malaysian journal co-operative studies journal of co-operative studies 2 background and literature...

MalaysianJournal

Social Audit of Oromia Coffee Farmers Cooperative Union, Oromia Region, Ethiopia

Factors Contributing to the Success and Excellence of Credit Cooperatives in Malaysia, Special Finding on Islamic Financing Product

Critical Success Factors of the Islamic Pawn Broking Services in Malaysia – Views From Providers

Performance and Challenges of Cooperatives in Housing Activities in Malaysia

Fisheries Cooperatives: A Comparative Study of Sabah Fishery and Fishermen Cooperatives and Hokkaido Federation of Fisheries

Cooperatives Hokkaido Federation of Fisheries Cooperatives

Amalan Perancangan Strategik dalam Kalangan Koperasi di Malaysia

Modus Operandi Penambahbaikan Instrumen EPSI dan Status Penilaian Koperasi Kredit di Malaysia, Terciptanya Instrumen EPSI Versi 2013

Research Management and Innovation CentreCO-OPERATIVE COLLEGE OF MALAYSIA

103, Jalan Templer, 46700 Petaling Jaya, Selangor, MalaysiaTel: 603-7964 9000 Fax: 603-7957 0434

E-mail: [email protected]

Co-operativeStudies

Formerly known as Malaysian Journal of Co-operative Management (MJCM)

ISSN 1823-5387

VOLUME 10 2014

VOLU

ME 10 2014

I SSN: 1823–5387

Prelim.indd 1 12/16/14 2:15 PM


Volume 10

MalaysianJournal

Co-operativeStudies



MALAYSIAN JOURNAL OF CO-OPERATIVE STUDIES EDITORIAL BOARD

Advisors Assoc. Prof. Dr. Abdul Rahman Abdul Razak Shaik (Co-operative College of Malaysia)Norwatim Hj. Abd Latiff (Co-operative College of Malaysia)

Chief EditorNoraesyah Saari (Co-operative College of Malaysia)

Editorial Advisory BoardProf. Dr. Rosmimah Mohd Roslin (Universiti Teknologi MARA)Prof. Dr. Mohamad Sulaiman (International Islamic University of Malaysia)Assoc. Prof. Dr. Mohd Zainal Munshid Harun (University College of Technology Sarawak)Assoc Prof. Dr. Ravichandran Moorthy (Universiti Kebangsaan Malaysia)Assoc Prof. Dr. Zakiah Saleh (Universiti Malaya) Dato’ Syed Mohd Ghazali Wafa Syed Adwam Wafa (Angkasa Syariah Financing

Cooperative Limited)

Managing EditorMuhammad Yusuf Ibrahim (Co-operative College of Malaysia)

SecretariatAfiza 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)


CONTENTS

Malaysian Journal of Co-operative Studies Editorial Board iii

Social Audit of Oromia Coffee Farmers Cooperative Union, 1 Oromia Region, Ethiopia M.Karthikeyan

Factors Contributing to the Success and Excellence of 17 Credit Cooperatives in Malaysia, Special Finding on Islamic Financing Product Mustapa Kamal Maulut, Norsaadah Mustafa, Ahmad Zahiruddin Yahya

Critical Success Factors of the Islamic Pawn Broking Services 35 in Malaysia – Views From Providers Mohd Rafi Yaacob, Ghazali Ahmad, Mohamed Dahlan Ibrahim, Ahmad Syakir Junoh, Norwatim Abd. Latiff, Noraesyah Saari, Shamsul Khairi Abu Hassan, R. Zarinatun Mohd Abdul Kader,

Norsyeirawani Shari

Performance and Challenges of Cooperatives in Housing 49 Activities in Malaysia Najmah Nawawi, Mohd Nusi Abd Rahman,

Noor Shafeeza Zainuddin, Nur Syazwani Zainul Abidin

Fisheries Cooperatives: A Comparative Study of Sabah Fishery 65 and Fishermen Cooperatives and Hokkaido Federation of Fisheries Cooperatives 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

Amalan Perancangan Strategik dalam Kalangan Koperasi 79di Malaysia Noor Zeeta Mohd. Ramli, Haslinda Sujak, Nurol’ain Mustapha Mohd. Safa’ai Said, Ruzilah Abd. Malek

Modus Operandi Penambahbaikan Instrumen EPSI dan 99Status Penilaian Koperasi Kredit di Malaysia, Terciptanya Instrumen EPSI Versi 2013 Mustapa Kamal Maulut, Mohd Sahandri Gani Hamzah


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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.

1 DrKartikeyan- Social Audit.indd 1 12/16/14 2:16 PM

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BACKGROUND AND LITERATURE REVIEW

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”.


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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.

There are studies on social audit of cooperatives in developed countries. In Italy social cooperatives were studied during the SEBOK study visit in 2006. European and International Research and Development Service for the Social Economy and the Co-operatives are promoting social enterprises and cooperatives. Social Audit Network (SAN) is working for conducting studies and developing social audit tools. Mike Aiken examined the organizational values and cooperatives. Leslie Brown (2001) studied social auditing and community cohesion: The Cooperative way with three cooperative credit unions. The findings are: the credit unions contributed to building their community, the stakeholders are interested in social auditing and demonstrating credibility, accountability and social responsibility, and there is a continuous improvement in social impact. Reports on social audit and accounting by SAN (2000, 2001, 2002, 2004, and 2005) and articles on social enterprises and social auditing (Lisa MacMullan, Teresa Butler, John Pearce 2001 & 2003, Roger Catchpole, Anne Lythgoe’s 2006, Marcelle Holdaway, Alan Kay) revealed the usefulness and importance of social auditing and accounting in voluntary and cooperative organizations. A study by Betty Jane Richmond (2000) examines nonprofit organizations as part of a social economy that also includes cooperatives and mutual benefit organizations. The social economy perspective promotes an emphasis on the social and economic functions of organizations with a social purpose. Exploring the current separation of market and social value, as well as alternative theories of value, this study develops a model of how nonprofits produce social capital. Roger Spear (1998) presented a paper on “Corporate Governance and social reporting for Cooperative Societies” in the CCIJ Special Seminar (http://www.co-op.or.jp/ccij) in Japan, which emphasized the importance of governance, and social reporting in cooperatives.

Traditional financial statements based on generally accepted accounting principles do not integrate social and financial performance measures (Hicks et al, 2007). This makes it difficult for managers (professional managers and Board Members) to plan effectively, to be accountable for the associative qualities of the organization and to show the interpenetration of social and economic dimensions. Lacking the full range of performance information, it is impossible for management to fully assess how a cooperative’s resources are being used to accomplish its goals, and difficult to reward efforts to reach them(Hyndman et al, 2002). In part because of this many organizations now engage in some form of SEAAR, challenging “the conceptual firewalls” dividing the world into social and economic realms (Bornstein, 2007).


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Co-operatives, which claim a “co-operative difference” associated with the values and principles codified by the International Co-operative Alliance, are apt subjects for such initiatives.

Finding ways to implement the co-operative difference and to measure success can help co-operatives embody their principles, be accountable, and position themselves advantageously in the marketplace. Since the public is increasingly discerning about corporate social responsibility, co-operatives which attend to, and report on, the co-operative difference may be uniquely advantaged. Pestoff’s (1999) research on Swedish consumer co-operatives is encouraging, indicating that “… the social dimension of co-operatives helps set them apart … and gives them a competitive advantage”. However, managers, directors, members, and employees often have difficulty describing, operationalizing and measuring their co-operatives’ implementation of co-operative values and principles (Spear, 2000), and these may not inform strategic planning. It is vital that we conceptualise and measure these associational qualities, shedding light on how they can inform the business practices of the co-operative. Note Fairbairn’s (2002) observation: “The apparatus of member education, participation, and feedback … representation… is a source of loyalty and trust, a site for innovation, and a mechanism to enforce close business relations between the members and the co-operative.” The tools of social accounting, auditing and reporting can make a contribution.

The ASMARE cooperative is based in Belo Horizonte in the Minas Gerais Province of Brazil where it has a warehouse/depot which receives waste material from individual collectors (catadores) who are members of the cooperative. The cooperative has helped members with access to social services. It worked with the municipality to provide a crèche for the children of catadores. Alone, it opened a carpentry workshop for the older children of catadores where ASMARE collectors’ carts, furniture and other objects to sell to other clients are made. The cooperative also runs a bar and cultural centre which includes an internet café, a sewing skills workshop and an administrative centre. The cooperative has a wider social impact beyond its membership by influencing municipal Standards for decent work and the environment and thus how others do their work. The Cuban case study also goes with social cohesion in that society: In Cuba, farmers produce for two very definite purposes: for food security of the nation and for their own profit (Mazibuko K, 2008). Bora (1994) and Pathania (1998) studied the impact of certain social variables on the utilization of cooperative services and not on the effect of utilization of cooperative services. On the other hand Arunbiswas and Vijay Mahajan (1997) in their study found that besides economic benefits the Cooperatives enable women build self-confidence and enhance their social status. Subburaj (2001 and 2002) studied the members’ perception on the social impact of dairy cooperative societies in Dindigul and Erode Districts of Tamilnadu. The survey reveals that the dairy cooperative societies are effective instrument of socio economic development by providing


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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.

Since Ethiopian Cooperative Movement is about to cross half century, it is no doubt that the movement has contributed a lot for humanity. Social contribution of Cooperatives therefore, cannot be under-estimated. In this broad context a query on the social contributions and achievements of Cooperatives in countries like Ethiopia is very relevant and it is necessary to assess stakeholders’ perception on the social impact of Cooperatives through social audit. Do stakeholders view Cooperatives as institutions for social betterment or merely as economic institutions where goods and services are availed or vice versa? Do stakeholders realize social benefits of


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Cooperatives? Whether stakeholders derive social benefits of Cooperatives out of their cooperative membership characteristics or not? What do stakeholders suggest to maximize social contributions of Cooperatives? These and other issues require an empirical in-depth investigation. 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.

OBJECTIVES OF THE STUDY

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.

METHODOLOGY, SAMPLING AND DATA ANALYSIS

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.

FINDINGS OF THE STUDY

Profile 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


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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.


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S.No. Sectors Name of the Project Project accomplished

1 Education Primary school (1-4) 13Additional Class room 33Up Grading(1-4) to (1-6) 13Up Grading(1-4) to (1-8) 5Up Grading (1-8) to (1-10) 4Kinder Garden 2

2 Health Health Post 5Occupied Medical Equipment 3Clinic Maintenance 1

3 Water Development Spring Development 764 Bridge Bridge 25 Electricity Bore hole 36 Office For cooperatives 5

7 Milling

Flour Mill 8Coffee Processing 7Dry weather road 3Dry latrine 3Total 186

SOCIAL PROJECTS OF THE UNION

1. Projects Assisted by the Fair Trade

The OCFCU has been operating on various projects’ constructions, to expend economic and social developments by the profit it has been obtaining from sending coffee to foreign countries and selling it on fair trade, its establishment. For the expansions of social developments, many constructions, which have great contributions, been constructed. 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.

Table 1: Social Projects Accomplished from the Fair Trade Premium and the Social Fund

Source: From the Union, 2012


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2. Ongoing ProjectsThe following table depicts a clear picture on the ongoing projects of the union.

Table 2: Ongoing Projects of OCFCU

Project Number Cost (ETB)

School Garden 1 700,000

Coffee Processing Industry 1 10,000,000

Dry Coffee Huller 1 700,000

Total 3 11,400,000

Source: From the Union, 2012

Totally there are three projects under three major categories viz., school garden, coffee processing industry and dry coffee huller, which costs about ETB.11,400,000.

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.

Red Cherry Coffee Washing Industry

A project was submitted to a NGO, found in USA and Red cherry coffee industries which operate with small amount of water were established in Borena Zone, Kercha District, for the Kercha Inshe and Ela Farda Association; likewise Uraga District, for the layo Teraga Association. Based on the general assembly’s decision, required loan for the construction activities was granted and the activities were completed and the associations are operating on the coffee washing industries these four associations had brought washed coffee to us. Likewise, Dogo Bulcha association of the Bule Hora district in Borena Zone got purchase of coffee washing industry and is currently operating with it.

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


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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.

Black Gold Film

A film called black gold made on farmers and a development association, Oromia Coffee Producers’ Cooperative Union. The film shows the price the farmers get for their coffee, the endeavor they make to manage their coffees, the social and economic problems the farmers have, and the operation being made through the union for the farmers’ organizations to into associations for the solutions of their problems. Besides this, it has brought to the attention of world, the un fair trade and oppressions which are the causes of poverty, through comparing the benefits the coffee purchasing, roasting, selling to coffee houses organization get to that of the farmers. Thus film has been seen in many countries. The film’s to cause the film viewers have the interest to buy and consume the Oromia Coffee.

Drinking Water Project

N/Gorbitu coop Drinking water project: Based on the prepared project to enable the Negalle Gorbitu Association members get clean drinking water, one water well was dugged with Br. 159,975, released from the OXFAM Belguims pledge to make assistances.

I/Derartu Associations Drinking water project: Visitors from Ireland had observed the ilil derartu association’s dirinking water problem and they currently had organized an occasion for fund raising hereon. Hence, water project shall start withing a short time.

Homa Association Drinking water project: An organization called “Nesle” had made a survey for sherat school, found in the Homa Association water well digging and we are waiting for their reply.

School project: With financial support obtained from the Kosta Foundation, plan has been made to upgrade the Kilenso Rasa Mid-Secondary School to secondary school level.

Other Projects: The union has a plan for the following new projects to be launched soon. •Keshu Nat project •Farmers support project “GO NGO GO” •Coffee Area tourism


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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.

Stakeholder Survey Results

Stakeholder survey as a social audit tool is employed for the present study to elicit information and assess the perception of the stakeholders on the social performance of the coffee union. Stakeholders for the study are: members, non-members, management committee members and employees of the union. In this section, the results out of stakeholder survey are presented.

a. Members’ Perception on the Social Performance of the Union

At the first stage, the members are surveyed by administering a detailed survey questionnaire. The questionnaire consists of questions on the social performance related to compliance of cooperative principles and values, social projects of the union, benefits out of the social projects. Apart from the questionnaire with a checklist FGDs were conducted to elicit information to supplement the survey results. The results are discussed hereunder.

Table 3: Members’ perception on the Social Performance of the Union

Perception level

Category

High Moderate Low Total

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


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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”.

During the FGD conducted among members, they said:

Our cooperative is a social cooperative, which adopts and adheres to cooperative principles and values in a strict manner…… the social projects implemented are very useful and fulfilling the basic needs (education, health, drinking water, etc) of the people living in the community. The benefits out of these social projects are enjoyed not only by members but also by all in the service area. We have a real and pure cooperative of our own.

The above result shows that the members have a social cooperative of their own and they participate in all activities and they are committed.

b. Non-Members’ Perception on the Social Performance of the Union

At the next stage, the non-members are surveyed by administering a detailed survey questionnaire. The questionnaire consists of questions on the social performance related to social projects implementation by the union, benefits out of the social projects. Apart from the questionnaire with a checklist FGDs were conducted to elicit information to supplement the survey results. The results are discussed hereunder.

Table 4: Non-Members’ Perception on the Social Performance of the Union

Perception level

Category


Social Projects Implementation 81 7 12 100

Benefits out of social projects 83 6 11 100


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


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have business relations with the union through primaries and in the service area they are also benefited out of the social projects.

c. Employees’ Perception on the Social Performance of the Union

Employees are the workers of the cooperative union. As per the declaration of the ICA Congress 1910, workers are “Partners of Progress” in cooperatives. The employees play a vital role in the union. Their involvement is very much needed to achieve the objectives of the union. They responded the questions on commitment and involvement, benefits both pecuniary and non-pecuniary, adherence to principles by the management bodies, their satisfaction on social projects of the union. The results are discussed hereunder.

