5 tahun (5%). Sumber maklumat
dalaman adalah yang paling penting bagi membangunkan perancangan strategik
dan responden menyatakan penggunaan kepakaran luar adalah kurang berkesan.
Namken dan Rapp (1997) juga tidak menggalakkan koperasi menggunakan khidmat
luar kerana yakin Anggota Lembaga lebih mengetahui bagaimana koperasi mereka
dapat memberikan perkhidmatan yang dapat memenuhi keperluan anggotanya.
Anggota Lembaga bertanggungjawab mempelopori dan mengekalkan perspektif
jangka panjang koperasi. Merekalah yang memutuskan kepentingan nilai dan
kepercayaan berkoperasi dalam membangunkan misi dan menghidupkannya dalam
amalan perniagaan koperasi juga. Cubaan untuk menyemak dan menyesuaikan
perancangan strategik perniagaan lain untuk diadaptasi oleh koperasi juga tidak
disarankan. Perancangan strategik adalah suatu proses yang mengambil masa, oleh
itu Anggota Lembaga boleh membangunkan beberapa idea yang mudah difahami,
Volume 10 2014
diikuti dan praktikal untuk dilaksanakan di permulaan perancangan strategik
koperasi mereka.
OBJEKTIF KAJIAN
METODOLOGI
(3) tahun dan koperasi sekolah yang tidak menyumbang kepada Kumpulan Wang
Amanah Pendidikan dan Pembangunan Koperasi. Bank Rakyat juga dikecualikan
dalam kajian ini kerana saiz dan sumbangannya adalah terlalu besar berbanding
koperasi yang lain. Pemilihan sampel menggunakan kaedah pensampelan rawak
bersistematik merentasi kluster, zon dan fungsi. Kaedah ini dirasakan wajar demi
memastikan jumlah respons melebihi keperluan saiz sampel yang perlu untuk
memenuhi hukum generalisasi. Oleh itu, dengan populasi 1,987 koperasi, penyelidik
hendaklah mendapat sekurang-kurangnya sebanyak 322 koperasi (Sekaran, 2006).
Di akhir kajian lapangan, jumlah respons yang diterima adalah 328 koperasi atau
58% daripada saiz sampel yang dikehendaki. Analisis perihalan dijalankan ke atas
data kuantitatif yang diperoleh dengan menggunakan taburan kekerapan, mod,
min, sisihan piawaian dan ujian kelencongan. Ujian lanjutan seperti korelasi, dan
ANOVA yang bersesuaian dengan data berskala Likert juga dilakukan ke atas data
yang dikumpulkan bagi memenuhi objektif kajian.
DAPATAN KAJIAN
Volume 10 2014
Jadual 1: samb.
Perindustrian 7 2.1
Perbankan 2 0.6
Tempoh Kurang 10 Tahun 38 11.6
Operasi
11 hingga 20 Tahun 47 14.3
21 hingga 30 Tahun 83 25.3
31 hingga 40 Tahun 57 17.4
41 hingga 50 Tahun 40 12.2
Melebihi 51 Tahun 49 14.9
Pekerja Kurang 10 orang 221 67.4
Melebihi 10 orang hingga 20 orang 36 11.0
Melebihi 20 orang hingga 40 orang 32 9.8
Melebihi 40 orang hingga 50 orang 15 4.6
Melebihi 50 orang 24 7.3
Jadual 2: samb.
Hubungan antara tujuh elemen amalan dikaji menggunakan korelasi pekali Pearson.
Cohen (1988) mencadangkan garis panduan berikut bagi kajian dalam bidang sains
sosial.
Justeru itu, Jadual 4 menunjukkan hubungan antara lima elemen amalan perancangan
strategik (struktur, pelaksanaan, matlamat, aktiviti dan teknik) adalah signifikan,
positif dan dengan skor r daripada sederhana ke besar. Hubungan antara kepentingan
dan penambahbaikan dengan dimensi proses perancangan strategik berkenaan juga
adalah bersifat signifikan, positif dan dengan skor r besar (Jadual 5).
Volume 10 2014
Jadual 4: Korelasi Elemen Proses Perancangan Strategik yang Diamalkan Koperasi
Sum of Mean
Squares Df Square F Sig.
Pendapatan Between Groups 15.761 3 5.254 7.671 .000
Within Groups 210.957 308 .685
Sum of Mean
Squares Df Square F Sig.
Keuntungan Between Groups 16.648 9 1.850 2.652 .006
Within Groups 213.438 306 .698
Sum of Mean
Squares Df Square F Sig.
Kumpulan Between Groups 17.146 4 4.286 6.266 .000
Wang
Anggota
Within Groups 210.701 308 .684
Aset Between Groups 17.311 4 4.328 6.378 .000
Within Groups 209.657 309 .679
Lokasi Between Groups 7.787 5 1.557 2.232 .051
Within Groups 208.626 299 .698
Operasi Between Groups 7.787 5 1.557 2.232 .051
Within Groups 208.626 299 .698
Fungsi Between Groups 4.686 8 .586 .800 .603
Within Groups 225.402 308 .732
Pekerja Between Groups 9.278 4 2.320 3.277 .012
Within Groups 220.810 312 .708
Zon Between Groups 7.268 4 1.817 2.544 .040
Within Groups 222.820 312 .714
PERBINCANGAN
Majoriti koperasi yang terlibat dalam kajian ini adalah dari bandar, zon Timur,
menjalankan perniagaan kredit, beroperasi antara 21 ke 30 tahun dan mempunyai
pekerja kurang daripada 10 orang. Manakala daripada sudut kewangan, kebanyakan
koperasi yang dikaji adalah koperasi berkluster sederhana yang mempunyai
pendapatan antara RM1juta ke RM5 juta, majoriti mempunyai aset dan kumpulan
wang anggota kurang dari RM500 ribu dan keuntungan antara RM100 ribu hingga
RM500 ribu.
Volume 10 2014
Perihalan amalan perancangan strategik
Antara aktiviti utama yang menjadi amalan koperasi adalah seperti memilih strategi
yang sesuai dengan sumber yang mereka ada, memantau strategi yang dipilih dan
mengenal pasti matlamat jangka panjang. Aktiviti berkenaan adalah selari dengan
sebahagian proses perancangan strategik untuk koperasi yang ditekankan oleh
Namken dan Rapp (1997). Penyelidik juga berminat untuk mengetahui sejauh
manakah koperasi mengamalkan perancangan strategik mengikut kaedah atau
teknik yang disarankan oleh beberapa model perancangan strategik. Dapatan
kajian menunjukkan koperasi sering menggunakan analisis persaingan, diikuti
analisis budaya dan KPI. Namun, kaedah yang diguna pakai oleh koperasi adalah
agak terhad sama seperti kaedah yang diguna pakai dalam perancangan strategik
SME (Stonehouse dan Pemberton, 2002). Ia juga agak berbeza dengan koperasi
pertanian di Amerika Syarikat yang mengguna pakai teknik-teknik seperti analisis
persekitaran, kompetensi teras dan analisis SWOT (Miles, et al. 1997). Walau
bagaimanapun, secara amnya dapat disimpulkan bahawa kebanyakan koperasi
melaksanakan aktiviti dan menggunakan teknik seperti yang disarankan dalam
beberapa model perancangan strategik.