Table 5: Employees’ Perception on the Social Performance of the Union

Perception level

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.

d. Management Committee’s Perception on the Social Performance of the Union

Management committee members are the representatives of the members of the union. Their commitment and full engagement led to the success of the union in all respects. They responded the questions on commitment and involvement, compliance to the principles and values, objective accomplishment, decisions and achievements, opinion on social projects of the union. The management committee members are


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very much committed and their involvement in union’s activities is appreciable. Their opinion on the objective achievement, decisions and achievements, social projects and implementation and the results out of these projects is quite positive. The management committee consists of 6 members including the general manager and deputy general manager. During the discussion the general manager Ato.Tadesse Meskele (The root and soul of the union) said:

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”.


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REFERENCES

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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.

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Federal Cooperative Agency.(2008). Cooperatives social development in Ethiopia. (Unpublished thesis). Federal Cooperative Agency, Addis Ababa.

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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.

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Krishnaswami O.R. (1985). Fundamentals of cooperation. New Delhi: S. Chand & Co. Ltd.

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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.

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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


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FACTORS CONTRIBUTING TO THE SUCCESS AND EXCELLENCE OF CREDIT COOPERATIVES IN MALAYSIA,

SPECIAL FINDING ON ISLAMIC FINANCING PRODUCT

Mustapa Kamal Maulut

Ukhwah Malaysia Cooperative Berhad

Norsaadah Mustafa

Institute of Al-Quran Tijarah, Malaysia

Ahmad Zahiruddin Yahya

MKM Global Holdings Sdn Bhd

ABSTRACT

The purpose of this research is to identify the examplary entrepreneurial attitudes which characterizes board members of an excellent credit cooperatives in Malaysia, with a view to act as role model for other cooperatives, against the backdrop of numerous hurdles it has been encountering including certain government policies as well as external competitions. This study is carried out based on a survey questionnaire method using several instruments that are adapted from the “Entrepreneurs Perception of Success Inventory” (EPSI). Out of the 588 registered credit cooperatives, there are only 35 cooperatives, which are listed among the best 100 cooperatives by the Cooperative Commission of Malaysia, representing a total population of 350 credit cooperative board members. The variables tested in this study are; 1) The dependent variable represented by the phenomenon factors of credit cooperatives success and 2) The independent variables, that are represented by nine dimensions, are goal setting, personality, knowledge, motivation and Islamic financing. The data were analyzed using SPSS version 21. Tests were conducted prior to factor analysis and the seven variables tested by correlation analysis showed significant results. From the results obtained, regression model can be built and the most dominant variable that contributes to the success of credit cooperatives is setting clear goals and the value of relationship strength of the tested variants is 25%.

Keywords: 35 excellent credit cooperatives; Entrepreneurs’ Perception of Success Inventory (EPSI); goal setting, personality; knowledge; motivation and Islamic financing.

2 DSMK Maulut- Success factorl.indd 17 12/16/14 2:17 PM

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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. According to Malaysian Cooperative Commission (2012) in Table 1, the total number of registered cooperatives in Malaysia is 10,087. With 1.7 million members, credit cooperatives have the most number of members, and it even surpassed that of Bank Rakyat membership count. School cooperatives are excluded since its members are derived automatically from the secondary schools’ students. Eventhough credit cooperatives have the most number of members but they are only represented by 558 registered credit cooperatives out of the total number of registered cooperatives in Malaysia (10,087). From the total credit cooperatives (558), the category of big size credit cooperative have more than 1.2 million memberships (Table 2), that is 70.6%. Meanwhile, a source from the Public service commission of Malaysia (JPA) (2012) indicated that more than 1.2 millions government servants are using the service of credit cooperatives to get their personal loans.

Table 1: General statistics on cooperatives according to its function on 31 December 2012

No Function No. of Coop Membership 1 Banking 2 1,008,6312 Credit 588 1,736,0783 Agriculture – Adult 2,142 448,0214 Agriculture – School 6 4035 Housing 159 128,0766 Industry 201 17,0447 Consumer – Adult 2,172 573,0298 Consumer – School 2,244 2,125,3799 Development 163 123,96010 Transportation 435 147,47911 Service 1,975 720,615

Total 10,087 7,028,715Source: Malaysian Cooperative Commission 2012


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Table 2: General statistics on credit cooperatives according to the cluster on 31 December 2012

Cluster No. of Coop No. of Membership

BIG 56 1,174,413

MEDIUM 85 344,794

SMALL 124 141,075

MICRO 323 75,796

Total 588 1,736,078

Source: Malaysian Cooperative Commission 2012

PROBLEM STATEMENT FROM COOPERATIVE CREDIT

There are three issues which continue to be the obstacles for the progress of credit cooperatives in Malaysia; Firstly, the policy issues from the Cooperative Commission of Malaysia (CCM); secondly, competition from non-cooperative institution and thirdly, compliance with the instructions of the Central Bank of Malaysia. The biggest tragedy that had befallen the Malaysian Credit Cooperative was the suspension of the activities of 8 credit cooperatives by the Cooperatives Commission of Malaysia (CCM) in 2010. The activities that were prohibited to be carried out by definition of Models 3 through GP6 or GP7 circular issued by the CMC (11 November 2010). The situation worsened when CCM intentionally allowed only one new credit cooperative credit activities to be carried out using Model 3, causing great loss to the suspended credit cooperatives as a result of its membership transfer to the new cooperative and consequently not being able to generate any new revenue.

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:


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The Ratio of Debt Repayment (DSR) =All Loan Repayment

Net income after Statutory Deduction

As a result this latest directive from Central Bank of Malaysia, the potential client based would be significantly reduced as a short payback period resulting in high monthly installments would be beyond the capacity of the majority of its targeted customers and consequently the credit cooperative business would be adversely affected.

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.


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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.

Diagram 1: Research Framework

Source: Yurkiewicz (1996), Sun (2003), Valdez (2009) dan Zahiruddin (2011)

RESEARCH HIGHLIGHTS

The study of entrepreneurial and cooperative success in Malaysia

Jamilah (2011) has made a study on the level of members participation in cooperative economic activities in Malaysia. The study only focused on consumer cooperatives,

KNOWLEDGE • Planning • Leadership • Management

PERSONALITY • Action-oriented • Condition-oriented

SUCCESS COOPERATIVE

CREDIT

ISLAMIC FINANCING (Islamic Product Loan)

MOTIVATION

GOAL-ORIENTED

• Difficulty• Clarity


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farming, housing, industry, transport and services. Credit cooperatives, banking cooperative and schools cooperative were not included in the sampling process. Zahiruddin (2011) has made a study immersing the factors that influence the success of entrepreneurs engaged in the manufacturing sector in Malaysia. This study contributes to giving constructive and meaningful views and ideas to entrepreneurs to enhance their businesses, which in turn would contribute to the nation’s economy. The dependent variables studied are successful entrepreneurs, while the predictor variables in the study are goal setting, personality, knowledge and motivation.

The dependent variable is a reference adapted from “Entrepreneurs’ Perception of Success Inventory” (EPSI) by (Paige, 1999) to measure the success of entrepreneurs. EPSI instruments confirm all respondents are successful entrepreneurs and were chosen from among the members of the top 100 co-operatives for the year 2012 .

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.”

By creating an additional independent variable, it is considered as a contribution to Islamic finance knowledge. All the objectives are described by creating research questions and building null hyphotheses. In this study, hypotheses are tested by using the software “Statistical Package for Social Sciences (SPSS)” version 21.0, which will ultimately contribute to the success of credit cooperatives in Malaysia.


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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.

ii. Research population

For this study, population was highlighted from credit cooperatives of all registered cooperatives as shown in Table 1. However, samples taken are all members of the board of credit cooperative which have been categorized in the index of 100 best of 2012, where the number of Board members of each cooperative are usually nine person, including the Manager. This personin this position is usually someone who is conversant with every operational aspect the credit activities and always participates in meetings with Board members in matters relating to credit activities. A total of 35 credit cooperatives managed to be listed amongst the top 100 cooperatives in Malaysia in 2012 as shown in Table 3 below:


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Table 3: Number of Selected Credit Cooperatives Among 100 Best Cooperative in Malaysia According to the State in 2012

State TotalKedah 1Kuala Lumpur 17Melaka 1NS NilPahang 1State Total

Pulau Pinang 3Perak 2Kelantan 2Sabah 1Sarawak 1Selangor 1Terengganu 1Johor 3Total 35

iii. Test on the content validity of the research instrument

This study used questionnaires to obtain information as a primary channel. The original questionnaire was developed by Yurkiewicz (1996), Sun (2003), Valdez (2009) and Zahiruddin (2011) in Malay Language. Kamisan (2004) has developed question survey variables for Islamic financing in English and has been changed the language to Malay Language and has been reviewed by two senior lecturers in language from the local universities. Then, the questionnaires were given to five specialist officers from the Malaysian Cooperative Commission, Co-operative College of Malaysia and the Angkatan Kebangsaan Koperasi Malaysia (ANGKASA). There were items from the original question which were not consistent with the Cooperative Societies Act of Malaysia 1993 was dropped. The suitability and accuracy of the overall mean of items to measure the study variables according to expert assessment is between 4.35 to 4.72 as shown in Table 4, above the average on a scale of 1 to 5. The 1 to 5 scales were used and described as; 1 is very weak, 2 is weak, 3 is moderate, 4 is good while 5 is described as best. This measurement was as referred to Sahandri (2013). Thus it can be concluded that the items in the questionnaire of this study is valid in terms of content, appropriateness and accuracy of the study.


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Table 4: Validity Evaluation by Five Specialist Officers on the Variables Tested

Research Variables

Evaluator MinAverage

MinSpecialist 1

Specialist 2

Specialist 3

Specialist 4

Specialist 5

Phenomenon of Cooperative Success 4.5 4.75 4.75 4.5 4.75 4.65

Goal-Setting Difficulty 4.25 4.25 4.75 4.5 4.25 4.4

Goal-Setting Clarity 4.6 4.8 4.6 4.6 5 4.72Action-Oriented Personality 4.75 4.75 4.5 4.25 4.5 4.55

Condition-Oriented Personality 4.5 4.75 4.25 5 4.25 4.55

Planning Knowledge 4.5 4.5 3.875 4.625 4.25 4.35Leadership Knowledge 4.4 4.6 4.2 4.2 4.8 4.44

Management Knowledge 4.7 4.5 4.3 4.7 4.6 4.56

Motivation 4.6 4.4 4.4 4.6 5 4.6Islamic Products 4.75 4.5 4.0 5 4.5 4.55

iv. Factor analysis test

Factor analysis was done to obtain the reliability of research tools, SPSS will produce outputs that are measured by several indicators to measure Kaise - Meyer - Olkin (KMO), Barlett’s Test of Sphericity, the Eigen values, percentage of variance explained, the loading factor, and the number of items representing the factor. Measurement values are as follows:

a. Loading factor must be no less significant than 0.3 on the respondent in excess of 200, but if the respondent is less than 200, then the value must not be less than loading factor of 0.4 (Meyer et al, 2006). Items that have a loading factor of less than 0.4, is considered to have crossloading and will not be maintained in this study.

b. KMO value should be 0.6 < KMO < 0.90 (Hair et all, 1998, Meyer et al, 2006). The values of 0.5 and below will not pass the requirements for factor analysis of variance.

c. The value of Barlett’s Test of Sphericity, p < .05, (Hair et al, 1998, Meyer et al, 2006) show the variables are independent and pass a screening factor analysis.


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d. Eigen value greater than 1 is significant for conditions beyond factor analysis, (Hair et al, 1998, Meyer et al, 2006).

e. The percentage of variance explained should be around 60% of the total variance (Meyer et al, 2006).

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.

Table 5: Factor Analysis to the Variables

Eigen Value KMO Sphericity

BartlettSignificant

P%

Varian1 Phenomenon of

Cooperative Success 1.978 0.684 116.09 0.000 49.447

2 Goal-Setting Difficulty 2.046 0.656 140.216 0.000 51.1493 Goal-Setting Clarity 3.473 0.787 755.9 0.000 61.4524 Action-Oriented

Personality 2.702 0.671 499.852 0.000 67.547

5 Condition-Oriented Personality 3.118 0.722 619.583 0.000 77.943

6 Planning Knowledge 3.739 0.814 592.505 0.000 53.4207 Leadership Knowledge 3.281 0.841 482.208 0.000 65.6258 Management Knowledge 5.507 0.830 1415.399 0.000 55.079 Motivation 2.833 0.739 334.269 0.000 56.65710 Islamic Loan Products 2.223 0.690 192.177 0.000 53.565

FINDING AND ANALYSIS

i. t-test Based on SPSS t-test (Table 6), the phenomenon of credit cooperatives

success shows that there is a difference between credit cooperatives which are doing business other than the credit activity and those who just depend on credit activity, or in other words the success of cooperatives credit in this study are influenced by the cooperative which conduct business activities other than credit, this is in line with frequency analysis (Table 7), that of the 190 respondents in the Cooperative Board Members questionnaires, they give an opinion that the cooperatives profit category below 25% revenue from other businesses was 45.3% of the respondents, the remaining 54.7% (majority) of the respondents felt cooperative gains more than 25% of the total profit cooperative business contributed by other businesses (Table 8).


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Table 6: T-test Result for the Phenomenon of Credit Cooperatives Success Between Credit Cooperatives and Businesses Other Than Credit Activity

External Capital N Min Standard

Deviation t -Value Sig.

Cooperative success

Yes 148 1.22 .416 1.848 .000

No 42 6.228 .5448

Table 7: Type of Side Business Done by Credit Cooperatives

Frequency Percent Valid Percent Cumulative PercentPetrol Station 21 11.1 11.1 11.1Grocery Store 1 0.5 0.5 11.6Ar RahnuContractor

331

17.40.5

17.40.5

28.929.5

SupplierPlantationPropertyInvestment / StockTabung khairat hutangTourismNot applicable

111050410742

5.85.326.32.15.33.72.1

5.85.326.32.15.33.72.1

35.340.566.868.974.277.9100.0

Total 190 100.0 100.0

Table 8: Percent of the Total Profit Cooperative Business Contributed by Other Businesses

Frequency Percent Valid Percent Cumulative PercentBelow 25% 86 45.3 45.3 45.3Between 26%- 50%Between 50%- 75% Between 75%-100%

621230

32.66.3

15.8

32.66.315.8

77.984.2100.0

Total 190 100.0 100.0

ii. Pearson Correlation Test Summary of Pearson correlation test for independent variables showed that

seven predictor variables are having a significant relationship to the phenomenon of cooperative success (Table 9). Thus, the null hepotisis is successfully rejected; the variables are goal setting clarity, condition-oriented personality, planning knowledge, leadership knowledge, management knowledge, motivation and Islamic financing. Meanwhile, the other two variables have no significant relation to the success of credit


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cooperatives. There are goal setting difficulty and action-oriented personality. Thus, the null hyphotheses is failed to be rejected.

Table 9: Correlation Between Success (Dependent Variables) and Independent Variables

Dimensions Pearson Correlation Sig. (1- tailed)1. Goal Setting Clarity .500 .0002. Condition-Oriented Personality .302 .0003. Planning Knowledge .282 .0004. Leadership Knowledge .323 .0005. Management Knowledge .321 .0006. Motivation .139 .0287. Islamic Financing .183 .0068. Goal Setting- Difficulty -.065 .1889. Action-Oriented Personality .112 .061

iii. Double Regression Multiple regression analysis (stepwise) was used to determine the most

dominant variables and compose a regression model for this study. The variable is a better predictor if it has a standard beta coefficient higher than standard beta values of other variables. Any independent variables that does not contributed significantly to the confidence level of p <0.05 will be removed from the regression model. Table 10 shows the multiple R models Summaryc is 25.0% of the total variance in this study. Table 11 and Table 12 provides the output that shows two stepwise regression models developed from this regression was significant. Thus, with both models can form the following equation:

Success = o + β 1 β Goal Setting Clarity + β 2 Goal Setting Difficulty + e

Success = 4763 +0347 Clarity Goal Setting - Goal Setting Difficulty 0.111 + e

β Where o is the cross coefficient and e is the error.

From the above regression equation it can be concluded that when one unit, ie goal clarity setting, was added, it would increase the success by 0.347 units. On the other hand, if a unit, ie goals difficulty, was added, it would cause a drop in the success by 0.111 units. Thus it can be concluded that in order to allow credit cooperatives be more successful, then a clear business objectives must be presented to all employees of the cooperative and any goal that is difficult to achieve is to be reduced . This summary also shows that the most dominating independent variable to the phenomenon of success of credit cooperatives in this study is the setting of clear objectives, namely (R square value) is to be 25.0% of the total variance in this study.


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Table 10: Model Summaryc

Model R R Square AdjustedR Square

Std. Error of the

EstimateDurbin-Watson

1 .500a .250 .246 .4263

1.2532 .524b .275 .267 .4202

a. Predictors: (Constant), Mean Scores Clarityb. Predictors: (Constant), Mean Scores Clarity, Mean Scores Goal Setting Difficultyc. Dependent Variable: Mean Scores Measure Success

Table 11: ANOVAa

Model Sum of Squares df Mean Square F Sig.1 Regression 11.368 1 11.368 62.553 .000b

Residual 34.167 188 .182

Total 45.536 189

2 Regression 12.511 2 6.256 35.422 .000c

Residual 33.025 187 .177Total 45.536 189

a. Dependent Variable: Mean Scores Measure Successb. Predictors: (Constant), Mean Scores Clarityc. Predictors: (Constant), Mean Scores Clarity, Mean Scores Goal-Setting Difficulty

Table 12: Coefficientsa

ModelUnstandardized

CoefficientsStandardized Coefficients t Sig.

Collinearity Statistics

Beta Std. Error Beta Tolerance VIF1 (Constant) 4.314 .245 17.586 .000

Mean Scores Clarity .328 .041 .500 7.909 .000 1.000 1.000

2 (Constant) 4.763 .300 15.902 .000Mean Scores Clarity .347 .042 .529 8.353 .000 .967 1.034

Mean Scores Goal-Setting Difficulty

-.111 .044 -.161 -2.544 .012 .967 1.034

a. Dependent Variable: Mean Scores Measure Success


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DISCUSSION AND RECOMMENDATIONS

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.

ii. The potential of Islamic financial products.

This study has proven that the contribution of knowledge is evidenced by a significant relationship between the Islamic financing and the phenomenon of success of the credit cooperatives. Tan Sri Muhyiddin Yassin, the Deputy Prime Minister (2013) stated that Malaysia continues to be one of the leading Islamic financial market in the world with continued growth of the Islamic financial sector on three key areas of expertise, sharia and corporate governance practices and legal framework and regulations.

The finding for Islamic financing product to be a significant predictor having a relationship to the phenomenon of credit cooperative success is very interesting and encouraging, it is inaccordance with the theory of Emanuel (2009) that credit cooperative activities must adapt its business with Malaysian cultural values and very important facts that Malaysia has a majority of Muslim population. Thus, microfinance products shall conform to the religion of Islam, where Muslims and Malaysians are more likely to subscribe to Islamic financial products over conventional products.

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).

Moreover, according to the Malaysian Federal Constitution Article 11(1963) states that Malaysians are entitled to choose their religious practices, although


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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.


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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.


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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.


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CRITICAL SUCCESS FACTORS OF THE ISLAMIC PAWN BROKING SERVICES IN MALAYSIA – VIEWS FROM

PROVIDERS

Mohd Rafi Yaacob1

Ghazali Ahmad1

Mohamed Dahlan Ibrahim1

Ahmad Syakir Junoh1

1Faculty of Entrepreneurship and Business Universiti Malaysia Kelantan

Norwatim Abd. Latiff2

Noraesyah Saari2

Shamsul Khairi Abu Hassan2

R. Zarinatun Mohd Abdul Kader2

Norsyeirawani Shari2

2Cooperative College of Malaysia

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)

3 Prof Rafi- Islamic PawnBroking.indd 35 12/16/14 2:18 PM

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INTRODUCTION

Islamic pawn broking (Ar-Rahnu) is beginning to be recognized by small and medium-scale traders and entrepreneurs as a source of quick and convenient micro-credit. One could obtain a loan from this service provider by using his/her gold in any form as security. Up until 2011, there were 354 Ar-Rahnu outlets in the whole country, they were owned by various agencies such as Muassasah Gadaian Islam Terengganu, Permodalan Kelantan Berhad, YaPEIM, Bank Rakyat, Agrobank and cooperatives. Although Muassasah Gadaian Islam Terengganu was the first to introduce Ar-Rahnu service, Bank Rakyat (the biggest and the most successful cooperative in Malaysia) hitherto operates the most number of outlets -127. State-wise, Selangor has the most number of Ar-Rahnu outlets (50) in 2010. Historically Ar-Rahnu was first started by Muassasah Gadaian Islam Terengganu on 23 January 1992; and later by YaPEIM together with Bank Negara through Bank Rakyat on 27 October 1993. Soon, Ar-Rahnu will have successfully reduce the popularity of the conventional pawn shops. 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).


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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.

Pawn Broking System

In Malaysia, pawn broking is one of the sources of micro-credit that is getting popular among the poor, as well as those in the middle class for the ease with which one could obtain fund. Because of the difficulty in getting loans from banks and often financial institutions, pawn shops provide the needed funds, whether for household expenses or in times of emergencies (Abdul Ghafar and Nur Azura, 2005). In the 1970s due to Islamic movements, the Muslims in Malaysia underwent to Islamicunderwent a lifestyle including the way they deal with their financial needs. They began to look for syariah-compliant financial institutions to obtain non-interest bearing loans and other financial instruments. They used to patronise the conventional lending institutions to finance wedding receptions, home and vehicle purchases, education and


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investment. This situation notwithstanding, the Islamic micro-finance scheme is said to be contributing to the improvement in the standard of living of the people (Seibel, 2008). According to Muhamad Ubaidullah (2008), the ability to understand religious obligations and the culture of the Muslim society has enabled micro-credit institutions to attract more than a billion Muslims. Apart from this, the products offered must suit the targeted markets and be syariah-compliant in order to attract more Muslims (Karim, Terrazzi and Reille, 2008). The Ar-Rahnu (Islamic pawnbroking system) and non-interest banking system grew rapidly with demand.

The introduction of the Ar-Rahnu system of pawn broking provides an alternative to conventional pawn shops as source of credit. These organisations run the Ar- Rahnu scheme under Section 46, Act 81 – Pawn broking Act of 1972, which exempts the following organisations from its provision:• A bank licensed to carry out banking activities in Malaysia• Bank Pertanian Malaysia established under the Bank Pertanian Malaysia Act,

1969• A cooperative registered under any written cooperative act in Malaysia

The Ar-Rahnu Concept

Although there are similarities in modus operandi between conventional pawn broking and Ar-Rahnu, there are also significant differences between the two because the latter is based on a clear-cut Islamic concept. There are four main principles in the Ar-Rahnu concept that are not present in conventional pawn broking. First, Ar-Rahnu involves spoken expression of intent (ijab and kabul). Second, the lending and borrowing is based on Al-Qardh (non-interest loan). Third, it involves Al-Wadiah Yad Dhammanah (safekeeping of valuable articles with guarantee), and fourth, the elements of safekeeping and security that g ives rise to al-ujrah (fee).

Transaction in Islamic Pawn Broking

A person coming to borrow money from an institution carrying out this scheme has only to bring an article that would be used by the lender as a security on the said loan. The amount of loan is based on a percentage of the value of the article (marhun), which is invariably gold jewellery. Normally, the loan amounts to 50-70 per cent of the market value of the article. The borrowers are charged only safekeeping fee (al-ujrah) upon the safekeeping of the articles which is based on Al-Wadiah Yad Dhamanah, meaning that the holder of the pawned article gives an assurance that the article would be kept safely. The amount of the safekeeping fee is based on the value of the gold article, not on the amount of the loan. The gold jewellery is used as a security for the money lent because it is readily saleable, can be auctioned off in case a borrower is unable to pay back the amount owed. In addition, the purity of gold could be determined easily and the risk of under or over-valuation could be


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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).

Sampling Framework and Sampling Procedure

The sample selection began with the initial clustering of the Ar-Rahnu organisations and cooperatives into seven (7) groups as follows (Table 1):

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


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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.

FINDINGS AND DISCUSSION

Critical Success Factors (CSF)

Cluster 1 has deemed that their CSFs are customer trust, competitive safekeeping fees, competency of staff, location and system. Customer trust, being the top in the list of CSF, is paramount in sustaining the loyalty of the present customers and


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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.


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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. Business location is important in the context of accessibility to customers. For this reason, an Ar-Rahnu outlet in Kelantan opened near a commercial centre and a market; Agrobank set up its outlets near active agricultural areas; while Bank Rakyat and YaPEIM operate Ar-Rahnu outlets in large cities and small towns with their target market comprising micro and small traders, housewives and civil servants.

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.


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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 microcredit 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.

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PERFORMANCE OF AR-RAHNU PROVIDERS

(SIMILARITIES AND DIFFERENCES )

Profile

Operation

Type of Gold,

pawning conditions and

charges

Internal Control and Security

Business Structure of Ar-Rahnu Service

Table 1: Number of Ar-Rahnu Outlets by Organisation, 31 December 2007

No. Ar-Rahnu Provider Number

1. Muassasah Gadaian Islam Terengganu 8

2. Permodalan Kelantan Berhad 11

3. Koperasi YaPEIM branches 30

4. Bank Rakyat Ar-Rahnu branches 77

5. Agrobank A-Rahnu branches 56

6. Cooperative Ar-Rahnu with own models 15

7. Ar-Rahnu X’change Bank Rakyat franchisee cooperatives 2

Total 199

Figure 1: Framework of the Study


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Table 2: Sampling Procedure by Cluster

Cluster Ar-Rahnu Provider Population Sampel

Size (%) Sampling Technique Justification

1.

i. Muassasah Gadaian Islam Terengganu

8 4(U-2/R-2) 50.0

Census

· ‘State based’· Small number· Similarmodus

operandiii. Permodalan Kelantan Berhad

11 6(U-2/R-4) 50.0

2. Koperasi YaPEIM 30 15

(U-4/R-11) 50.0 SRS

· Numerous· Similar

modus operandi

3. i. Bank Rakyatii. Agro Bank

77

56

40(U-26/R-14)

28(U-14/R-14)

52.0

50.0

SRS

· Numerous· Similar

modus operandi

4.Cooperatives with own models

15 15(U-12/R-3) 100.0 Census

· Small number· Different

SOP

5. Cooperative franchisees 2 2

(U-1/R-1) 100.0 Census · Small number· Franchise

Total 199 110(U-64/R-55) 55.3

Note: SRS – Stratified Random Sampling; U – Urban; R – Rural

Table 3: Structure of Survey Questionnaire by Section

Section Description

A Profil of Ar-Rahnu outlet

B

Operationi. Capital and financing ii. Daily operation iii. Workforceiv. Promotionv. Database

C Types of gold, pawn contract condictions and charges to borrowers

D Internal control and securityE Revenue and expenditure

F

Other items i. Customers’ trust ii. Competitive advantage iii. Critical succes factorsiv. Important issues for future Ar-Rahnu

G Performance of Ar-Rahnu outlets in the last three years


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Table 4: Targeted and Actual Sample Size

Bil. Service Provider Targeted Sample Size

Sample Obtained

Success Rate (%)

1. MAIDAM 4 3 75.02. PKB 6 6 100.03. YaPEIM 15 15 100.04. Bank Rakyat 40 40 100.05. Franchisee 2 2 100.06. Agrobank 28 28 100.0

7. Cooperative with its own model* 15 15 100.0

Total 110 109 99.0

Table 5: Ar-Rahnu Outlets by Cluster, Organisation and Number

Cluster Ar-Rahnu Provider Number of outlets

1 YaPEIM 15Bank Rakyat 40Agrobank 28

2 MAIDAM 3PKB 6

3 Cooperative with own model 15 primary cooperatives Franchise cooperative 2 primary cooperatives

Table 6: Critical Success Factors

Item Cluster 1 Cluster 2 Cluster 3 All Clusters

i. Revolving capital

(35.0%) 7 (87.5%) 1 (82.4%) 2 (46.7%) 6

ii. SOP (30.0%) 10 (25.0%) 5 (23.5%) 10 (28.6%) 10

iii. System (47.5%) 5 (50.0%) 3 (64.7%) 4 (50.5%) 4

iv. Insurance (33.8%) 8 (50.0%) 3 (35.3%) 9 (35.2%) 8

v. Staff competency

(67.5%) 3 (37.5%) 4 (88.2%) 1 (68.6%) 3

vi. Having more than one branch

(26.3%) 11 (37.5%) 4 (5.9%) 11 (23.8%) 12

vii. Business location

(50.0%) 4 (37.5%) 4 (52.9%) 6 (49.5%) 5

viii. Internal control

(32.5%) 9 (12.5%) 6 (47.1%) 7 (33.3%) 9


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Item Cluster 1 Cluster 2 Cluster 3 All Clusters

ix. Security (38.8%) 6 (50.0%) 3 (35.3%) 9 (39.0%) 7

x. Well-organised premise

(23.8%) 12 (12.5%) 6 (35.3%) 9 (24.8%) 11

xi. Customer trust

(88.8%) 1 (62.5%) 2 (70.6%) 3 (83.8%) 1

xii. Full support from Board Members

(3.8%) 14 (12.5%) 6 (41.2%) 8 (10.5%) 14

xiii. Evaluation of pawned items (marhun)

(18.8%) 13 (25.0%) 5 (23.5%) 10 (20.0%) 13

xiv. Competitive rates of safekeeping fee

(77.5%) 2 (50.0%) 3 (58.8%) 5 (72.4%) 2

Table 6: cont.


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PERFORMANCE AND CHALLENGES OF COOPERATIVES IN HOUSING ACTIVITIES IN MALAYSIA

Najmah Nawawi

Cooperative College of Malaysia

ABSTRACT

Housing development is a high cost investment that influences the performance of a cooperative. It is noted however, that Malaysia’s cooperatives do not venture into housing development that much in spite of the fact that their main vision and mission include providing members with houses at affordable prices. Consequently, this study seeks to evaluate the performance of cooperatives involved in housing projects and identify the challenges faced by those keen to venture into this business. Data were obtained from interviews and survey questionnaire with board members of cooperatives that are involved in housing development. The results show that there is still a dearth of cooperatives venturing into the housing sector in the country, and that those currently involved in the business are facing myriad of challenges. These challenges are with respect to planning and implementation, funding and management or administration associated with housing development. It is proposed that further research be carried out with an objective to establish a guideline for cooperatives going into housing development and identify what the government can do to help achieve the National Cooperative Policy.

Keywords: Housing cooperatives, performance, challenges

INTRODUCTION

Housing is an important component of the country’s national economic development and currently, it is the the policy of the government to provide sufficient houses for its citizens. Apart from the role played by the government and the private sector in providing houses, the involvement of cooperatives in housing development constitutes an important effort towards making the National Housing Policy (NHP) a success. Shortage in housing still exists even for those who have families; the funds allocated for housing by both the government and private sector are still not sufficient and many houses are beyond the means of people (NHP, 2011).

4 Najmah- Housing Coop in Malaysia.indd 49 12/16/14 2:20 PM

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According to the Economic Report of the Ministry of Finance 2010/2011, the construction sector is expected to contribute 4.9 percent of the Gross Domestic Product (GDP) in 2010 (NHP, 2011). In this context, the government strives to ensure the supply of quality housing in good locations and conducive living environment. This is in line with the Fourth Strategy of the 10th Malaysia Plan which is cognizant that the country’s population is expected to increase to 31.8 million by the year 2020, thereby increasing demand for houses.

The National Cooperative Policy 2011-2020 acknowledges that the cooperative movement is the third most important sector of the country’s economy (DKN, 2010). This policy is two-pronged: to provide for the needs of its people and to help cooperatives generate revenue. A study by Din et. al, (2011) shows that housing development is perceived to be an important economic activity that is capable of generating revenue for most cooperatives. A housing contractor stands to make a profit of up to one-third of the building cost (Kontraktor Cyber, 2011), or up to 50 percent profit on selling price (Sinar harian, 2013).