Kajian ini juga menunjukkan bahawa koperasi di Malaysia menerima pakai dan
menyedari kepentingan perancangan strategik sebagai satu kaedah pengurusan
moden. Perancangan strategik dianggap penting bagi koperasi mencapai keuntungan
tinggi, agar sentiasa bersedia menghadapi cabaran dan membantu membuat
keputusan yang wajar. Koperasi di Malaysia mampu mengenal pasti kelemahan
yang sedang dihadapi. Koperasi ada menambah baik beberapa perkara demi
merangsang amalan perancangan strategik sebaik mungkin. Koperasi mengakui
dan memperbaiki kelemahan yang sedia ada. Hasil penemuan menunjukkan
penambahbaikan diamalkan apabila perancangan strategik benar-benar mendapat
sokongan ALK, diikuti dengan perlunya menguar-uarkan perancangan pada
peringkat bawahan. Maka ALK akan memastikan penambahbaikan sentiasa ada
agar perancangan strategik tidak lari daripada memenuhi keperluan anggotanya.
Penambahbaikan yang dinyatakan sepatutnya bukan merupakan masalah kerana
ia merupakan sebahagian daripada Prinsip Tadbir Urus Koperasi yang dikeluarkan
oleh Jabatan Pembangunan Koperasi (kini SKM).
Sementara itu, wujud juga perbezaan yang ketara antara elemen amalan perancangan
dengan kewangan (pendapatan, keuntungan, kumpulan wang anggota dan aset) serta
Volume 10 2014
beberapa faktor demografi (pekerja dan zon). Dapatan ini menyokong kajian Brock
(2000), yang menyatakan perancangan strategik organisasi adalah berbeza-beza,
sebahagian organisasi mempunyai cara perancangan yang agak mudah, manakala
sebahagian yang lain merancang dengan cara yang sangat kompleks. Perbezaan
sistem perancangan strategik dengan saiz telah diakui oleh Falshaw, et al. (2006) yang
menyatakan apabila saiz organisasi membesar, formaliti dalam sistem perancangan
strategik organisasi juga turut meningkat. Ini bermakna koperasi yang terlibat dalam
kajian ini mempunyai perancangan strategik tetapi bentuk amalan mereka berbeza-
beza, bergantung kepada corak pengurusan dan pentadbiran sesebuah koperasi.
Walau bagaimanapun, apa fungsi (jenis perniagaan) yang dijalankan sekalipun oleh
koperasi Malaysia, amalan perancangan strategik mereka adalah sama.
antara amalan perancangan strategik dengan prestasi kewangan bolehlah diuji untuk
menilai keberkesanan pelaksanaan perancangan strategik dan memperkukuhkan
keperluan perancangan strategik dalam kalangan koperasi di Malaysia.
Volume 10 2014
RUJUKAN
Akta Koperasi 1993. (2011). Petaling Jaya, Malaysia: International Law Book Services.
Abdul Aziz Mahmuddin. (2009) Konsep-konsep Pengurusan Strategik: Apakah Strategi.
Unit Pembangunan Korporat. Universiti Malaysia Perlis.
Alashloo, F. R., Castka, P., & Sharp, J. M. (2005). Towards understanding the impeders of
strategy implementation in higher education (HE): A case of HE Institutes in Iran.
Quality Assurance in Education, 13(2), 132-147.
Bart, C. K., et al. (2001). A model of the impact of mission statement on firm performance.
Management Decision, 39(1), 19-35.
Brock, D. (2000). Is More Planning Better? On The Horizon, 8(4), 8-9.
Cohen, J. W. (1988). Statistical power analysis for the behavioral Sciences. Hillsdale: HJ:
Lawrence Erlbaum Associates.
Coulter, M. (2005). Strategic management in action (Third ed.). New Jersey: Pearson
Prentice Hall.
DeSilets, L. D., & Dickerson, P. S. (2008). SWOT is useful in your tool kit. The Journal of
Continuing Education in Nursing, 39(5),196-197.
Falshaw, J.R., et al. (2006). Evidence on formal strategic planning and company performance.
Management Decision, 44(1), 9-30.
Fralin, G. K. (2008). Elements of the strategic management process. Retrieved from http://
www.helium.com/items/840500-elements-of-the-strategic-management-process.
French, S. J., et al. (2004). The role of strategic planning in the performance of small
professional service firms. Journal of Management Development, 23(8), 765-776.
Glaister, K. et al. (2008). A causal analysis of formal strategic planning and firm performance:
evidence from an emerging country. Management Decision, 46(3), 365-391.
Harrison, S. J. (2003). Strategic Management of Resources and Relationships. In Concepts
and Cases. New York: John Wiley & Sons Inc.
Idris Ismail., & Mohd. Safaai Said. (2012). Pengenalan Koperasi. Kuala Lumpur: Utusan
Publications.
Indar Kaur, et al. (2009). A study of the internal audit committee in the co-operative
movement in Malaysia. Petaling Jaya: Maktab Kerjasama Malaysia.
Johnson, G., et al. (2008). Exploring corporate strategy (8th ed.). Harlow: Prentice Hall.
Karki, B. B. (2005). Strategic planning in co-operative sector: a study on dairy co-operative.
The Journal of Nepalese Business Studies, 11(1), 72-80.
Kenkel, P. (2011). Producers cooperative oil mill: a case study in strategic planning for a
cooperative. Journal of Cooperatives, 25, 82-96.
KOSPETA. (2009). Berita arkib: seminar bersama wargakerja di Hotel Regency Alor Star,
Kedah. Retrieved from http://www.kospeta.org/berita_arkib1.html.
Kraus, S., et al. (2006). Strategic planning in smaller enterprises: new empirical findings.
Management Research News, 29(6), 334-344.
Kurniawati Kamarudin. (n.d). The way forward for Malaysian cooperatives. Bernama.
Retrieved from http://kpdnkk.bernama.com/news.php?id=578102.
Lindblad, M. (2008). Elements of the strategic management process. Retrieved from http://
www.helium.com/items/836142-elements-of-the-strategic-management-process
Miles, M. P., et al. (1997). Strategic planning and agribusiness: an exploratory study of the
adoption of strategic planning techniques by co-operatives. British Food Journal ,99
(11), 401-408.