However, feedback from unsuccessful housing cooperatives, claimed that most cooperatives do not have the confidence to venture into housing development because they lack the necessary knowledge and skills, dare not take risk and lack funds. In view of the above, this study seeks to do the following:1. Examine the performance of cooperatives involved in housing development. 2. Identify the challenges faced by these cooperatives.

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


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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.

In Malaysia, the involvement of cooperatives in housing began to be noticeable after the end of the Second World War (Rahim et. al., 2005). The government has been incorporating efforts to make housing development a priority throughout the various five-year development plans, from the First Malaysia Plan to the 10th Malaysia Plan. However, there is no allocation for housing development under cooperatives in the 10th Malaysia Plan (Tenth Malaysia Plan, 2011). Thus, this study provides the respective authorities with evidence of the significant role played by cooperatives in supporting the aspiration of the government today. Therefore, those cooperatives that are keen to venture into the housing sector in a big way need to know the success factors associated with the industry and be able to overcome various challenges inherent in the sector.


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RESEARCH METHODOLOGY

Data on respondents were obtained from the Malaysia Co-operative Societies Commission (MCSC) databases. The respondents were made up of representatives from 134 cooperatives comprising both housing and non-housing cooperatives, but were involved in housing-related activities. These cooperatives were registered prior to 2008 and had been operating for at least five years. The respondents comprised cooperative board members; chairmen, secretaries, treasurers and individual board members especially appointed to monitor housing development projects. Data on the performance of the cooperatives and challenges to the success of the housing activities were obtained through questionnaire survey, examination of various reports of the MCSC, annual reports of cooperatives and interviews with representatives from several successful housing cooperatives, cooperatives involved in rehabilitating abondaned housing projects, unsuccessful cooperatives, and cooperatives that had just started housing projects for the first time. Figure 1 shows the flowchart of the methodology framework adopted in the study. It can be seen that there are three sources of data, namely, questionnaire survey, face-to-face and telephone interviews, and cooperative booklets as well as other reports on the performance of cooperatives.

RESULTS AND DISCUSSIONS

Results from Secondary Data

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 DATA COLLECTION TECHNIQUE

SELECTION OF SAMPLE

RESULTS

ANALYSIS

COLLECTION OF DATA

DESIGNING SURVEY QUESTIONNAIRE ANALYTICAL

TECHNIQUE DESIGNING INTERVIEW

FORMAT

DATA SOURCES

Function & Activities of Cooperatives

Koperasi

Conclusion and Recommendations

DATA ANALYSIS Figures, Tables, Graphs

QUANTITATIVE • Survey Questionnaire • Annual Reports of

Cooperatives

PRELIMINARY ANALYSIS

QUALITATIVE • Interviews • MCSC’s reports

on cooperative performance

Figure 1: Methodology Framework


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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).

Table 1: Financial Ratios of Housing Cooperatives and All Cooperatives: 2009-2010

Year

Ratio

Current Debt-Equity

Gross Profit

Net Profit

Return on Aset (ROA)

Return on Equity

(ROE)

Net Tangible

Asset

Housing Cooperatives

2010 4.42 24.42 38.00 20.07 2.96 6.81 3.51

2009 5.52 5.00 86.27 -34.21 3.00 2.00 2.20

All Cooperatives

2010 2.45 21.84 45.65 14.93 5.33 12.66 6.69

2009 8.38 6.44 54.20 12.13 2.53 16.68 2.86

* Source: Malaysia Co-operative Societies Commission (MCSC)

Table 2 shows the distribution of cooperatives according to size of membership, earning and profit in year 2011 by function. Although listed in the table, banking cooperatives were not considered in the ranking excercise because of the wide range of performance between individual cooperatives in this group. The overall performance of the housing cooperatives is fairly good, being placed third in average profit and fifth in average earning. Size of membership does not influence overall performance as evident by the fact that the housing cooperatives with a total membership of 147,633 performed better than plantation cooperatives (416,200 members) and consumer cooperatives (539,818 members).


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Table 2: Ranking of Performance of Cooperatives by Function (2011)

Function Number of Cooperatives

Number of Members

Average (Million RM)

Earning Profitb

1. Bankinga 2 986,273 2,591.21 768.36

2. Credit/ Financial 589 1,913,384 460.01 (1)c 0.46

4. Housing 134 147,633 0.50 (5) 0.22

5. Plantation 1,796 416,200 0.37 (6) 0.09

Function Number of Cooperatives

Number of Members

Average (Million RM)

Earning Profitb

7. Transportation 418 137,899 1.33 (3) 0.05

8. Industrial 162 13,349 0.18 (8) 0.02

9. Consumer 1,920 539,818 0.31 (7) 0.02

Total 6,856 4,893,052a Excluded in the rankingb Sorted in descending order of average profitc Number in () indicates the ranking of earnings

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).

* Source: Malaysia Co-operative Societies Commission(MCSC)Figure 2: Average Profit of Housing Cooperatives: 2007-2011


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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.

Table 3: Performance of Housing Cooperatives by State, 2011

No. StateNumber

of Coops

Number of Members

Total Share Capital Total Asset Total

Earnings* Profit/Loss

1. Pulau Pinang

10 9,078 27,139,253 247,095,310 33,595,310 18,970,304

2. Wilayah Persekutuan

25 103,550 96,375,805 274,934,748 16,708,148 7,910,079

3. Selangor 24 6,815 27,417,319 94,491,552 6,068,649 1,048,067

4. Sabah 1 673 1,233,171 43,803,782 3,351,240 10,471

5. Perak 15 8,621 8,010,844 20,858,332 1,982,676 585,296

6. Johor 6 4,574 5,012,175 19,495,304 1,552,939 272,001

7. Pahang 6 2,510 3,447,992 6,110,000 816,264 267,398

8. Negeri Sembilan

5 2,633 1,992,155 12,532,513 728,039 (161,386)

9. Kelantan 11 519 420,285 3,594,856 700,750 36,895

10. Melaka 8 3,962 1,274,391 12,107,885 663,322 54,945

11. Sarawak 5 3,352 1,740,657 16,967,349 327,019 (6,809)

12. Terengganu 13 736 363,220 1,147,336 205,864 (39,328)

13. Kedah 4 354 122,038 1,611,584 35,898 15,091

14. Perlis 1 256 527,680 91,447 568 (21,192)

Total 134 147,633 175,076,985 754,841,998 66,736,687 28,941,832

* Sorted by descending size of total earnings* Source: Malaysia Co-operative Societies Commission (MCSC)


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Further analysis on the performance of individual cooperatives belonging to the best 100 in 2012 released by the MCSC indicates that only one is actually designated as a housing cooperative and it is 17th in ranking. It had dropped in ranking from previous year, although it had performed better than cooperatives that had larger membership and which had been long in operation. In order to evaluate the performance of housing cooperatives against one another, Table 4 lists 10 of the best cooperatives in 2011 under this function. Seven of the cooperatives recorded earning in excess of RM1 million and one of these cooperatives recorded earning more than RM31.3 million although has 1,334 members only. It is evident that size of membership has little to do with earning. Similarly, the percentage of profit to earning varies widely from cooperative to cooperative, apparently unrelated to the size of earning or membership, with the highest percentage being 89.9.

Table 4: Financial Performance of 10 Best Housing Cooperatives in 2011

Name of Cooperative

Number of Members

2012

Earning (RM) Profit (%*) (RM)

1. Koperasi Tunas Muda Sungai Ara Berhad 1,334 31,333,091 18,521,278 (59.1%)

2. Koperasi Perumahan Angkatan Tentera Berhad 673 7,910,063 3,330,143 (42.1%)

3. Koperasi Serbaguna Anak-Anak Selangor Berhad 2,387 4,879,459 965,504 (19.8%)

4. Koperasi Giat Maju Berhad 2,756 3,351,240 10,471 (0.3%)

5. Koperasi Nesa Pelbagai Berhad 393 2,267,682 651,960 (28.8%)

6. Koperasi Gabungan Negeri Pulau Pinang Berhad 695 1,276,059 520,648 (40.8%)

7. Koperasi Pegawai-Pegawai Kerajaan Malaysia Berhad 3,299 1,149,252 354,586 (30.9%)

8. Koperasi Perumahan Melayu Perak Berhad 585 982,019 258,810 (26.4%)

9. Koperasi Perumahan Lepasan Institusi Pengajian Tinggi Berhad

337 953,363 57,111 (6.0%)

10. Koperasi Perumahan Jaffnese Berhad 254 671,015 602,451 (89.8%)

* % of Earning (Profit/Earning * 100)


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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).

The success of housing projects by cooperatives depends on the experience of the organisations, extent of training of staff, efficiency and skills of board members and the administration, as well as sufficient labour force for the actual construction work. To succeed in a housing project, a cooperative also needs to deal with restrictive rules and regulations, difficult funding, problematic land issues and strict technical requirement. Moreover, cooperatives must avoid having a third party from making important decisions for them, taking advantage of board members’ little knowledge about construction. There is also a need for good planning during the actual construction work to minimise the incidence of building material shortage. The study also reveals that there are three major factors that would enable projects to be completed according to schedules. These are good planning, good cash-flow and speedy approval of projects by the relevant authorities.

Results of analysis on the identification of challenges faced by cooperatives and factors that contribute to the success of housing cooperatives in generating high earning are discussed as follows.


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Challenges of Cooperatives Undertaking Housing Development

The perceptions of respondents on six challenges facing housing cooperatives involved in housing that were incorporated in the survey questionnaire were measured on a 6-point scale: 1=Very serious challenge; 2=Serious challenge ; 3=Challenging; 4=Less serious challenge; 5=Little challenge; 6=Not a challenge at all. That is, the lower the mean score, the more serious is the challenge facing cooperatives in implementing a project, and vice versa. Table 5 presents the means and medians of perception scores by statement representing the nature of the challenges.

Table 5: Challenges in Implementing Housing Projects

Challenge Mean Median

1. Meeting market demand 3.92 5.0

2. Keeping up with government policies and procedures on housing projects 3.72 3.0

3. Selection of project sites 3.56 4.0

4. Management and administration 3.36 3.0

5. Obtaining loans 3.28 4.0

6. Planning and implementing project 3.16 3.0

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.


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Table 6: Capability of Cooperatives in Implementing Housing Projects

Statement Mean Median

1. Houses are built to meet the needs of members 3.70 4.00

2. Cooperative uses specific criteria in selecting locations of projects 3.62 4.00

3. The management and staff are given sufficient training to enhance their knowledge 3.62 4.00

4. Projects are completed on schedule 3.38 4.00

5. Cooperative provides business premises to members in housing areas 3.30 3.00

6. Cooperative carries out maintenance of houses 3.24 3.00

7. Cooperative is not facing labour shortage 3.22 3.00

8. Appointed board members have specific background experience 3.22 3.00

9. Government programmes and schemes help housing cooperatives to succeed 3.16 3.00

10. Cooperating is not facing shortage of building materials 3.06 3.00

11. Cooperative has sufficient financial resources for land purchases 2.92 3.00

12. Rules and regulations on housing development are not burdensome 2.90 3.00

13. Terms and conditions of loans are not restrictive 2.86 3.00

14. It is easy to obtain loans 2.84 3.00

15. Cooperative owns enough land for housing projects 2.80 3.00

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). Analysis of Means Scores for Combination of Similar Factors

Factor analysis was carried out to identify unique factors by combining components that were similar in nature. There are four factors that are unique to cooperative housing development. These are funding, construction procedure, knowledge and government support, and meeting targets and fulfilling needs. The summary


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statistics of the analysis are presented in Table 7. Financial resources (mean=2.87) and construction procedure (mean=3.09) are the two most demanding elements of housing development. On the other hand, the respondents were confident that the cooperatives were capable of planning (mean=3.57) and carrying out projects as they had the required knowledge and support (mean=3.33).

Table 7: Summary Statistics of Factors Associated with Housing Development

Factor Mean Median

1. Meeting targets and fulfilling needs 3.57 4.00

2. Knowledge and government support 3.33 3.33

3. Construction procedure 3.09 3.00

4. Funding 2.87 3.00

Performance of Cooperatives in Housing Projects (2007-2011)

Table 8 shows the performance of cooperatives undertaking housing projects in 2007-2011 with respect to several elements as perceived by the respondents. Generally, the performance is fairly good, riding on an increase in sales of houses (mean=3.28), a reduction in project completion time (mean=3.38) and an increase in the number of houses built (mean=3.48). Moreover, there was a drop in debt liability (mean=3.58), an improvement in workers’ knowledge (mean=3.74) and an increase in earnings throughout the 5-year period (mean=3.88).

Table 8: Performance of Cooperatives: 2007-2011

Element Mean Median

1. Increase in earning of cooperatives 3.88 4.00

2. Increase in workers’ knowledge 3.74 4.00

3. Decrease in debt liability 3.58 4.00

4. Increase in number of houses built 3.48 4.00

5. Reduction in project completion time 3.38 3.00

6. Increase in sales of houses 3.28 3.50

1=Most Disagreeable, 2=Disagree, 3=Fairly Agreeable, 4=Agree and 5=Most Agreeable


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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.

Table 9: Challenges Faced by Housing Development Cooperatives

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. Itisdifficulttoobtainloans.

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 and housing by-laws

1. Local authorities imposed unfavorable policies and are inefficientandbureaucratic.

2. There is no difference in government policies between cooperatives and the private sector.

Involvement of members

New members are not keen to contribute new ideas to their cooperatives.

Technical constraints

1. There is an increase in the cost of building materials.

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.


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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.

Other challenges faced by cooperatives undertaking housing activities are the increasingly high cost of land owning; stiff competition between housing developers for the supply of houses to non-members of cooperatives; strict requirement on provision of basic public amenities and infrastructure; the need for funding from internal and external sources; stagnating cooperative membership; the increasingly aging board members; and the lack of interest among younger members to contribute new ideas to the cooperatives.

Further, in order to be successful in the housing business, cooperatives must have a stable funding; good management and administration; responsible board members, management and internal audit committees; leadership capable of planning and managing risk; provision for training relevant staff from time to time; and mechanism to encourage members to get involved in project planning. Therefore, it is recommended that those organisations and agencies involved directly in making housing development cooperatives successful must dispense their responsibilities well and provide all the necessary assistance needed by these cooperatives. Cooperatives would benefit from an act that fosters housing development, while it is imperative that MCSC formulates suitable plans for the cooperatives; monitor their project implementation; and Cooperative College of Malaysia (CCM) provides training needed by cooperatives. It is incumbent upon Angkatan Koperasi Kebangsaan Malaysia Berhad (ANGKASA) as the apex organisation of cooperatives in Malaysia to establish a chain of cooperatives that would support the housing activities and provide consultancy services. It is also important that Bank Rakyat provide loans to cooperatives under favourable terms and conditions, while cooperatives collaborate and support one another.

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.


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CONCLUSION

The housing sector in Malaysia opens up ample opportunities for cooperatives to venture into the business of providing houses for their members and the local community in general. There is a high demand for houses by the public, and the role of cooperatives in coming up with affordable houses is crucial. This is because cooperatives are in a position to offer houses at lower prices than the market as they are able to operate on smaller profit margins. Cooperatives have to fulfil their social responsibilities to their members. Therefore, it is imperative that housing cooperatives take cognizance of the challenges facing the business to avoid losses which would impact negatively on the organisations.


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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).


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FISHERIES COOPERATIVES: A COMPARATIVE STUDY OF SABAH FISHERY AND FISHERMEN COOPERATIVES AND

HOKKAIDO FEDERATION OF FISHERIES COOPERATIVES

Faridah Hj HassanFatin Amanina Zaid

Fatin Nur RosliIli Nabihah Ahmad

Wan Nurul Amirah Wan Abd AzizUmmi Kalthum Ab Mujib

Arshad Ayub Graduate Business School, Universiti Teknologi MARA, Shah Alam

ABSTRACT

Co-operative Commission of Malaysia has identified Agriculture as a potential sector to further develop. The objective is to contribute 6% of the GDP in 2014 and 10% in 2020. In Malaysia, 6.78 million people or 27% of the total population are members of co-operatives. Fisheries Co-operative society is formed for the promotion of thrift, self help and mutual assistance of the members. Therefore, this paper aims to highlight on the fishery subsectors under co-operative in Sabah to drive its growth especially in Ko-Nelayan Sabah. A comparative study was done based on literature review, descriptive study on a successful Hokkaido Fisheries of Cooperatives to emulate some factors to be recommended in Malaysia.

Keywords: fisheries, cooperatives

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.

5 ProfFaridah Hasan-fisheriesCoop.indd 65 12/16/14 2:21 PM

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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. Looking at the detailed performance from agricultural sector, according to economic census - fisheries 2011, fisheries sub-sector produced the lowest value added as compared to the other sub-sectors. This is due to the fact that not many fisheries transformed into value added product in Malaysia. Almost all fisheries are consumed raw and fresh. Refer Chart 1.

Chart 1 : Value Added and Intermediate Input in 2010Source: Economic Census – Fisheries, 2011

In terms of employment level, the fisheries sub-sector provided the lowest job opportunities in the agriculture sector. Refer chart 2.

Chart 2 : Employment in Agricultural Sector by sub-sector in 2010Source: Economic Census – Fisheries, 2011


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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.

Chart 3 : Percentage Value of Gross Output Agriculture Sector by State in 2010Source: Economic Census – Fisheries, 2011

OVERVIEW OF COOPERATIVE MOVEMENT IN MALAYSIA

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. Co-operatives are known by government as a means for the country economic development especially in helping to eliminate rural poverty, enhance rural and urban development, solves the unequal income distribution and thus bridging the income disparity between rural and urban. The movement has been considered as the third growth driver after public and private sector.

OVERVIEW OF AGRICULTURAL COOPERATIVE

Co-operative Commission of Malaysia has identified Agriculture as a potential sector to further develop. The objective is to contribute 6% of the GDP in 2014 and 10% in 2020. In Malaysia, 6.78 million people or 27% of the total population are members of co-operatives. Fisheries Co-operative society is formed for the promotion of


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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.

BACKGROUND OF THE COOPERATIVES

KO-NELAYAN

Sabah Fishery and Fisherman Development Cooperative (Ko-Nelayan), was established on 20 April 1981 by the State Legislative Assembly. State Legislative Assembly takes over the Cooperative from the State Cooperative Societies Ordinance. Previously, in 1978 Ko-Nelayan known as Sabah Fisherman Multipurpose Cooperative Berhad was managed under the State Cooperative Societies Ordinance. Currently, Datuk Abd Mijul Unaini, is the chairman of Ko-Nelayan. He was appointed in the middle of 2013. He was replacing the former Chairman of Ko-Nelayan which is Datuk Haji Yahya bin Samsudin (Borneo Inside, 2013).

Ko-Nelayan has four department which are commercial operation department, development department, finance department and corporate services department. These four departments are responsible to manage the daily activities of Ko-Nelayan. In addition, Ko-Nelayan has a subsidiary which is Konel Venture Sdn. Bhd. This company is appointed to retail Ko-Nelayan existing fishery products and other products in the future.


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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:

As stated earlier, Konel Venture Sdn Bhd is a subsidiary of Ko-Nelayan and responsible to distribute Ko-Nelayan existing fishery products and other products in the future. Ko-Nelayan has produced a wide range of marine products. With the freshness and well-preserved of the seafood, the customers will be able to taste the real flavors from the sea. Through the products, Sabah can share their authentic flavors of seafood with local and international customers. The products comprise of Keropok Amplang (Amplang Crackers), Sabah Dried Anchovies & Dried Shrimp, Sabah Dried Sea Cucumber, Sabah Dried Salted Fish and Keropok Ikan (Fish Crackers).

Amplang Crackers is a traditional food of Sabahan. Usually the cracker is popular at the area of Tawau and Sandakan. The cracker is processed from Spanish mackerel, tapioca flour and another ingredient that portrays the taste of the fresh fish meat. 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


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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


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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. Similar to Ko-nelayan, these associations also have subsidiary which is Gyoren Hokko Company. This company is responsible to distribute the product from the associations. In addition, all the products from the associations are using Hokkaido brand.

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


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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.


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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).


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iii) Japanese Marine Products “target” China’s Consumer Market

The Hokkaido Federation of Fisheries Cooperative Associations (“Hokkaido Federation of Fisheries” for short) held a Hokkaido fishery product consumption and promotion symposium themed “Safety and Security” in Dalian, Northeast China’s Liaoning province on 9 March 2012 (Chinadaily, 2012).

The meeting aims to show local customers their sincerity and determination in entering the Chinese market. Products that came to Dalian included trout, saury, scallop, and fish roe from Hokkaido. These products both had a “Radioactive Substance Inspection Certificate” and a “Certificate of Origin”, with more than 420 test indicators.

China’s consumer spending is growing; therefore China has turned from a marine product exporter to a big importer. Due to this trend, many international fishery companies are grabbing at China’s consumer market. The favoring of Hokkaido Federation of Fisheries for Dalian is just one sign that shows the whole international fishery is optimistic about the Chinese market.

ACHIEVEMENTS

KO-NELAYAN

Ko-Nelayan has exdeeded its Key Performance Instructor (KPI) target by 20 percent. It’s KPI was determined by its efforts to increase the income of poor fishermen. The positive KPI has reflected Ko-Nelayan’s commitment towards the development of fishermen in Sabah. Ko-Nelayan had also exceeded its other KPI target such as average increase of fishing entrepreneurs and fishermen to 30%, loan assistance collection at 75% maintaining clean audit report for two consecutive years (2010 and 2011). Ko-Nelayan has also received ISO Quality Management, MS ISO 9001: 2008 from Lloyds for the audit report. Overall, Ko-Nelayan’s has scored an excellent 81 percent in financial performance and 85 percent in physical performance respectively.

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


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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.

Three core principles of the MSC fisheries standard:

Principle 1: Sustainable fish stocks The fishing activity must be at a level which is sustainable for the fish population. Any certified fishery must operate so that fishing can continue indefinitely and is not overexploiting the resources.

Principle 2: Minimising environmental impactFishing operations should be managed to maintain the structure, productivity, function and diversity of the ecosystem on which the fishery depends.

Principle 3: Effective management The fishery must meet all local, national and international laws and must have a management system in place to respond to changing circumstances and maintain sustainability.

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


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to best practice in sustainable resource management to their customers worldwide. Total catch in the fishing area covered by the certification in 2012 reached 410,000 metric tonnes, making it the world’s largest scallop harvest. The scallop is supplied not only to domestic markets but also to Southeast Asia, as well as to Europe and the US where demand for MSC-labelled seafood is high. These delicious Hokkaido scallops are now eligible to bear the blue MSC eco label which assures shoppers and seafood buyers that they are traceable to an MSC certified fishery.

CONCLUSION

As known, Malaysia is a rich country in terms of natural resources including in its fisheries industry. Sabah is one of the states that have this advantage as this state provide variety of seafood and aquacultures. Ko-Nelayan has played a major role towards this industry in Sabah and accomodate a lot to help this industry to grow. Sabah has its own strengths and weaknesses but all these factors will help Sabah to improve. Ko-Nelayan is the first statutory body to sign the Corporate Integrity pledge in Sabah. This is done to ensure that they are transparent and the entire job will be done without fraud. This helps to build Ko-Nelayan reputation and credibility and also Sabah’s fisheries sector. Sabah also produces large-scale of high-value species of aquacultures. These aquacultures are very high in value and there is a very high demand for the products especially from outside of Malaysia. Other than that, there is an established technology for seed production in Sabah. The seed are rear in a very systematic way to ensure the quality of the products is well taken. Despite the advantages, Sabah fisheries sector also has its negative side. In Sabah, the existing fishing vessels are technologically backward in terms of cost-effectiveness and operational efficiency. It caused them high cost but very low quantity. In addition, the workers are lacking in knowledge in the more technical jobs on board their vessel. It may be because most of them are traditional fishermen and they are not familiar with the current technology.

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


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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.


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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


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AMALAN PERANCANGAN STRATEGIK DALAM KALANGAN KOPERASI DI MALAYSIA

Noor Zeeta Mohd. Ramli Haslinda Sujak

Mohd. Safa’ai SaidRuzilah Abd. Malek

Maktab Koperasi Malaysia

Nurol’ain Mustapha

Fakulti Pengurusan PerniagaanUniversiti Teknologi MARA, Shah Alam

ABSTRAK

Perancangan strategik dalam koperasi merupakan satu proses pengurusan bagi melakar strategi jangka panjang perniagaan demi mencapai matlamat penubuhan koperasi. Kajian ini bertujuan untuk menilai tahap amalan perancangan strategik koperasi dan mengukur kekuatan hubungan elemen serta perbezaan amalan. Sampel adalah sejumlah 660 buah koperasi atau lebih kurang 33% daripada populasi koperasi yang aktif dan berdaftar dengan Suruhanjaya Koperasi Malaysia. Tujuh elemen utama dikenal pasti bagi memperihalkan amalan perancangan strategik koperasi iaitu struktur, pelaksanaan, matlamat, aktiviti, teknik, penambahbaikan dan kepentingan. Dapatan kajian menunjukkan bahawa amalan perancangan strategik dalam kalangan koperasi berada pada tahap menggalakkan. Malah kebanyakan koperasi mempunyai struktur dan pelaksanaan perancangan strategik yang rasmi. Kebanyakan koperasi juga menjalankan aktiviti perancangan strategik dengan teknik yang disarankan dalam beberapa model perancangan strategik. Hubungan antara elemen amalan perancangan strategik tersebut pula didapati kuat. Wujud juga perbezaan ketara antara elemen amalan perancangan strategik dengan kewangan koperasi (pendapatan, keuntungan, ekuiti dan aset) dan beberapa faktor demografik (pekerja dan zon). Perbincangan dalam kajian ini memberi gambaran tentang kepentingan dan penambahbaikan perancangan strategik dalam koperasi agar koperasi mampu berdaya maju dan berdaya tahan dalam pasaran perniagaan di Malaysia.

KATA KUNCIPerancangan strategik, elemen amalan, tahap amalan, pengurusan strategik koperasi.

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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.

Sehubungan itu juga, Dasar Koperasi Negara (DKN) 2011-2020 menggariskan lima strategi teras bagi membantu koperasi negara ini lebih berdaya maju dan menyumbang kepada 5% KDNK menjelang 2013 serta 10% menjelang 2020 (Rashidah, 2010). Strategi teras kedua terutamanya adalah untuk meningkatkan keupayaan koperasi dalam bidang perniagaan masing-masing, dan amalan tadbir urus korporat yang baik agar koperasi dapat bersaing dalam era globalisasi mahupun liberalisasi. Salah satu elemen penting dalam amalan tadbir urus terbaik ini adalah mempunyai satu sistem pengurusan yang mantap, berwawasan dan strategik. Oleh itu, membangunkan perancangan yang strategik amat bertepatan untuk dilaksanakan di koperasi. Perancangan strategik merupakan salah satu unsur pengurusan yang membolehkan koperasi mengenal pasti faktor menyumbang ke arah prestasi sedia ada dan berusaha ke arah meningkatkan kedudukan lebih tinggi. Perancangan strategik yang merangkumi beberapa aktiviti merancang, membolehkan koperasi mengenal pasti penambahbaikan atau peluang, dan membentuk strategi bagi menyokong penambahbaikan tersebut serta merebut peluang secara cekap lagi berkesan. Namun begitu, sejauh mana perancangan strategik diamalkan dalam kalangan koperasi di Malaysia masih belum dapat dipastikan tahapnya.

SOROTAN KAJIAN

Walaupun ‘strategi’ sentiasa diperkatakan hampir setiap hari oleh mana-mana institusi perniagaan, tetapi para penulis dan pengurus memberinya pelbagai makna. Ruocco dan Proctor (1994) umpamanya menyatakan, strategi adalah satu alat perancangan yang mengintegrasikan matlamat sesebuah organisasi, polisi-polisinya dan siri tindakan kepada sesuatu yang bersepadu. Manakala menurut Mintzberg (dalam Teare, et al., 1998) pula, strategi adalah suatu pelan yang fleksibel tetapi secara konsisten merentas masa bagi mencapai cita-cita masa hadapan menerusi tindakan berkala yang jitu terhadap persaingan. Strategi juga menjelaskan rangkaian perniagaan yang akan dimajukan oleh organisasi. Rangkaian


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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.

Istilah “Pengurusan Strategik” pula atau pengurusan yang berstrategi, merujuk kepada proses di mana sesebuah organisasi dapat menganalisis dan mempelajari persekitaran luaran dan dalaman, menentukan hala tuju dan melaksanakannya ke arah memuaskan kehendak pemegang taruh (stakeholder) utama (Harrison, 2003). Falshaw et al. (2006) menyatakan bahawa pengurusan strategik juga disebut sebagai “perancangan strategik”, “perancangan jangka panjang” dan “perancangan korporat”. Bagi tujuan kajian ini, penyelidik mengguna pakai terma “perancangan strategik” yang mengikut pandangan Namken dan Rapp (1997) ia adalah suatu proses formal dan usaha bersistematik bagi menentukan kedudukan koperasi ketika ini dan hala tuju koperasi di masa hadapan. Ia merangkumi proses mengenal pasti misi dan objektif utama, strategi dan polisi yang memantau perolehan dan peruntukan sumber bagi mencapai matlamat koperasi dalam tempoh tiga ke 10 tahun.

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


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➞ ➞➞

satu sama lain dalam panduan perancangan strategik untuk koperasi seperti yang ditunjukkan dalam Rajah 1.

Fasa 1 Fasa 2 Fasa 3 Fasa 4 Fasa 5Persetujuan Mengumpul Fakta Menilai Mendefinisikan

PelanTamat

Membentuk Visi Penyataan Misi Menentukan Arah

Bersetuju untuk Merancang

Faktor Dalaman SWOT Matlamat Menilai Keputusan

Faktor Luaran Pilihan Strategik Tindakan

(Sumber: Namken dan Rapp, 1997)

Rajah 1: Fasa Perancangan Strategik

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

➞ ➞➞


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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).

Terdapat beberapa kajian terdahulu memperihalkan amalan perancangan strategik dalam organisasi. Kajian Falshaw, et al. (2006) menekankan bahawa proses perancangan strategik organisasi dibuat secara formal. Apabila saiz organisasi membesar, formaliti dalam sistem perancangan strategik organisasi juga turut meningkat tetapi tiada hubungan yang wujud antara proses perancangan yang formal dengan prestasi organisasi. Namun, dalam organisasi kecil pula, perancangan strategik yang tinggi formalitinya mempunyai hubungan dengan prestasi yang tinggi, tetapi aspek-aspek lain dalam perancangan strategik seperti jangka masa perancangan, kaedah strategik dan kawalan tidak menyumbang kepada prestasi organisasi kecil (Kraus, et al., 2006). Kajian amalan perancangan strategik dalam kalangan syarikat kecil dan sederhana (SME) oleh Stonehouse dan Pemberton (2002) pula memperlihatkan bahawa organisasi ini mengamalkan perancangan strategik yang berstruktur tinggi. Sebilangan besar (72%) mempunyai jangka masa perancangan antara satu hingga tiga tahun. Dua pertiga dari sampel kajian berkenaan pula mempunyai visi dan misi. Namun, kebanyakan strategi tertumpu kepada jualan jangka pendek, kos dan sasaran keuntungan berbanding matlamat jangka panjang. Kaedah-kaedah yang diguna pakai oleh SME dalam perancangan strategik juga adalah terhad.


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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,


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diikuti dan praktikal untuk dilaksanakan di permulaan perancangan strategik koperasi mereka.

OBJEKTIF KAJIAN

Objektif kajian adalah untuk:

a. Menerangkan perihalan amalan strategik di kalangan koperasi di Malaysia;b. Menilai kekuatan hubungan antara 7 elemen perancangan strategik; danc. Mengukur jarak perbezaan antara elemen perancangan strategik dengan faktor

demografik dan kedudukan kewangan koperasi di Malaysia.