Miller, A. (1998). Strategic management (3rd ed.). New York: McGraw Hill.
Mohd. Azlan Yahya. (2006, Mac). Perakaunan nadi kejayaan pengurusan koperasi.
Pelancar Online. Retrieved from http://www.angkasa.coop/pelancar/index.
php?p=mac000-2006
Namken, J. C., & Rapp, G. W. (1994). Strategic planning handbook for cooperatives. Rural
Business - Cooperative Service. United States Department of Agriculture.
Nurizah Nordin, et al. (2010). Attributes, performance and perceived influential factors of
performing co-operatives in Malaysia. Petaling Jaya: Maktab Kerjasama Malaysia.
O’Regan, N., & Ghobadian, A. (2002). Formal strategic planning. Business Process
Management Journal, 8(5), 416-429.
Peraturan 16 Akta Koperasi 1993. (2010). Organisasi dan Pengurusan Koperasi. Petaling
Jaya, Selangor: International Law Book Series.
Ramlan Kamsin, et al. (2008). Mobilisasi dana koperasi. Petaling Jaya: Maktab Kerjasama
Malaysia.
Rapp, G. (1995). Understanding cooperatives: strategic planning. Retrieved from United
States Department of Agriculture (Rural Business - Cooperative Service): http://www.
rurdev.usda.gov/supportdocuments/CIR45-10.pdf
Rashidah Abd. Ghani. (2010, November 18). Five core strategies for Malaysian co-operatives
to excel. Bernama. Retrieved from http://kpdnkk.bernama.com/news
Recklies, O. (2009). Strategic planning of retail banks in Europe. Retrieved from http://
www.bankstrategy.eu/international/index.html
Rozhan Othman. (2008). Enhancing the effectiveness of the balanced scorecard with scenario
planning. International Journal of Productivity and Performance Management, 57(3),
259-266.
Ruocco, P., & Proctor, T. (1994). Strategic planning in practice: a creative approach.
Marketing Intelligence and Planning, 12(9), 24-29.
Schraeder, M. (2002). A simplified approach to strategic planning. Business Process
Management Journal, 8(1), 8-18.
Volume 10 2014
Sekaran, U. (2006). Research methods for business (4th ed.). New Delhi: John Wiley &
Sons.
Suruhanjaya Koperasi Malaysia. (2011). Gerakan koperasi. Retrieved from http:// www.
skm.gov.my/web
Suruhanjaya Koperasi Malaysia. (2009). Perangkaan am koperasi mengikut negeri. Kuala
Lumpur: Suruhanjaya Koperasi Malaysia.
Stonehouse, G., & Pemberton, J. (2002). Strategic planning in SMEs - some empirical
findings. Management Decision, 40(9), 853-861.
University of Wisconsin Center for Cooperatives.(2000). Survey of board training &
strategic planning practices. Retrieved from http://www.uwcc.wisc.edu/info/win_00.
html#survey
Teare, R. E., et al. (1998). Relating strategy, structure and performance. Journal of Workplace
Learning, 10(2), 58-75.
Thibodeaux, M. S., & Favilla, E. (1996). Organizational effectiveness and commitment
through strategic management. Industrial Management & Data Systems, 97(5), 21-25.
Thompson, J. L. (1997). Strategic management: awareness and change (3rd ed.). London:
International Thomson Business Press.
Vaitkevičius, S., et al. (2006). Model of strategic analysis tools typology. Engineering
Economics, 2(47), 99-109.
Volberda, H. W. (2004). Crisis in strategy: fragmentation, integration or synthesis. European
Management Review, 1(1), 35-42.
Wadsworth, J. J. (1992). Strategic planning systems of large farmer cooperatives. Agricultural
Cooperative Service. United States Department of Agriculture.
Wardsworth, J. J. (2001). Strategic planning in farmer cooperatives. Rural Business-
Cooperative Services. United States Department of Agriculture.
Weihrich, H. (n.d.). The TOWS Matrix - A tool for situational analysis. Long Range Planning.
Zulkarnaen Abd. Rani. (2004, June). Koperasi MRSM Jeli urus pelancongan. Pelancar
Online. Retrieved from http://www.angkasa.coop/pelancar/index.php?p=jun021-2004
Volume 10 2014
MODUS OPERANDI PENAMBAHBAIKAN INSTRUMEN
EPSI DAN STATUS PENILAIAN KOPERASI KREDIT DI
MALAYSIA, TERCIPTANYA INSTRUMEN EPSI VERSI 2013
ABSTRAK
Jumlah koperasi berdaftar di Malaysia adalah melebihi 10,087 buah dengan jumlah
keanggotaan melebihi 7 juta orang dan mereka adalah layak untuk mendapat faedah
pembiayaan peribadi dari koperasi kredit. Tetapi koperasi kredit sentiasa menghadapi
berbagai-bagai rintangan dari polisi dalaman Suruhanjaya Koperasi Malaysia
mahupun halangan luaran. Tujuan kajian ini untuk menggariskan satu prosedur
penambahbaikan instrumen EPSI untuk mengukur status koperasi kredit di Malaysia.
Penambahbaikan Instrumen Entrepreneurs Perception of Success Inventory” (EPSI )
yang diperkenalkan oleh Paige (1999) dijalankan secara sistematik yang melibatkan
lima pakar membuat validasi dan item-item asal diperastukan tanpa pertindihan
elemen penilaian mengikut atribut secara jitu.s dan indeks kesahan mencapai kriteria
standard. Langkah berikutnya dipiawaikan dengan keputusan analisis faktor yang
menetapkan enam atribut yang mencatat nilai kebolehpercayan Cronbach Alra antara
0.65 hingga 0.91. Hasil daripada analisis faktor yang dijalankan ke atas 190 responden
menunjukkan faktor yang dihasilkan adalah sama dengan dimensi rekabentuk yang
ditetapkan dan memenuhi semua syarat yang dibincangkan oleh Hair et al (1998).
PENGENALAN
Prinsip Koperasi Rochdale (Rochdale Principles, 1844) dan adalah sesuai dengan
kehendak material dan rohaniah manusia yang menepati perintah Allah S.W.T
dalam firmanNya surah Ali-Imran 112:
PENYATAAN MASALAH
Volume 10 2014
(turn over) di bawah RM 200,000.00. Ada yang gagal beroperasi, sehingga pada
tahun 2008 terdapat 44 buah koperasi telah dibatalkan pendaftarannya oleh SKM,
dan pada tahun 2009 sebanyak 61 koperasi dibatalkan pendaftaran oleh SKM
(SKM, 2010).