METODOLOGI

Berdasarkan sorotan kajian yang terdahulu, lima elemen (struktur, pelaksanaan, matlamat, aktiviti dan teknik) dapat dikategorikan sebagai satu komponen yang memperihalkan proses perancangan strategik yang diamalkan oleh koperasi, manakala kepentingan dan penambahbaikan sebagai dua elemen lain yang memperihalkan amalan perancangan strategik (Falshaw, et al.,2006; Fralin, 2008; Lindblad, 2008 dan Recklies, 2009). Faktor persekitaran koperasi bagi menjelaskan perbezaan amalan pula hanya merangkumi faktor mikro, iaitu persekitaran dalaman manakala faktor makro (ekonomi, persaingan, pelanggan, dan lain-lain) tidak diambil kira. Data dikumpulkan melalui soal selidik yang diubah suai daripada Recklies (2009) dengan mengadaptasi garis panduan perancangan strategik untuk koperasi oleh Namken dan Rapp (1997). Soal selidik berkenaan merangkumi lima bahagian utama dan setiap item menggunakan ukuran tujuh skala Likert. Bahagian A mengandungi soalan mengenai elemen struktur, pelaksanaan dan matlamat. Responden memilih jawapan mengikut persetujuan mereka (skala 1-sangat tidak setuju, hingga skala 7-sangat setuju). Bahagian B dan C pula memuatkan soalan mengenai aktiviti dan teknik yang diguna pakai semasa koperasi merancang. Responden perlu juga memilih jawapan mengikut skala 1(tidak digunakan) hingga 7(selalu digunakan). Sementara maklumat mengenai penambahbaikan dan kepentingan diperoleh daripada bahagian D dan E, dan responden perlu memilih skala 1(sangat tidak penting) hingga 7(sangat penting). Akhir sekali, Bahagian F mengandungi soalan-soalan mengenai latar belakang koperasi.

Berdasarkan statistik SKM sehingga 30 Jun 2009, jumlah koperasi berdaftar di Malaysia adalah sebanyak 6,655. Walau bagaimanapun, populasi sebanyak 1,987 koperasi sahaja yang digunakan untuk kajian ini. Koperasi yang didapati tidak memenuhi kriteria sampel kajian dikeluarkan dari rangka pensampelan iaitu koperasi yang tidak akur kepada perundangan koperasi (tidak aktif), berdaftar kurang dari tiga


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(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

Profil sampel ditinjau dari dua sudut:a) demografi koperasi: lokasi, fungsi, zon, tempoh operasi dan jumlah pekerja

(Jadual 1); b) kewangan koperasi: pendapatan tahunan, aset, kumpulan wang anggota

(KWA) dan keuntungan bersih tahunan (Jadual 2).

Jadual 1: Profil Koperasi - demografi

Frekuensi Peratus (%)Lokasi Bandar 211 64.3

Luar Bandar 117 35.7Zon Timur 103 31.4

Tengah 97 29.6Selatan 67 20.4Utara 47 14.3Sabah/Sarawak 14 4.3

Fungsi Kredit 105 32Perkhidmatan 49 14.9

Frekuensi Peratus (%)Pengguna 47 14.3Pengangkutan 25 7.6Perumahan 18 5.5Pembinaan 9 2.7


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Perindustrian 7 2.1Perbankan 2 0.6

Tempoh Operasi

Kurang 10 Tahun 38 11.6

11 hingga 20 Tahun 47 14.321 hingga 30 Tahun 83 25.331 hingga 40 Tahun 57 17.441 hingga 50 Tahun 40 12.2Melebihi 51 Tahun 49 14.9

Pekerja Kurang 10 orang 221 67.4Melebihi 10 orang hingga 20 orang 36 11.0Melebihi 20 orang hingga 40 orang 32 9.8Melebihi 40 orang hingga 50 orang 15 4.6Melebihi 50 orang 24 7.3

Jadual 2: Profil Koperasi - kewangan

Frekuensi Peratus (%)Pendapatan Melebihi RM5 juta 43 13.1

Antara RM1 juta hingga RM5 juta 101 30.8Antara RM200 ribu hingga RM1 juta 88 26.8Kurang RM200 ribu 91 27.7

Aset Melebihi RM50 juta 26 7.9Antara RM10 juta hingga RM50 juta 46 14.0Antara RM4 juta hingga RM10 juta 35 10.7Antara RM500 ribu hingga RM4 juta 94 28.7Kurang RM500 ribu 124 37.8

KWA Melebihi RM10 juta 46 14.0Antara RM2 juta hingga RM10 juta 58 17.7Antara RM1 juta hingga RM2 juta 30 9.1Antara RM500 ribu hingga RM1 juta 34 10.4Kurang RM500 ribu 155 47.3

Frekuensi Peratus (%)Keuntungan Melebihi RM5 juta 14 4.3

Antara RM1 juta hingga RM 5juta 35 10.7Antara RM500 ribu hingga RM1 juta 32 9.8Antara RM100 ribu hingga RM500 ribu 83 25.3

Jadual 1: samb.


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Antara RM50 ribu hingga RM100 ribu 50 15.2Antara RM10 ribu hingga RM50 ribu 44 13.4Antara RM5 ribu hingga RM10 ribu 10 3.0

Frekuensi Peratus (%)Antara RM1 ribu hingga RM5 ribu 13 4.0Kurang RM1 ribu 8 2.4Tiada Keuntungan 38 11.6

Jadual 3 pula menunjukkan min bagi nilai amalan perancangan strategik adalah tinggi (mean=6.05). Nilai kelencongan (skewness) negatif atau lebih ke kanan juga memberi gambaran bahawa skor elemen amalan perancangan strategik lebih ke arah nilai skor besar.

Jadual 3: Statistik Deskriptif Amalan Perancangan

Min(mean)

Sisihan piawai (standard deviation)

Kelencongan(skewness)

Struktur 5.7585 .97669 -.627Pelaksanaan 5.6422 .93850 -.417Matlamat 6.2607 .84642 -1.261Aktiviti 5.7601 1.11877 -1.011Teknik 5.0305 1.40085 -.558Kepentingan 6.3497 .76889 -1.059Penambahbaikan 6.4136 .76409 -1.319Amalan 6.0536 .85330 -.595

(Skala Likert 7: 1-sangat tidak setuju; 7-sangat setuju)

Hubungan antara tujuh elemen amalan dikaji menggunakan korelasi pekali Pearson. Cohen (1988) mencadangkan garis panduan berikut bagi kajian dalam bidang sains sosial.

Kecil r = .10 ke .29Sederhana r = .30 ke .49Besar r = .50 ke 1.0

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).

Jadual 2: samb.


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Jadual 4: Korelasi Elemen Proses Perancangan Strategik yang Diamalkan Koperasi

Struktur Pelaksanaan Matlamat Aktiviti Teknik

Struktur 1 .704** .694** .528** .497**

Pelaksanaan 1 .674** .468** .427**

Matlamat 1 .571** .423**

Aktiviti 1 .668**

Teknik 1

**. Correlation is significant at the 0.01 level (2-tailed).

Jadual 5: Korelasi Kepentingan dan Penambahbaikan dengan Proses Perancangan Strategik yang Diamalkan Koperasi

Kepentingan Penambahbaikan Proses

Kepentingan 1 .616** .628**

Penambahbaikan 1 .620**

Proses 1

**. Correlation is significant at the 0.01 level (2-tailed).

Penyelidik menggunakan ANOVA untuk menilai sama ada wujud perbezaan ketara antara elemen yang dikaji dengan faktor demografi dan kewangan. Jadual 6 memberi gambaran wujudnya perbezaan ketara antara elemen amalan perancangan mengikut kedudukan kewangan (pendapatan, keuntungan, ekuiti dan aset) dan mengikut zon dan pekerja. Manakala skor pada elemen ‘Fungsi’ didapati tidak signifikan. Ini bermakna, ‘Fungsi’ tidak mempunyai impak yang membezakan amalan perancangan strategik dalam koperasi yang berbeza fungsinya.


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Jadual 6: Perbezaan Faktor Demografi dan Kewangan dengan Amalan Perancangan Strategik

Sum of Squares Df

Mean Square F Sig.

Pendapatan Between Groups 15.761 3 5.254 7.671 .000

Within Groups 210.957 308 .685

Sum of Squares Df

Mean Square F Sig.

Keuntungan Between Groups 16.648 9 1.850 2.652 .006


Sum of Squares Df

Mean Square F Sig.

Kumpulan Wang Anggota

Between Groups 17.146 4 4.286 6.266 .000

Within Groups 210.701 308 .684Aset Between Groups 17.311 4 4.328 6.378 .000

Within Groups 209.657 309 .679Lokasi Between Groups 7.787 5 1.557 2.232 .051

Within Groups 208.626 299 .698Operasi Between Groups 7.787 5 1.557 2.232 .051

Within Groups 208.626 299 .698Fungsi Between Groups 4.686 8 .586 .800 .603

Within Groups 225.402 308 .732Pekerja Between Groups 9.278 4 2.320 3.277 .012

Within Groups 220.810 312 .708Zon Between Groups 7.268 4 1.817 2.544 .040


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.


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Perihalan amalan perancangan strategik

Tujuh elemen digunakan untuk memperihalkan tentang perancangan strategik yang diamalkan dalam kalangan koperasi di Malaysia. Keseluruhannya, amalan perancangan strategik dalam kalangan koperasi adalah menggalakkan. ALK melibatkan diri dalam perancangan yang dilaksanakan setiap tahun. Struktur ini adalah seperti yang dijangkakan kerana secara tradisinya juga, apa yang banyak diamalkan oleh organisasi lain juga ialah perancangan tahunan (Brock, 2000). Namun, apa yang banyak diamalkan ialah perancangan tahunan yang bergantung kepada maklumat dalaman koperasi sahaja. Dapatan ini agak berbeza dengan kajian amalan perancangan strategik dalam kalangan syarikat kecil dan sederhana (SME) oleh Stonehouse dan Pemberton (2002) yang memperlihatkan amalan perancangan strategik yang berstruktur tinggi oleh organisasi berkenaan. Justeru itu, koperasi adalah disarankan untuk mengambil kira faktor luaran yang lebih kontemporari seperti kecenderungan demografi, pembangunan industri, pesaing dan aliran politik dalam menganalisis peluang dan ancaman. Walau bagaimanapun, koperasi didapati mempunyai struktur merancang yang rasmi (bertulis). Dapatan ini menyokong Falshaw, et al. (2006) yang menyatakan bahawa proses perancangan strategik organisasi dibuat secara formal. Mempunyai struktur merancang mencerminkan kesungguhan koperasi apabila merancang.

Koperasi yang dikaji memantau pelaksanaan perancangan berasaskan maklumat kewangan. Laporan tahap pelaksanaan dibentangkan dan terdapat jawatankuasa yang memantau pelaksanaan perancangan. Pemantauan ini dititikberatkan oleh koperasi kerana telah menjadi keperluan apabila tadbir urus koperasi itu sendiri dan pengauditan adalah berpandukan kepada Undang-undang Kecil (UUK) koperasi serta perlunya dilaporkan kepada pihak SKM.

Menetapkan sasaran merupakan satu lagi aspek penting dalam perancangan strategik. Hasil kajian menunjukkan bahawa koperasi melaksanakan perancangan strategik terutamanya agar pengagihan sumber dapat dibuat secara berhemah, demi kelangsungan hidup koperasi dan dapat berdaya saing. Perkara ini agak sedikit berbeza dengan apa yang diamalkan oleh koperasi pertanian di Amerika Syarikat. Mereka mengutamakan perancangan strategik sebagai kelebihan untuk bersaing (Miles, et al.,1997 dan Wardsworth, 1992;2001). Ini kerana perniagaan mereka berskala besar dan bernilai tinggi, maka, persaingan menjadi keutamaan berbanding matlamat lain. Walau bagaimanapun, mempunyai sasaran yang jelas ini juga merupakan amalan yang baik kerana ia adalah unsur asas bagi model pengurusan strategik (Miller, 1998; Fralin, 2008 dan Lindblad, 2008). Antara aktiviti utama yang menjadi amalan koperasi adalah seperti memilih strategi yang sesuai dengan sumber yang mereka ada, memantau strategi yang dipilih dan


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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).

Hubungan elemen dan perbezaan amalan perancangan strategik

Dapatan kajian menunjukkan hubungan antara lima elemen amalan perancangan strategik (struktur, pelaksanaan, matlamat, aktiviti dan teknik) adalah kuat. Hubungan antara kepentingan dan penambahbaikan dengan dimensi proses perancangan strategik berkenaan juga kuat. Oleh itu, koperasi perlu memberi perhatian yang sama rata kepada setiap satu elemen amalan perancangan strategik demi memastikan inisiatif ini dilakukan secara cekap dan berkesan.

Sementara itu, wujud juga perbezaan yang ketara antara elemen amalan perancangan dengan kewangan (pendapatan, keuntungan, kumpulan wang anggota dan aset) serta


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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.

CADANGAN DAN RUMUSAN

Penemuan empirik ini menunjukkan amalan perancangan strategik koperasi daripada pelbagai kluster, fungsi, lokasi dan sebagainya adalah menggalakkan, walaupun dengan bentuk amalan yang berbeza. Maka dapatlah dirumuskan di sini bahawa kebanyakan koperasi di Malaysia mempunyai struktur perancangan yang rasmi, pemantauan pelaksanaan rancangan juga diuruskan secara berkala serta masing-masing menentukan sasaran perancangan terutama sekali untuk mengurus sumber dengan baik, kelangsungan hidup dan berdaya saing. Kebanyakan koperasi juga melaksanakan aktiviti dan menggunakan teknik seperti yang disarankan dalam beberapa model perancangan strategik. Kepentingan merancang secara strategik dalam koperasi tidak boleh diambil mudah kerana perancangan yang lemah telah dikenal pasti sebagai satu daripada alasan utama bagi kegagalan koperasi. Penemuan kajian ini menggalakkan lagi koperasi untuk menerima pakai perancangan strategik dalam agenda pengurusan mereka dengan harapan bahawa teknik pengurusan ini akan meningkatkan prestasi koperasi dalam perniagaan mereka. Perancangan strategik yang dilaksanakan untuk jangka panjang tidak menjamin kejayaan koperasi, tetapi ia meningkatkan kebarangkalian untuk koperasi berjaya. Perancangan strategik menambah baik kepincangan koperasi menuju kejayaannya.

Perspektif prestasi perniagaan adalah menjadi sebahagian daripada kebimbangan anggota koperasi. Koperasi perlu juga memberi keutamaan kepada faktor ekonomi bagi memastikan kelangsungan hidup dan kelestarian. Perancangan dan pengurusan strategik adalah teknik perubahan yang boleh membantu koperasi untuk mencapai prestasi perniagaan dan kejayaan. Sungguhpun begitu, perkadaran terus antara amalan perancangan strategik dengan prestasi ekonomi koperasi bukan sebahagian daripada objektif kajian ini. Ini adalah kerana penemuan kajian terdahulu banyak menunjukkan perancangan strategik tidak berkadar terus dengan prestasi organisasi perniagaan yang berjaya tanpa kewujudan faktor-faktor lain. Sungguhpun begitu, memandangkan amalan perancangan strategik dalam kalangan koperasi di Malaysia didapati menggalakkan, maka bagi kajian yang akan datang, hipotesis perhubungan


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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.

Sehubungan dengan itu, kepentingan amalan perancangan strategik dalam koperasi wajar diterima umum. Dengan adanya pemantapan tadbir urus dalam pentadbiran koperasi ini, perancangan mahupun pengurusan strategik secara am akan memberi impak yang positif terhadap pertumbuhan sesebuah koperasi. Pihak Maktab Koperasi Malaysia tentunya akan menambah baik silibus berkaitan pengurusan strategik supaya sentiasa relevan dengan persekitaran perniagaan di Malaysia. Pihak Suruhanjaya Koperasi Malaysia juga wajar mewujudkan satu inisiatif agar koperasi mempunyai perancangan strategik yang mapan bagi memandu hala tuju koperasi untuk jangka masa panjang.


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MODUS OPERANDI PENAMBAHBAIKAN INSTRUMEN EPSI DAN STATUS PENILAIAN KOPERASI KREDIT DI

MALAYSIA, TERCIPTANYA INSTRUMEN EPSI VERSI 2013

Mustapa Kamal Maulut

Koperasi Ukhwah Malaysia Berhad

Mohd Sahandri Gani Hamzah

Universiti Pendidikan Sultan Idris, Malaysia

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).

Kata kunci: Koperasi kredit, instrument Entrepreneurs Perception of Success Inventory (EPSI), kesahan kandungan, ujian faktor analisis, ujian kebolehpercayaan dan ujian syarat regresi berganda.

PENGENALAN

Berkoperasi membawa kesejahteraan anggota ahli khususnya dan rakyat amnya. Amalan berkoperasi memberi manfaat kesejahteraan dua hala adalah dituntut oleh

7 DSMK Maulut- Instrumen EPSI.indd 99 12/16/14 2:23 PM

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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:

“Akan ditimpa kehinaan manusia itu di mana sahaja mereka berada melainkan mereka menghubungkan diri mereka dengan habluminaAllah dan habluminannas.”

Sara Vicari (2012) menyatakan hasil berkoperasi mendatangkan berbagai-bagai kesejahteraan seperti pendidikan, makanan berkhasiat, kesihatan, kerja yang baik, akses kepada tanah, melibatkan keputusan dalam rumah tangga dan melibatkan keputusan dalam masyarakat. Keterlibatan dalam koperasi akan mengembangkan keupayaan pendidikan anggota menerusi latihan-latihan yang dianjurkan. Dalam bidang pemakanan pula, koperasi membuka jalan menjana kewangan dan pembekalan makanan berkhasiat kepada masyarakat. Penjagaan kesihatan yang baik dalam kalangan masyarakat masih pada tahap yang belum memuaskan. Melalui koperasi, sokongan secara pinjaman kewangan untukpembiayaan kesihatan boleh diperolehi. Melalui kerja yang baik yang disediakan oleh koperasi, anggota dapat memperbaiki keperluan dalam pekerjaan mereka, memperbaiki prestasi kerja dan menambah baik kehidupan. Cabaran akses kepada tanah ialah untuk mendapatkan hak untuk tanah, tetap di tempat tersebut, mengusahakan tanah dan memasarkan hasil tani untuk pasaran dan kegunaan harian. Koperasi membantu wanita-wanita mendapat kesedaran dan membuka minda terhadap hak-hak wanita dan mengambil tanggungjawab pengurusan yang berkesan. Melalui perbincangan sosial ekonomi dalam koperasi, ia mewujudkan ahli masyarakat yang diikat dengan modal dan sosial bersama, dengan itu mereka mempunyai rasa komitmen bersama dan bersama membaiki taraf kesejahteraan masyarakat setempat.

PENYATAAN MASALAH

Sebanyak 20 koperasi member terbanyak keanggotaan koperasi di Malaysia dan mereka adalah disumbang oleh 15 koperasi kredit, dua koperasi fungsi bank kredit, tiga buah dari fungsi pengguna dan sebuah koperasi perladangan (Suruhanjaya Koperasi Malaysia SKM, 2010). Hal ini menunjukkan bahawa koperasi kredit adalah tunjang kepada gerakan koperasi di Malaysia berdasarkan bilangan keanggotaan yang ramai. Namun gerakan koperasi walaupun sudah bermula sejak 1922, sudah 90 tahun yang lampau tetapi hanya menyumbang Keluaran Dalam Negara Kasar Malaysia (KDNK) 2009 sebanyak 1% sahaja (Maktab Koperasi Malaysia MKM, 2012), ini adalah sumbangan yang sangat sedikit dan teruk. Pengerusi Suruhanjaya Koperasi Malaysia (SKM) pada tahun 2009 menyatakan bahawa 80% koperasi berdaftar di Malaysia adalah tidak aktif dengan jumlah nilai perniagaan tahunan


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(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

Koperasi berdaftar di Malaysia mempunyai latar belakang berbagai-bagai fungsi atau berbagai-bagai jenis perniagaan utama yang dijalankan oleh koperasi. Dengan adanya instrumen EPSI yang mantap dalam melakukan penilaian yang tepat dan konstruktif, satu kajian dapat dijalankan bagi mengukur fungsi dan halatuju sesebuah koperasi. Instrumen ini akan menjadi barometer menentukan status pentaksiran dengan panduan aspek penambahbaikan kepada semua koperasi yang lain di Malaysia demi pencapaian kemajuan koperasi yang lebih versatil.

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 &


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Hrebiniak, 1980). Kepimpinan adalah hubungan seseorang dengan pemegang taruh (stakeholder) atau dikenali sebagai kepimpinan antara insan. Kemampuan untuk memimpin pemegang taruh sangat penting untuk berjaya (Kim & Mauborgne, 2000). Kemampuan seseorang untuk menguruskan pengetahuan dan melaksanakan pengetahuan adalah sangat penting untuk persekitaran yang kompleks dan selalu berubah (Nonaka & Takeuchi, 1995; Presnell, 1999). Pengetahuan pengurusan dan organisasi pekerja sangat penting untuk berjaya (de Holan, Phillips & Lawrence, 2004; Govindarajan & Trimble, 2004). Adnan (1992) pula menegaskan bahawa elemen yang membezakan antara keusahawanan Barat dengan keusahawanan Islam adalah dari segi motivasi, iaitu motivasi matlamat akhir keusahawanan Islam adalah untuk mendapatkan keredhaan Allah. Keredhaan Allah menimbulkan motivasi yang sangat kuat bagi seseorang Muslim untuk berjaya dalam bidang keusahawanan sekiranya hal itu benar-benar dihayati. Emanuel (2009) menyatakan aktiviti mikro kredit mestilah menyesuaikan perniagaannya dengan nilai-nilai budaya Malaysia dan yang sangat penting adalah Malaysia selaku negara Islam dan mempunyai majoriti penduduknya beragama Islam. Maka produk pembiayaan mikro itu hendaklah menepati agama Islam, di mana umat Islam lebih cenderung melanggani produk Islam berbanding produk konvensional.

ALGORITHME PENAMBAHBAIKAN EPSI

Kesahan (validasi) Kandungan Instrumen Kajian

Instrumen EPSI yang melalui olahan dan pengubahsuaian strategik mengandungi 67 item semuanya seperti yang ditunjukkan pada Jadual 1. Instrumen asal dalam Bahasa Inggeris dibina oleh Yurkiewicz (1996), Sun (2003), Valdez (2009). Namun begitu (2004) telah menterjemahkannya dalam Bahasa Malaysia dan Zahiruddin (2011) telah membuat beberapa pindaan bagi menyesuaikan kegunaan mengikut pembiayaan secara Islam dalam Bahasa Inggeris dan telah diubah bahasa kepada Bahasa Malaysia dan telah disemak oleh dua orang pensyarah kanan bahasa Universiti Malaya. Item-item dalam bahagian ini telah diklasifikasikan kepada lima Dimensi iaitu Kejayaan, Penetapan Matlamat, Personaliti, Pengetahuan, Motivasi dan Pembiayaan Secra Islam. Set instrumen EPSI telah dikemukkan kepada kumpulan lima panel pakar dari Suruhanjaya Koperasi Malaysia, Maktab Koperasi Malaysia dan Angkatan Kebangsaan Koperasi Malaysia (ANGKASA) untuk semakan kesahan (validasi) kandungan item, proses semakan tersebut dijalankan sebanyak tiga kali berulang kepada kesemua lima panel pakar di atas. Susunan dimensi dan bilangan item yang dipersetujui adalah seperti yang dirumuskan pada Jadual 1:


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Jadual 1: Bilangan Item Mengikut Dimensi

No Dimensi Bil. Item

1. Demografi 142. Faktor Kejayaan 43. Penetapan Matlamat 94. Personaliti 85. Pengetahuan 236. Motivasi 57. 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

Bil Jenis-jenis kejayaan yang diukurB1 Peningkatan tahunan nilai bersih koperasi

B2 Saya mendapat kepuasan peribadi bekerja dalam bidang ini

B3 Koperasi berjaya memberi faedah kepada anggota

B4 Koperasi berjaya memberi kebajikan kepada masyarakat

Pengguguran 4 item (Jadual 2) dengan justifikasi tidak sesuai dengan Akta Koperasi Malaysia 1993. Oleh itu hanya tinggal 4 item dikekalkan berupaya untuk mengukur


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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.

Jadual 3: Penetapan Matlamat

Bil Penyataan

C1 Bagaimanakah sukarnya untuk anda berjaya mencapai matlamat tersebut?

C2 Adakah anda fikir bahawa kemajuan terhadap mencapai matlamat tersebut berada di landasan yang betul?

C3 Bagaimana tidak puas hatinya anda dengan kemajuan semasa untuk mencapai matlamat tersebut?

C9 Bandingkan dengan kemajuan yang telah anda capai terhadap matlamat yang ditetapkan. Bagaimanakah dekatnya untuk anda capai dengan jayanya?

C4 Menetapkan matlamat dengan jelas adalah penting untuk berjaya mencapai matlamat tersebut.

C5 Menetapkan matlamat yang jelas membantu anda untuk mengubah suai perancangan bagi memastikan berjaya mencapai matlamat tersebut.

C6 Bilakah anda menjangkakan untuk mencapai matlamat tersebut?

C7 Apabila membuat penetapan matlamat, matlamat yang penting perlu diberi keutamaan untuk disenaraikan.

C8 Bagaimanakah pentingnya matlamat tersebut kepada anda?

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.


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Jadual 4: Personaliti

Bil Pernyataan

D1 Berdasarkan sifat persekitaran semasa perniagaan, adalah baik untuk menerokanya perlahan-lahan.

D2 Bersifat berani dengan tingkah laku yang pelbagai ragam adalah berguna dalam persekitaran semasa perniagaan.

D3 Secara amnya, saya sangat berpuas hati dengan kerja yang saya buat.

D4 Secara amnya, saya amat berpuas hati dengan kerja yang saya lakukan untuk koperasi.

D5 Saya mengalu-alukan masa depan perniagaan saya dengan penuh harapan dan semangat.

D6 Saya mempunyai kepercayaan yang penuh dengan masa depan perniagaan koperasi.

D7 Apabila saya melihat ke masa akan depan, saya menjangkakan perniagaan koperasi 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.


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Jadual 5: Pengetahuan

Bil PernyataanE1 Koperasi saya mengambil masa untuk merancang pejalanan perniagaan saya.

E2 Secara purata, saya berkecenderungan untuk bekerja lebih masa dalam perniagaan koperasi berbanding pekerja lain.

E3 Koperasi saya mempunyai pelan perniagaan secara bertulis.

E4 Saya bertindak sebagai model peranan untuk menyampaikan nilai-nilai saya kepada orang bawahan.

E5 Saya bertindak balas terhadap kejadian apabila ianya berlaku berbanding membuat perancangan teliti.

E6 Saya biasanya tidak terkejut dengan kejadian yang berlaku di luar koperasi saya kerana saya sentiasa peka.

E7 Apabila merancang, saya pertimbangkan maklumat daripada mereka yang terlibat seperti pelanggan, pembekal dan pekerja.

Bil Pernyataan

E8 Saya selalu membuat perubahan terhadap pelan perniagaan koperasi berdasarkan faktor-faktor persekitaran.

E9 Saya pantas mengambil tindakan tanpa mengambil banyak masa untuk mengumpul maklumat- maklumat berkenaan situasi terbabit.

E10 Saya mengalu-alukan pendapat yang kritikal untuk memperbaiki prestasi koperasi.

E11 Saya menggalakkan kerjasama dan kolaborasi merentasi kawasan fungsian perniagaan koperasi saya.

E12 Saya menggalakkan pekerja saya untuk membuat eksperimen dengan idea dan konsep baru bagi mencipta pendekatan inovatif.

E13 Saya memberikan latihan dan pembangunan kepada pekerja koperasi.

E14 Saya secara aktif mencari pengetahuan berkenaan pelanggan koperasi dan 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.

E18Untuk mengemaskini dengan teknologi dan maklumat, saya menyertai aktiviti pembelajaran melalui seminar, bengkel, pameran dagangan dan bercakap dengan pembekal.

E19 Saya faham bagaimana penyata kewangan menggambarkan perniagaan koperasi.

E20 Saya mengawasi, mentafsir dan memberi respon terhadap kejadian kompetitif luaran, ekonomi dan sosial.


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E21 Saya secara kritikal menganalisa prestasi lalu dan peluang masa depan dan 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

F1 Saya memberikan tumpuan penuh terhadap perasaan orang lain di tempat kerja.

F2 Saya cuba berusaha keras untuk memperbaiki prestasi di tempat kerja.

F3 Bila saya ada pilihan, saya cuba untuk bekerja dalam kumpulan daripada bersendirian.

F4 Saya meluahkan ketidaksetujuan saya dengan orang lain secara terbuka.

F5 Saya cuba untuk memberikan yang lebih baik daripada rakan sekerja koperasi.

Pembiayaan Secara Islam

Konsep Pembiayaan Secara Islam diketengahkan oleh Kamisan (2004), Instrumen asal dalam Bahasa Inggeris telah diterjemahkan terlebih dahulu kepada Bahasa Malaysia oleh dua pensyarah pakar Universiti Malaya. Pada asalnya dimensi ini mengandungi 7 item tetapi digugurkan sebanyak 2 item oleh lima panel dengan merujuk print out data yang diproses dengan mengmbilkira pernyataan “if item deleted”. Oleh itu hanya tinggal 4 item yang digunapakai seperti dirumuskan pada Jadual 7.

Jadual 5: samb.


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Jadual 7: Pembiayaan Secara Islam

Bil Pernyataan

G1 Adakah kamu menyokong pendapat bahawa pinjaman secara Islam adalah lebih menguntungkan berbanding pinjaman konvensional

G2 Adakah kamu menyokong pendapat bahawa pinjaman secara Islam lebih berisiko tinggi berbanding pinjaman konvensional.

G3 Adakah kamu menyokong pendapat bahawa pinjaman Qardul Hassan adalah berlandaskan perkhidmatan kebajikan dan bukannya tujuan keuntungan ekonomi.

G4 Adakah kamu menyokong pendapat bahawa konsep pembiayaan menurut Bai Bitamin Ajil berdasarkan nilai pasaran hartanah disebalik kos kewangan aset.

UJIAN KESAHAN (VALIDASI) KANDUNGAN INSTRUMENN

Untuk menyediakan satu kesahan dan kebolehpercayaan instrumen, ia perlu melalui beberapa proses semakan dan tapisan. Peringkat pertama, instrumen yang ditemui di tesis (Zaharudin, 2011) ditunjukkan untuk semakan dan perbincangan dengan penyelia utama dan penyelia bersama. Untuk kesahan muka (face validity), penyelidik telah menunjukkan soalan selidik kepada dua pensyarah bahasa dari Universiti Malaya untuk menyemak struktur dan laras Bahasa Malaysia yang digunakan dalam soal selidik ini. Gay et al., (2003) menyatakan bahawa kesahan kandungan boleh dirujuk dan disemak kepada pakar yang mempunyai kepakaran dalam bidang masing-masing dan Burn & Grove (1973) & Wilson (1989) men-cadangkan hanya lima hingga tujuh orang sahaja telah memadai dalam satu-satu kajian. Dalam kajian ini, penyelidik telah mendapat khidmat seramai lima orang pakar yang berpengalaman dalam bidang koperasi. Pengkaji menggunakan khidmat kepakaran dari institusi yang berotoriti di Malaysia dalam bidang koperasi iaitu masing-masing dua orang dari Suruhanjaya Koperasi Malaysia dan Maktab Koperasi Malaysia manakala seorang dari Angkatan Kebangsaan Koperasi Malaysia (ANGKASA). Mereka diminta menilai terhadap setiap item berdasarkan skala 1 (sangat tidak sesuai), 2 (tidak sesuai), 3 (agak sesuai), 4 (sesuai) dan 5 (sangat sesuai). Keputusan panel terhadap kesahan kandungan instrumen kajian seperti ditunjukkan dalam Jadual 9. Dapatan seperti yang dirumuskankan pada Jadual 8 menunjukkan min keseluruhan kesesuaian dan ketepatan item-item bagi mengukur pemboleh ubah kajian mengikut penilaian pakar adalah antara 4.35 hingga 4.72 atau nilaian peratus adalah antara 87 peratus hingga 94.4 peratus atau indeks kesahan Antara 0.87 hingga 0.94. Menurut Mohd. Sahandri et al., (2013), tahap minimum peratus persetujuan pada setiap item yang divalidasi oleh pakar-pakar adalah tidak kurang dari 80 peratus. Oleh itu dapatlah dirumuskan bahawa item-item dalam instrument EPSI versi 2013 ini adalah mempunyai kesahan (validasi) kandungan yang baik seperti perangkaan yang ditunjukkan pada Jadual 8.