KEPENTINGAN KAJIAN
OBJEKTIF KAJIAN
Setelah melihat betapa pentingkan gerakan koperasi ke atas sosio dan ekonomi
masyarakat, maka aspek penyelidikan melalaui penggunaan EPSI yang realistik
diperlukan dalam merencana kejayaan kopersi. Justeru dua objektif berikut
ditetapkan:
• Memilih dan menggunakan EPSI yang sesuai dengan fungsi dan peranan
kopersi yang dilabelkan indeks kebolehpercayaan yang tinggi.
• Menghasilkan instrumen EPSI Versi 2013 yang mengukur dan menterjemahkan
dalam bentuk atribut yang sepatutnya boleh mengukur apa yang hendak diukur
sama ada dalam bentuk kajian atau pentaksiran.
SOROTAN KAJIAN
Kafh (1978) menyatakan konsep kejayaan seseorang usahawan tidak hanya dinilai
dari sudut keuntungan semata-mata sebaliknya ajaran Islam juga menekankan
pemaksimuman faedah sosial untuk masyarakat. Teori penetapan matlamat oleh
Locke (1968) menyatakan bahawa matlamat yang sukar dan jelas akan menyebabkan
prestasi individu yang lebih baik jika individu tersebut menerima matlamat itu
dengan baik. Zahiruddin (2011) menyatakan kejayaan dipengaruhi oleh personaliti
atau keperibadian seseorang usahawan sama ada personaliti berorientasi tindakan
atau pun personaliti berorientasikan keadaan. Pemimpin yang memanfaatkan
perancangan strategik mempunyai prestasi yang lebih baik daripada mereka yang
hanya bertindak balas terhadap persekitaran (Parnell & Wright, 1993; Salju &
Volume 10 2014
Jadual 1: Bilangan Item Mengikut Dimensi
Dimensi
No Item
Bil.
1. Demografi 14
2. Faktor Kejayaan 4
3. Penetapan Matlamat 9
4. Personaliti 8
5. Pengetahuan 23
6. Motivasi 5
7. Pembiayaan Secara Islam 4
Jumlah 67
Demografi
Dimensi ini bertujuan untuk mendapatkan maklumat mengenai latar belakang
responden. Terdapat 14 soalan yang dikemukakan (rujuk lampiran) yang melibatkan
soalan berkaitan kelulusan, umur, jawatan, jantina, bangsa, tempoh pendaftaran
koperasi, bilangan kakitangan koperasi, jenis produk kredit, modal pinjaman luar,
perniagaan lain, peratus keuntungan dan nilai keuntungan bersih koperasi.
Pengukuran Kejayaan
Mengikut model Paige (1999), Dimensi Faktor Kejayaan diadaptasi hasil daripada
penemuan Yurkiewicz (1996), Sun (2003), Valdez (2009) dan Zahiruddin (2011)
berkaitan Kejayaan Industri Kecil Sederhana (IKS) dalam Sektor Perkilangan
di Malaysia, yang telah dirujuk kepada “Entrepreneurs’ Perception of Success
Inventory” (EPSI) oleh (Paige, 1999). Pada asal item instrumen ini mengandung
8 item tetapi telah digugurkan sebanyak 4 item oleh lima panel pakar daripada
Suruhanjaya Koperasi Malaysia, Maktab Koperasi Malaysia dan Angkatan
Kebangsaan Koperasi Malaysia (ANGKASA) seperti ditunjukkan pada Jadual 2.
Jadual 2: Ukuran Kejayaan Koperasi Kredit
Pengguguran 4 item (Jadual 2) dengan justifikasi tidak sesuai dengan Akta Koperasi
Malaysia 1993. Oleh itu hanya tinggal 4 item dikekalkan berupaya untuk mengukur
kejayaan koperasi kredit. Bloom (1999) menyatakan item pemboleh ubah adalah
antara tiga hingga lapan dibolehkan.
Penetapan Matlamat
Item-item yang digunakan untuk mengukur penetapan matlamat adalah dipetik
dari Yurkiewicz (1996). Pada asalnya item yang mewakili dimensi ini berjumlah
15, tetapi telah digugurkan sebanyak 6 item oleh lima panel pakar berdasarkan
ketidaksuaian dengan Akta Koperasi Malaysia 1993. Justeru hanya 9 item dikekalkan
seperti ditunjukkan pada Jadual 3.
Bil Penyataan
C1 Bagaimanakah sukarnya untuk anda berjaya mencapai matlamat tersebut?
Adakah anda fikir bahawa kemajuan terhadap mencapai matlamat tersebut
C2
berada di landasan yang betul?
Bagaimana tidak puas hatinya anda dengan kemajuan semasa untuk mencapai
C3
matlamat tersebut?
Bandingkan dengan kemajuan yang telah anda capai terhadap matlamat yang
C9
ditetapkan. Bagaimanakah dekatnya untuk anda capai dengan jayanya?
Personaliti
Dimensi Personaliti dipetik daripada ‘Personality Questionnaire’ oleh Kuhl (1985).
Pada asalnya dimensi ini mengandungi sebanyak 10 tetapi telah digugurkan hanya
1 item sahaja oleh 5 panel pakar berdasarkan ketidakmampuan mengukur
Personaliti berkaitan dengan Akta Koperasi Malaysia 1993. Oleh itu sebanyak
9 item dikekalkan seperti yang disenaraikan pada Jadual 4.
Volume 10 2014
Jadual 4: Personaliti
Bil Pernyataan
Berdasarkan sifat persekitaran semasa perniagaan, adalah baik untuk menerokanya
D1
perlahan-lahan.
Bersifat berani dengan tingkah laku yang pelbagai ragam adalah berguna dalam
D2
persekitaran semasa perniagaan.
D3 Secara amnya, saya sangat berpuas hati dengan kerja yang saya buat.
Secara amnya, saya amat berpuas hati dengan kerja yang saya lakukan untuk
D4
koperasi.
Saya mengalu-alukan masa depan perniagaan saya dengan penuh harapan dan
D5
semangat.
D6 Saya mempunyai kepercayaan yang penuh dengan masa depan perniagaan koperasi.
Apabila saya melihat ke masa akan depan, saya menjangkakan perniagaan koperasi
D7
akan menjadi lebih berjaya dari sekarang.
D8 Pada masa depan, saya jangkakan perniagaan koperasi akan berjaya.
Pengetahuan
Kajian lalu (Zahiruddin 2011; Boone & Kurtz, 1985; Malcolm Baldrige National
Quality Award yang dipetik dalam Stephens, 2000; Paige, 1999; Toney, 1995)
telah mengambilkira ilmu pengetahuan yang didapati berasaskan empat kategori
pengetahuan iaitu: (1) perancangan dan pengorganisasian, (2) kepimpinan kendiri,
(3) kepimpinan antara insan, dan (4) pengurusan sistem. Pada asalnya kategori ini
terdiri sebanyak 35 item. Dalam proses penyesuaian kuasa mengukur pengetahuan.