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Jadual 8: Keputusan Min Nilaian Panel Tentang Kesahan Kandungan Instrumen

Pemboleh Ubah Kajian

Min PenilaiMin

KeseluruhanPeratus (Indeks)Pakar

1Pakar

2Pakar

3Pakar

4Pakar

5Fenomena Kejayaan Koperasi

4.50 4.75 4.75 4.50 4.75 4.65 93.0 (.93)

Penetapan Matlamat Kesukaran

4.25 4.25 4.75 4.50 4.25 4.40 88.0 (.88)

Penetapan Matlamat Kejelasan

4.60 4.80 4.60 4.60 5.00 4.72 94.4 (.94)

Personaliti Tindakan 4.75 4.75 4.50 4.25 4.50 4.55 91.0 (.91)

Personaliti Keadaan 4.50 4.75 4.25 5.00 4.25 4.55 91.0 (.91)

Pengetahuan Perancangan 4.50 4.50 3.85 4.65 4.25 4.35 87.0 (.87)

Pengetahuan Kepimpinan 4.40 4.60 4.20 4.20 4.80 4.44 88.8 (.89)

Pemboleh Ubah Kajian

Min PenilaiMin

KeseluruhanPeratus (Indeks)Pakar

1Pakar

2Pakar

3Pakar

4Pakar

5Motivasi 4.60 4.40 4.40 4.60 5.00 4.60 92.0 (.92)Produk Secara Islam 4.75 4.50 4.00 5.00 4.50 4.55 91.0 (.91)

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.


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Jadual 9: Nilai Cronbach Alfa Mengikut Dimensi

Bahagian Dimensi (Pemboleh Ubah)

Bil. item

Nilai Cronbach AlfaAsal

Nilai Cronbach Alfa

Kajian Rintis

A Demografi 14 - -B Kejayaan 4 0.87 0.69C Penetapan Matlamat

(Kesukaran dan kejelasan) 9 0.96 0.91

D Personaliti Berorentasikan (Tindakan dan Keadaan) 8 0.93 0.90

E Pengetahuan (Perancangan, Kepimpinan dan Pengurusan)

230.93 0.91

F Motivasi 5 0.96 0.79G Pembiayaan Secara Islam 4 Baharu* 0.65

Perangkaan pada Jadual 9, menunjukkan semua Dimensi EPSI versi 2013 menunjukkan nilai Cronbach Alpha yang tinggi iaitu antara 0.69 hingga 0.91. Nunnally (1967). Menurut Pallant (2001) pula, nilai indeks alpha sebanyak 0.7 atau ke atas adalah baik untuk skala instrumen yang mempunyai sepuluh atau lebih item. Manakala nilai Cronbach Alfa sebanyak 0.5 pula dianggap baik untuk skala instrumen yang mempunyai kurang daripada sepuluh item. Nilai Cronbach Alfa melebihi 0.60 sering digunakan oleh pengkaji-pengkaji sebagai indeks kebolehpercayaan dalam kajian (Mohd. Majid, 1990)

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.


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Jadual 10: Bilangan Koperasi Kredit Antara 100 Terbaik di Malaysia (2012)

Negeri BilanganKedah 1

Kuala Lumpur 17Melaka 1

NS TiadaPahang 1

Pulau Pinang 3Perak 2

Kelantan 2Sabah 1

Sarawak 1Selangor 1

Terengganu 1Johor 3

Jumlah 35

Sampel dan Kaedah Persampelan

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.

Teknik Pengumpulan Data

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,


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penyelidik membuat panggilan telefon dan kemudiannya menghantar instrumen secara pos kepada Anggota Lembaga tersebut. Selebihnya penyelidik membuat temu janji terus kepada Anggota Lembaga Koperasi untuk mendapat baki jawapan soal selidik tersebut. Hasil dari temu janji dan penghantaran instrumen secara pos, instrumen yang berjaya dikumpul adalah 197 set.

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.

Hair et al., (1998) mencadangkan lima syarat bagi mengesahkan kebolehpercayaan instrumen melalui analisis faktor bagi pemboleh ubah-pemboleh ubah dalam kajian ini:

Nilai Kaiser-Meyer-Olkin Measure of Sampling Adequacy (KMO) hendaklah 0.6 < KMO < 0.90 (Hair et al., 1998; Meyer et al., 2006). Nilai 0.5 dan kurang adalah ukuran tidak lulus syarat analisis faktor bagi pemboleh ubah tersebut. Ujian KMO


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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.

Peratusan varians yang dijelaskan mestilah sekurang-kurangnya 60% dari jumlah keseluruhan varians (Meyer et al., 2006).

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. Analisis Faktor Pemboleh Ubah: Personaliti Berorientasikan Tindakan dan Keadaan

Jadual 11 menunjukkan dapatan analisis faktor terhadap pemboleh ubah ‘Personaliti Berorientasikan Tindakan dan Keadaan’. 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 Tindakan’ dan Faktor 2 yang mewakili ‘Personaliti Berorientasikan Keadaan’ dan tiada item yang digugurkan daripada analisis ini.


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Jadual 11: Struktur Faktor dan Pemuatan Faktor Personaliti Berorientasikan Tindakan dan Keadaan dan Nilai Keseragaman Item (N=190)

Bil Item

Pemuatan Faktor

Anti-Imej Matriks Korelasi

Faktor 1 Faktor 2

D1 Berdasarkan sifat persekitaran semasa perniagaan, adalah baik untuk menerokanya perlahan-lahan

.769 .621

D2 Bersifat berani dengan tingkah laku yang pelbagai ragam adalah berguna dalam persekitaran semasa perniagaan.

.823 .710

D3 Secara amnya, saya sangat berpuas hati dengan kerja yang saya buat.

.616 .895

D4 Secara amnya, saya amat berpuas hati dengan kerja yang saya lakukan untuk koperasi.

.622 .871

D5 Saya mengalu-alukan masa depan perniagaan koperasi dengan penuh harapan dan semangat

.691 .860

D6 Saya mempunyai kepercayaan yang penuh dengan masa depan koperasi

.723 .925

D8 Pada masa depan, saya jangkakan perniagaan koperasi akan Berjaya .713 .809

FaktorPersonaliti

Berorientasikan Tindakan

Personaliti Berorientasikan

Keadaan

Nilai Eigen 5.347 .834

Peratus Varians 66.832 10.426

KMO .846

Ujian Sphericity Bartlett 1412.383

Df 28

Sig. .000

Jumlah % Varians 77.258


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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)

Bil ItemPemuatan Faktor

Anti-Imej Matriks Korelasi Faktor 1 Faktor 2

C1 Bagaimanakah sukarnya untuk anda berjaya mencapai matlamat tersebut

.756 .421

C2 Adakah anda fikir bahawa kemajuan terhadap mencapai matlamat tersebut berada di landasan yang betul

.627 .735

C3

Bagaimana tidak puas hatinya anda dengan kemajuan semasa untuk mencapai matlamat tersebut

.750 .701

C9

Bandingkan dengan kemajuan yang telah anda capai terhadap matlamat yang ditetapkan. Bagaimanakah dekatnya untuk anda capai dengan jayanya

.614 .846

C4

Menetapkan matlamat dengan jelas adalah penting untuk berjaya mencapai matlamat tersebut

.799 .925

C5 Menetapkan matlamat yang jelas membantu anda untuk mengubah suai perancangan bagi memastikan berjaya mencapai matlamat tersebut

.793 .911

C6 Bilakah anda menjangkakan untuk mencapai matlamat tersebut

.577 .695


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C7 Apabila membuat penetapan matlamat, matlamat yang penting perlu diberi keutamaan untuk disenaraikan

.793 .915

C8Bagaimanakah pentingnya matlamat yang anda senaraikan kepada anda

.786 .925

FaktorPenetapan Matlamat

Kesukaran

Penetapan Matlamat Kejelasan

Nilai Eigen 3.637 2.327

Peratus Varians 40.414 25.861

KMO .740

Ujian Sphericity Bartlett 1023.583

Df 36

Sig. .000

Jumlah % Varians 66.275

Analisis Faktor Pemboleh Ubah: Pengetahuan Perancangan, Kepimpinan, Pengurusan

Jadual 13 menunjukkan dapatan analisis faktor terhadap pemboleh ubah Pengetahuan Perancangan, didapati bahawa nilai Eigen, KMO, Sphericity Bartlett, jumlah peratus varians dan Anti-Imej Matriks Korelasi melepasi syarat analisis faktor mengikut tafsiran Hair et al., (1998). Sebanyak tiga faktor dimensi yang dapat diinterpretasi dalam pemuatan faktor iaitu Faktor 1 yang mewakili ‘Pengetahuan Pengurusan’, Faktor 2 yang mewakili ‘Pengetahuan Kepimpinan’ dan Faktor 3 yang mewakili ‘Pengetahuan Perancangan’. E5 telah tergugur hasil dari proses pemuatan analisis faktor.

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Jadual 13: Struktur Faktor dan Pemuatan Faktor Pengetahuan Perancangan dan Nilai Keseragaman Item (N=190)

Bil

Item Pemuatan Faktor

Anti-Imej Matriks Korelasi

Faktor 1 Faktor 2 Faktor 3

E1 Koperasi saya mengambil masa untuk merancang perjalanan perniagaan.

.847 .663

E2 Secara purata, saya berkecenderungan untuk bekerja lebih masa dalam perniagaan koperasi berbanding pekerja lain.

.601 .668

E3 Koperasi saya mempunyai pelan perniagaan secara bertulis.

.876 .710

E4 Saya bertindak sebagai model peranan untuk menyampaikan nilai-nilai saya kepada orang bawahan.

.837 .607

E6 Saya biasanya tidak terkejut dengan kejadian yang berlaku di luar koperasi saya kerana saya sentiasa peka.

.885 .536

E7 Apabila merancang, saya pertimbangkan maklumat daripada mereka yang terlibat seperti pelanggan, pembekal dan pekerja.

.754 .566

E8 Saya selalu membuat perubahan terhadap pelan perniagaan koperasi berdasarkan faktor-faktor persekitaran.

.820 .703

E9 Saya pantas mengambil tindakan tanpa mengambil banyak masa untuk mengumpul maklumat maklumat berkenaan situasi terbabit.

.899 .701


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E10 Saya mengalu-alukan pendapat yang kritikal untuk memperbaiki prestasi koperasi.

.871 .657

E11 Saya menggalakkan kerjasama dan kolaborasi merentasi kawasan fungsian perniagaan saya.

.866 .508

E12 Saya menggalakkan pekerja saya untuk membuat eksperimen dengan idea dan konsep baru bagi mencipta pendekatan inovatif.

.777 .557

E13 Saya memberikan latihan dan pembangunan kepada pekerja koperasi.

.848 .655

E14 Saya secara aktif mencari pengetahuan berkenaan pelanggan koperasi dan pasaran.

.856 .779

E15 Saya sedar tentang produk/perkhidmatan dan struktur harga pesaing koperasi.

.854 .626

B16 Saya tahu pulangan atas pelaburan kempen pengiklanan koperasi.

.767 .855

B17 Saya tahu berapa untung kasar koperasi. .891 .627

E18 Untuk mengemaskini dengan teknologi dan maklumat, saya menyertai aktiviti pembelajaran melalui seminar, bengkel, pameran dagangan dan bercakap dengan pembekal.

.838 .846

E19 Saya faham bagaimana penyata kewangan menggambarkan perniagaan koperasi.

917 .799

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E20 Saya mengawasi, mentafsir dan memberi respon terhadap kejadian kompetitif luaran, ekonomi dan sosial.

.844 .886

E21 Saya secara kritikal menganalisa prestasi lalu dan peluang masa depan dan mengambil tindakan untuk meningkatkan prestasi koperasi.

.877 .805

E22 Saya terlibat secara aktif dengan analisis pasaran. .705 .842

E23 Saya terlibat secara aktif dalam meninjau pelanggan koperasi. .707 .637

Faktor PengetahuanPerancangan

Pengetahuan Kepimpinan

Pengetahuan Pengurusan

Nilai Eigen 1.775 1.933 10.896

Perats Varian 8.068 8.785 49.525

KMO .856

Ujian Sphericity Bartlett 4010.435Df 231

Sig. .000Jumlah% Varian 66.378

Item E5 digugurkan

Kebolehpercayaan Dimensi Item-item

Kebolehpercayaan Dimensi pemboleh ubah-pemboleh ubah dalam dalam kajian ini dapat dilihat pada nilai Alfa Cronbach dari output analisis SPSS versi 21 yang ditunjukkan pada Jadual 14.

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Jadual 14: Nilai Alfa Cronbach Bagi Item Mengikut Dimensi

Dimensi Item Bil. Item

Alfa Cronbach

B Fenomena Kejayaan Koperasi Kredit 4 .623

C Penetapan Matlamat kesukaran 4 .639

C Penetapan Matlamat kejelasan 5 .830

D Personaliti Berorientasikan Tindakan 4 .832

D Personaliti Berorientasikan keadaan 4 .905

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.

Ujian Kenormalitian Data

Kaedah statistik Analisis Berganda dijalankan bagi memastikan data-data yang terkumpul berkeadaan normal dan membolehkan analisis statistik menepati prasyarat berikut:


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(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.

Rajah 1: Normal P-P plot of regression standardized residual

(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).


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Jadual 15: Excluded variablesa

Model Beta In T Sig. PartialCorrelation


Tolerance

1

Min Skor Matlamat Kesukaran -.161b -2.544 .012 -.183 .967

Min Skor Tindakan -.030b -.450 .653 -.033 .922

Min Skor Keadaan .086b 1.195 .234 .087 .777

min perancangan2 .052b .725 .470 .053 .766

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 Secara Islam -.070b -.979 .329 -.071 .774

2

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

Min Skor Pengurusan .066c .909 .364 .067 .728

Min Skor Motivasi .117c 1.888 .061 .137 .991

Min Skor Pembiayaan Secara Islam -.058c -.810 .419 -.059 .770

a. Dependent Variable: Min Skor Ukuran Kejayaanb. Predictors in the Model: (Constant), Min Skor Kejelasanc. Predictors in the Model: (Constant), Min Skor Kejelasan, Min Skor Matlamat Kesukaran


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Jadual 16: Koefisiena

ModelUnstandardized Coefficients

Standardized Coefficients t Sig.


B Std. Error Beta Tolerance VIF

1(Constant) 4.314 .245 17.586 .000

Min Skor Kejelasan

.328 .041 .500 7.909 .000 1.000 1.000

2

(Constant) 4.763 .300 15.902 .000

Min Skor Kejelasan

.347 .042 .529 8.353 .000 .967 1.034

Min Skor Matlamat Kesukaran

-.111 .044 -.161 -2.544 .012 .967 1.034

a. Dependent Variable: Min Skor Ukuran Kejayaan

(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.

Rajah 2.1: Partial plot (b) Rajah 2.2: Partial regression regression plot (a)


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Jadual 17: Residuals statisticsa

Minimum Maximum Mean Std. Deviation N

Predicted Value 5.735 6.778 6.238 .2573 190

Residual -1.1243 .8618 .0000 .4180 190

Std. Predicted Value -1.954 2.097 .000 1.000 190

Std. Residual -2.675 2.051 .000 .995 190

a. Dependent Variable: Measurement of Success Mean Score

(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)

Pemboleh Ubah Korelasi Pearson Sig. (1- tailed)

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.


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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.


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Rubin, B. R., Palmgreen P., & Sypher, H.E. (1994). Communication research measures: A sources book. New York: The Guilford Press.

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