Panel bertindak menggugurkan 12 item berdasarkan tidak sesuai mengukur
pengetahuan berkaitan Akta Koperasi Malaysia 1993 seperti yang disenaraikan
pada Jadual 5.
Jadual 5: Pengetahuan
Bil Pernyataan
E1 Koperasi saya mengambil masa untuk merancang pejalanan perniagaan saya.
Secara purata, saya berkecenderungan untuk bekerja lebih masa dalam perniagaan
E2
koperasi berbanding pekerja lain.
E3 Koperasi saya mempunyai pelan perniagaan secara bertulis.
Saya bertindak sebagai model peranan untuk menyampaikan nilai-nilai saya
E4
kepada orang bawahan.
Saya bertindak balas terhadap kejadian apabila ianya berlaku berbanding membuat
E5
perancangan teliti.
Saya biasanya tidak terkejut dengan kejadian yang berlaku di luar koperasi saya
E6
kerana saya sentiasa peka.
Apabila merancang, saya pertimbangkan maklumat daripada mereka yang terlibat
E7
seperti pelanggan, pembekal dan pekerja.
Bil Pernyataan
Saya selalu membuat perubahan terhadap pelan perniagaan koperasi berdasarkan
E8
faktor-faktor persekitaran.
Saya pantas mengambil tindakan tanpa mengambil banyak masa untuk mengumpul
E9
maklumat- maklumat berkenaan situasi terbabit.
E10 Saya mengalu-alukan pendapat yang kritikal untuk memperbaiki prestasi koperasi.
Saya menggalakkan kerjasama dan kolaborasi merentasi kawasan fungsian
E11
perniagaan koperasi saya.
Saya menggalakkan pekerja saya untuk membuat eksperimen dengan idea dan
E12
konsep baru bagi mencipta pendekatan inovatif.
E13 Saya memberikan latihan dan pembangunan kepada pekerja koperasi.
Saya secara aktif mencari pengetahuan berkenaan pelanggan koperasi dan
E14
pasaran.
E15 Saya sedar tentang produk/perkhidmatan dan struktur harga pesaing koperasi.
E16 Saya tahu pulangan atas pelaburan kempen pengiklanan koperasi.
E17 Saya tahu berapa untung kasar koperasi.
Untuk mengemaskini dengan teknologi dan maklumat, saya menyertai aktiviti
E18 pembelajaran melalui seminar, bengkel, pameran dagangan dan bercakap dengan
pembekal.
E19 Saya faham bagaimana penyata kewangan menggambarkan perniagaan koperasi.
Saya mengawasi, mentafsir dan memberi respon terhadap kejadian kompetitif
E20
luaran, ekonomi dan sosial.
Volume 10 2014
Jadual 5: samb.
Saya secara kritikal menganalisa prestasi lalu dan peluang masa depan dan
E21
mengambil tindakan untuk meningkatkan prestasi koperasi.
E22 Saya terlibat secara aktif dengan analisis pasaran.
E23 Saya terlibat secara aktif dalam meninjau pelanggan koperasi.
Motivasi
Motivasi umum diperkenalkan oleh Zahirudin (2011) dan Valdez pada tahun
2009. Pada asalnya instrumen yang digunakan mengandungi 10 item tetapi telah
digugurkan sebanyak 5 item oleh panel dengan alasan kurang sesuai dengan Akta
Koperasi Malaysia 1993. Justeru mereka bersetuju mengekalkan 5 item sepertimana
yang ditunjukkan pada Jadual 6.
Jadual 6 : Motivasi
Saya memberikan tumpuan penuh terhadap perasaan orang lain di tempat
F1
kerja.
F2 Saya cuba berusaha keras untuk memperbaiki prestasi di tempat kerja.
Bila saya ada pilihan, saya cuba untuk bekerja dalam kumpulan daripada
F3
bersendirian.
F4 Saya meluahkan ketidaksetujuan saya dengan orang lain secara terbuka.
F5 Saya cuba untuk memberikan yang lebih baik daripada rakan sekerja koperasi.
Bil Pernyataan
Adakah kamu menyokong pendapat bahawa pinjaman secara Islam adalah lebih
G1
menguntungkan berbanding pinjaman konvensional
Adakah kamu menyokong pendapat bahawa pinjaman secara Islam lebih berisiko
G2
tinggi berbanding pinjaman konvensional.
Adakah kamu menyokong pendapat bahawa pinjaman Qardul Hassan adalah
G3
berlandaskan perkhidmatan kebajikan dan bukannya tujuan keuntungan ekonomi.
Adakah kamu menyokong pendapat bahawa konsep pembiayaan menurut Bai
G4
Bitamin Ajil berdasarkan nilai pasaran hartanah disebalik kos kewangan aset.
Volume 10 2014
Jadual 8: Keputusan Min Nilaian Panel Tentang Kesahan Kandungan Instrumen
KAJIAN RINTIS
Satu ujian rintis instrumen EPSI versi 2013 dijalankan ke atas 30 orang Anggota
Lembaga Koperasi Kredit yang terbaik dari sekitar Kuala Lumpur dan keputusan
kebolehpercayaan item mengikut Dimensi adalah seperti yang ditunjukkan pada
Jadual 9.
KAJIAN SEBENAR
Populasi kajian
Bagi kajian ini populasi ialah semua Anggota Lembaga Koperasi kredit yang dikategori
kan dalam lingkungan 100 koperasi terbaik tahun 2012, manakala bilangan Anggota
Lembaga adalah 9 orang setiap koperasi kredit sebagai nilai kebiasaannya sesuai
dengan Akta Koperasi 1993, termasuklah kakitangan kanan selaku pengurus aktiviti
kredit koperasi di mana beliau adalah pegawai yang sangat tahu dan mahir dengan
aktiviti kredit dan menyertai mesyuarat Anggota Lembaga Koperasi dalam perbincangan
aktiviti kredit. Sebanyak 35 buah koperasi kredit berjaya menjadi pemenang dari
sejumlah 100 koperasi terbaik seperti yang disenaraikan pada Jadual 10.
Volume 10 2014
Jadual 10: Bilangan Koperasi Kredit Antara 100 Terbaik di Malaysia (2012)
Negeri Bilangan
Kedah 1
Kuala Lumpur 17
Melaka 1
NS Tiada
Pahang 1
Pulau Pinang 3
Perak 2
Kelantan 2
Sabah 1
Sarawak 1
Selangor 1
Terengganu 1
Johor 3
Jumlah 35
Proses sampelan kajian melibatkan lima aspek utama iaitu definisi populasi, pemilihan
kerangka pensampelan, pemilihan reka bentuk kajian, penetapan saiz sampel dan
pemilihan sampel (Aaker, Kumar dan Day, 1995). Pemilihan sampel kajian ini adalah
melibatkan Anggota Lembaga Koperasi dari 35 koperasi kredit yang tersenarai dalam
100 indek koperasi terbaik di Malaysia bagi tahun 2012 yang disenarai oleh Koperasi
Malaysia. Sampel kajian terdiri daripada sembilan orang Anggota Lembaga Koperasi
dan ditambah dengan seorang pengurus kredit paling kanan. Ini bermakna sebanyak
sepuluh responden mewakili setiap koperasi. Bilang responden ini pula dipilih secara
rawak ke atas 35 buah koperasi kredit terbaik di Malaysia serta menjadikan sampel
sebanyak 350 orang. Justeru penyelidik mengedarkan instrumen EPSI versi 2013
ke atas 350 anggota Lembaga Koperasi Kredit.
Data dikumpul melalui instrumen EPSI versi 2013 yang dihantar secara pos kepada
setiap wakil Koperasi Kredit. Setiap instrumen disertakan dengan satu sampul
surat bersetem dan beralamat penyelidik bagi memudahkan responden menghantar
kembali instrument yang telah lengkap diisi. Selain itu, temujanji dibuat bagi
bertemu serentak dengan seluruh Anggota Lembaga Koperasi ketika mesyuarat
bulanan Lembaga Koperasi diadakan. Penyelidik berusaha untuk menjalankan
lawatan ke 35 buah koperasi yang terpilih dari seluruh Malaysia seperti ditunjukkan
pada Jadual 10. Dalam pertemuan tersebut, penyelidik membuat penerangan kepada
Anggota Lembaga yang hadir manakala bagi Anggota Lembaga yang tidak hadir,
Semua 197 instrumen ditandakan dengan ID dan data yang diperolehi dari instrumen
ini dipindahkan (key in) ke dalam perisian “Statistical Package for the Social
Sciences” (SPSS) versi 21. Proses pengisian data dimulakan dengan menetapkan dan
melegkapkan spesifikasi setiap variable (view) dan seterusnya mengisi data. Setelah
data responden dipindahkan dalam perisian SPSS, pembersihan data dilakukan.
Mana-mana responden yang tidak lengkap atau missing value dikenalpasti dan data
ini kemudiannya akan disingkirkan. Sehubungan itu, sebanyak tujuh responden
disingkirkan mengakibatkan tinggal 190 data responden untuk dianalisis dengan
perisian SPSS. Mengikut jadual persampelan oleh Israel (1992), bagi populasi 350
orang, maka pada ketepatan 95 peratus (5% precision of sample) adalah 187 orang,
dengan itu data responden yang digunakan dalam kajian ini adalah 190 orang adalah
mencukupi.
DAPATAN KAJIAN
Penentuan Faktor
Lanjutan daripada ketekalan dimensi item bagi instrumen EPSI versi 2013, ujian
Analisis Faktor (Factor Analysis) dilakukan bagi mengesahkan pengumpulan
diklasterkan mengikut faktor yang benar-benar mewakili kandungan aspek yang
hendak dinilai. Nunnally (1978). Analisis faktor juga merupakan konfirmatori
kepada huraian yang dibuat oleh Hair, Anderson, Tatham dan Black (1998). Selain
daripada penentuan dimensi instrument dilakukan secara rekabentuk persejarahan,
analisis faktor secara statistik dijalankan bagi mendaapat kesahan dua kriteria
dalam satu-satu Dimensi iaitu fenomena kejayaan (4 item), penetapan matlamat
kesukaran (4 item), penetapan matlamat kejelasan (5 item), personaliti tindakan
(4 item), personaliti keadaan (4 item), pengetahuan perancangan (8 item), pengetahuan
kepimpinan (5 item), pengetahuan pengurusan (10 item), motivasi (5 item) dan
pembiayaan secara Islam (4 item). Keputusan secara terperinci Jadual 11 hingga 13.
Volume 10 2014
mempamerkan multicollinearity, jika nilai korelasi yang sama wujud antara dua atau
lebih item, item-item tersebut mengukur aspek yang sama. Nilai KMO yang dikehendaki
ialah > .50, ini menunjukkan data tidak ada masalah multicollinearity yang serius,
maka item-item tersebut sesuai untuk terus diuji dengan ujian analisis faktor.
Nilai Barlett’s Test of Sphericity, p < .05, (Hair et al., 1998; Meyer et al., 2006)
menunjukkan pemboleh ubah adalah bebas dan lulus saringan faktor analisis. Ujian
ini digunakan untuk melihat nilai Sig. adakah ia menunjukkan p < .05, jika nilainya
signifikan, maka korelasi antara item-item memadai untuk dilakukan analisis faktor.
Nilai Eigen lebih daripada 1 adalah signifikan bagi melepasi syarat analisis faktor
(Hair et al., 1998; Meyer et al., 2006).
Faktor muatan (loading factor) yang signifikan mestilah 0.4 dan ke atas (Meyer et al.,
2006). Item yang mempunyai faktor muatan kurang dari 0.4, dipanggil mempunyai
‘crossloading’ tidak akan dikekalkan dalam kajian ini. Responden kurang sedikit
dari 200 menurut Hair et al., (1998) diperlukan bernilai 0.40.
Chua Yan Piaw (2009) menyatakan penentuan samaada item-item perlu disingkir
atau tidak bergantung kepada tujuan kajian, sekiranya tujuan kajian adalah untuk
membuat perbezaan antara konstruk-konstruk, maka item-item itu perlu disingkirkan
kerana suatu item tidak boleh mewakili dua konstruk dalam analisis perbandingan
antara konstruk.
Jadual 11: Struktur Faktor dan Pemuatan Faktor Personaliti Berorientasikan Tindakan dan
Keadaan dan Nilai Keseragaman Item (N=190)
Pemuatan Faktor
Personaliti Personaliti
Faktor Berorientasikan Berorientasikan
Tindakan Keadaan
KMO .846
Df 28
Sig. .000
Volume 10 2014
Analisis Faktor Pemboleh Ubah: Personaliti Berorientasikan Kesukaran dan
Kejelasan
Jadual 12 menunjukkan dapatan analisis faktor terhadap pemboleh ubah ‘Personaliti
Berorientasikan Kesukaran dan Kejelasan’. Didapati bahawa nilai Eigen, KMO,
Sphericity Bartlett dan Anti-Imej Matriks Korelasi dan peratus varians melepasi syarat
analisis faktor mengikut tafsiran Hair et al., (1998). Sebanyak dua faktor dimensi yang
dapat diinterpretasi dalam pemuatan faktor iaitu Faktor 1 yang mewakili ‘Personaliti
Berorientasikan kesukaran dan Faktor 2 yang mewakili ‘Personaliti Berorientasikan
Kejelasan’ dan tiada item yang digugurkan daripada analisis ini.
Jadual 12: Struktur Faktor dan Pemuatan Faktor Penetapan Matlamat Kesukaran dan
Kejelasan dan Nilai Keseragaman Item (N=190)
Pemuatan Faktor
Bil Item Anti-Imej
Faktor 1 Faktor 2
Matriks Korelasi
C1 Bagaimanakah sukarnya
untuk anda berjaya mencapai .756 .421
matlamat tersebut
Bagaimanakah pentingnya
C8 matlamat yang anda .786 .925
senaraikan kepada anda
Penetapan Penetapan
Faktor Matlamat Matlamat
Kesukaran Kejelasan
KMO .740
Df 36
Sig. .000
Jumlah %
66.275
Varians
Volume 10 2014
Jadual 13: Struktur Faktor dan Pemuatan Faktor Pengetahuan Perancangan dan
Nilai Keseragaman Item (N=190)
Bil Anti-Imej
Matriks Faktor 1 Faktor 2 Faktor 3
Korelasi
E1 Koperasi saya mengambil
masa untuk merancang .847 .663
perjalanan perniagaan.
Volume 10 2014
Jadual 13: samb
Bil. Alfa
Dimensi Item
Item Cronbach
Fenomena Kejayaan Koperasi
B 4 .623
Kredit
C Penetapan Matlamat kesukaran 4 .639
C Penetapan Matlamat kejelasan 5 .830
Personaliti Berorientasikan
D 4 .832
Tindakan
Personaliti Berorientasikan
D 4 .905
keadaan
E Pengetahuan Perancangan 7 .835
E Pengetahuan Kepimpinan 5 .848
E Pengetahuan Pengurusan 10 .902
F Motivasi 5 .782
G Pembiayaan Secara Islam 4 .694
Keseluruhan 53 .937
Kaplan, (2004) dan Leech et al., (2005) menyatakan bahawa Alfa digunakan secara
meluas kerana Alfa boleh memberi ukuran kebolehpercayaan dari satu sesi ujian ke
atas instrumen menggunakan perisian SPSS. Mengikut Uma Sekaran (2007) nilai 0.6
< α < 07 adalah boleh diterima sebagai moderate. Manakala menurut Pallant (2001)
pula, nilai indeks alpha sebanyak .7 atau ke atas adalah baik untuk skala instrumen
yang mempunyai sepuluh atau lebih item, manakala nilai alpha sebanyak .5 pula
dianggap baik untuk skala instrumen yang mempunyai kurang daripada sepuluh
item. Nilai Alfa melebihi 0.60 sering digunakan oleh pengkaji-pengkaji sebagai
indeks kebolehpercayaan dalam kajian (Mohd. Majid, 1990). Mengikut Nunnally
(1978), semakin hampir nilai Alfa kepada angka 1, semakin tinggi keboleh percayaan
instrumen dalam kajian tersebut. Jadual 15 menunjukkan nilai Alfa Cronbach telah
melepasi tanda aras seperti yang dinyatakan oleh penyelidik-penyelidik terdahulu, ia
menjadi petunjuk kebolehpercayaan instrumen dalam kajian ini amat baik.
Volume 10 2014
(i) Syarat Menjalankan Ujian Regresi
Menurut Chua (2009), syarat untuk menjalankan ujian regresi ada empat
perkara iaitu;
(a) Lineariti; iaitu semua pemboleh ubah bebas yang juga disebut sebagai
peramal haruslah berkorelasi secara linear dengan pemboleh ubah bersandar
yang juga disebut sebagai criterion. Semakkan dapat dlihat melalui graf
scatterplot dalam analisis ujian regresi pelbagai (multiple regression)
di mana data-data menunjukkan berada dalam format garis lurus.
(b) Multicollinearity; bagi ujian SPSS yang melibatkan lebih dari satu
pemboleh ubah bebas, apabila wujud hubungan antara pemboleh ubah
bebas dengan pemboleh ubah bebas yang lain, yang sangat kuat iaitu ( r >
.90 ). Ia dapat dilihat dengan melihat nilai Collinearity Statistics Tolerance
dalam Jadual Excluded Variable dalam output SPSS. Pemboleh ubah
peramal dengan nilai collinearity yang kurang daripada 0.1 bermasalah
multicollinearity. Atau melihat Jadual Coefficients, nilai pemboleh ubah
yang signifikan bernilai collinearity statistic VIF lebih dari .9 (tanda lulus).
Collinearity
Partial Statistics
Model Beta In T Sig.
Correlation
Tolerance
Min Skor Matlamat .967
-.161b -2.544 .012 -.183
Kesukaran
Min Skor Tindakan -.030b -.450 .653 -.033 .922
Min Skor Keadaan .086b 1.195 .234 .087 .777
min perancangan2 .052b .725 .470 .053 .766
1
Min Skor Kepimpinan .090b 1.228 .221 .089 .737
Min Skor Pengurusan .090b 1.227 .221 .089 .741
Min Skor Motivasi .106b 1.687 .093 .122 .996
Min Skor Pembiayaan .774
-.070b -.979 .329 -.071
Secara Islam
Min Skor Tindakan .037c .534 .594 .039 .792
Min Skor Keadaan .130c 1.810 .072 .132 .742
minperancangan2 .057c .796 .427 .058 .766
Min Skor Kepimpinan .074c 1.021 .308 .075 .731
2
Min Skor Pengurusan .066c .909 .364 .067 .728
Min Skor Motivasi .117c 1.888 .061 .137 .991
Min Skor Pembiayaan .770
-.058c -.810 .419 -.059
Secara Islam
a. Dependent Variable: Min Skor Ukuran Kejayaan
b. Predictors in the Model: (Constant), Min Skor Kejelasan
c. Predictors in the Model: (Constant), Min Skor Kejelasan, Min Skor Matlamat Kesukaran
Volume 10 2014
Jadual 16: Koefisiena
(c) Nilai ekstrem; Analisa Regresi adalah sensitif kepada masalah nilai
ekstrem (outliers), nilai data yang terlalu tinggi atau data yang terlalu
rendah di dalam taburan data pemboleh ubah bersandar (criterion), oleh
itu pengkaji perlu memastikan tidak ada nilai ekstrem dalam data. Nilai
ekstrem dapat dikesan dengan melihat graf scatterplot atau Boxplot dlam
output SPSS. Nilai ekstrem ialah yang bernilai rasidul piawai (standard
residual) yang terletak di luar lingkungan +_ 3.3 (Tanachnic & Fidell,
1996). Jadual 18 menunjukkan nilai rasidul piawai terletak di dalam
+_ 3.3, maka tiada nilai ekstrem.
(d) Singulariti; keadaan di mana satu pemboleh ubah bebas (peramal) adalah
hasil dari kombinasi pemboleh ubah - pemboleh ubah bebas yang lain. Ia
dapat dilihat nilai kolerasi antara pemboleh ubah bebas dengan pemboleh
ubah bebas yang lain itu mestilah tidak besar. Didapati semua hubungan
antara pemboleh ubah bebas dengan pemboleh ubah bebas mempunyai
nilai r yang kecil, ini menunjukkan hubungan antara sesama mereka
adalah kecil dan lulus dari syarat singularity.
Jadual 18: Korelasi Antara Dimensi Kejayaan (pemboleh ubah dependen) dan
Dimensi Independen (N=190)
Korelasi
Pemboleh Ubah Sig. (1- tailed)
Pearson
1. Penetapan Matlamat Jelas .500 .000
2. Personaliti Berorentasikan Keadaan .302 .000
3. Pengetahuan Perancangan .282 .000
4. Pengetahuan Kepimpinan .323 .000
5. Pengetahuan Pengurusan .321 .000
6. Motivasi .139 .028
7. Pembiayaan Secara Islamic .183 .006
8. Penetapan Matlamat Kesukaran -.065 .188
9. Personaliti Berorentasikan Tindakan .112 .061
Source: Output analisis Korelasi Pearson
Selepas empat syara Analisist Regresi ditepati, maka ujian regresi berganda stepwise
SPSS akan dijalankan kepada data-data untuk mendapatkan objektif kajian ini.
Volume 10 2014
KESIMPULAN
Meskipun dalam kajian ini adalah berkaitan dengan gelagat dan tingkah laku
manusia yang boleh berubah-ubah, kemungkinan dalam kajian akan datang juga
dapatannya sama atau pun berlainan. Justeru, adalah memadai dengan bukti
penggunaan instrumen EPSI versi 2013 sebagai permulaan kajian berkaitan
dengan sektor koperasi yang berhadapan dengan gelagat sumber manusia dan ke
profesionalisme sektor koperasi yang lebih hebat di masa akan datang. Adalah
diharapkan instrumen EPSI versi 2013 yang dapat digunakan pada masa akan
datang mencapaian matlamat menerokai keupayaan koperasi sebagai penyumbang
KDNK Malaysia sektor ketiga yang signifikan serta memajukan ummah Malaysia.
RUJUKAN
Akta Koperasi (1993) (Akta 502) & Peraturan-Peraturan. Petaling Jaya: International Law
Book Services
Bicara Tokoh: pengukuhan rantaian perniagaan runcit koperasi: pemborongan merentasi
sempadan satu alternatif, membuka dimensi baru dalam industri peruncitan &
pemborongan koperasi di Malaysia.(2012). Retrieved from http://www.mkm.edu.my/
mkm-home-theme/images/mkm/pdf/majalahinfobil22012.pdf
Burns, N., & Grove, S.K. (1993). The practice of nursing research: conduct, critique and
utilization, and edition. Philadelphia: W.B. Saunders.
Gay, L. R. & Airasian, P. (2003). Education research. competencies for analysis and
applications. (7th ed). New Jersey: Merrill Prentice Hall.
Hair J.F. et al. (1998). Multivariate data analysis. New Jersey: Prentice Hall International
Editions.
Hair J.F., Anderson R.E., Tatham R.L., & Black W.C.(1998). Multivariate Data Analysis.
New Jersey: Pearson Education International.
Israel, G.D. (1992). Determining sample size, fact sheet PEOD-6 University of Florida.
Retrieved from http;//edis.ifas.ufl.edu.
Kamisan.(2004). Faktor-faktor kewangan di Malaysia. (Unpublish doctoral dissertations).
Universiti Pendidikan Sultan Idris, Tanjung Malim, Perak.
Kaplan, D. (2004). The sage handbook of qualitative methodology for the social sciences.
London: Sage Publication.
Kuhl, J. (1985). Volitional mediators of cognition-behavior consistency: Self-regulatory
processes and action versus state orientation. In Action control (pp. 101-128). Springer
Berlin Heidelberg.
Leech, N. L., Barrett, K. C., & Morgan, G. A. (2005). SPSS for intermediate statistics: Use
and interpretation (2nd ed). London: Lawrence Erlbaum Associates Publishers.
Meyer, J & Allen, N. (2006). Commitment in the workplace: theory, research and application.
London: Sage Publication.
Mohd. Majid Konting.(1990). Kaedah penyelidikan pendidikan. Kuala Lumpur: Dewan
Bahasa dan Pustaka.
Mohd. Sahandri Gani., Laily Paim., Sharifah Azizah., & Faizal M. (2013). Buku panduan
pembinaan instrument “anda dan kepenggunaan”. Malaysia:Emeritus Publications.
Nunally J.C. (1978). The study of changes in evaluation research: Principle concerning
measurement, experimental design and analysis. In Struening, E.L. & Guttentag,
M. (Eds.), Handbook of evalution research (pp.47-65). Beverly Hill: SAGE.
Paige, R. C. (1999). Craft retail entrepreneurs’ perceptions of success and factors effecting
success. (Doctoral dissertation). Retrieved from Proquest Digital Dissertations (UMI
9950110).
Pallant, J. (2001). SPSS survival manual. Sydney: Ligare Sydney
Volume 10 2014
Rubin, B. R., Palmgreen P., & Sypher, H.E. (1994). Communication research measures:
A sources book. New York: The Guilford Press.
Sekaran, U. (2007). Research methods in business: A skill building approach. (3rd ed). New
York: John Wiley & Son Inc.
Stephens, P. R. (2000). Small business and high performance management practices.
(Doctoral dissertation). Retrieved from Proquest Digital Dissertations. (UMI.
3040560).
Sun, T. (2003). Knowledge required to achieve entrepreneurial success. (Unpublished
Doctoral dissertations). University of Phoenix, Arizona.
Valdez. M.E. (2009). Resources, motivation and work family interface as antecedents of
entrepreneurial success. (Unpublished Doctoral dissertations). University of Hawaii,
Hawaii.
Yurkiewicz, J. (1996). Determinants of entrepreneurial success:a cross-cultural study of
goal-setting and self-regulation. (Unpublished Doctoral dissertations). University of
North Carolina, Chapel Hill.
Zahiruddin A. (2011). Faktor kejayaan industri kecil dan sederhana (IKS) dalam sektor
perkilangan di Malaysia. (Unpublished doctoral dissertations). Universiti Pendidikan
Sultan Idris, Perak.
VOLUME 10
2014