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| Contents: MALAYSIAN JOURNAL OF CO-OPERATIVE MANAGEMENT, VOL. 2 | | | | | | | | | | | | | | | PERFORMANCE MEASUREMENT: AN EVALUATION OF CO-OPERATIVE PERFORMANCE IN MALAYSIA Indar Kaur Co-operative College of Malaysia ABSTRACT Co-operatives are generally lagging in terms of performance measurement. This is partly because co-operatives have both economic and social objectives but no acceptable methods have been developed to measure these aspects satisfactorily. An attempt is thus made to evaluate the performance of co-operatives in Malaysia based on a sample of 20 large and 20 small co-operatives. Co-operative performance is evaluated on two dimensions: i) economic performance as a business entity and ii) member benefits in terms of dividends, social benefits and patronage rebate. Findings reveal that in terms of financial performance there is a great variability both among the large as well as small co-operatives. Overall averages indicate financial ratios are generally satisfactory with the smaller co-operatives outperforming the larger ones in some measures. From the member benefit perspective however most co-operatives use almost all available profits for payment of dividends, indicating dividends is deemed to be the most important member need. Only a few co-operatives placed importance on apportioning profits for the social benefits of members but the majority of these co-operatives allocated only between 10% to 20% of profits for member welfare and social needs. Not a single co-operative practised the payment of patronage rebate that would more fairly benefit members. | DATA ENVELOPMENT ANALYSIS AS A METHOD TO MEASURE EFFICIENCY OF PERFORMANNCE IN CO-OPERATIVE Jamilah Din Co-operative College of Malaysia ABSTRACT This article basically discusses an introduction to the Data Envelopment Analysis (DEA) method, the work of Farrell (1957) which is extended by Charnes, Cooper and Rhodes (1978) and Banker, Charnes and Cooper (1984). Researchers in operational research and economic have worked actively with DEA in measuring performance of profit and non-profit organisation such as health care, agricultural production, banking and many other applications. However this method is rare in application of cooperative research. As this method has its special characteristics that outperformed many other methods in performance analysis, thus this paper is focused on the usefulness of the method that is worth to be considered. Perhaps this method will solve some issues in treating the multiple inputs and outputs variables in cooperative performance analysis. | HUMAN RESOURCE MANAGEMENT AND MEMBER RELATIONS IN CO-OPERATIVES Jimmy Chia Chau Tei Co-operative Development Department, Sarawak Abstract A co-operative needs membership that understands the need for investment in its human capital, management, board, staff, members and other significant policy. Members must also be aware of issues concerning the successful delivery of their specific social and economic needs. A strong co-operative culture at the heart of the organization thus needs to be developed in order to have a successful co-operative HRM function contributing positively to the effectiveness of the co-operative association and organization. If properly applied and managed HRM strategies will provide a better fit in a membership-based organization and could provide co-operative with a genuine competitive advantage. | MANAGEMENT STYLES OF CO-OPERATIVE MANAGERS IN MALAYSIA Yusman Bin Yacob Co-operative College of Malaysia ABSTRACT An efficient manager must have the capability to practise various kinds of styles that suits the environment in order to achieve the organisational mission and strategic goals. Therefore the management styles adopted by co-operative managers plays an important role in the organization. The management style of co-operative managers is studied by adopting the theoretical framework of Spectral Management Type Theory. This theory consists of eight management styles; Innovative Style, Developmental Style, Analytical Style, Enterprising Style, Change Style, People Style, Action Style and Adoptive Style. This study compares the management styles between two groups, that of successful co-operatives and less successful co-operatives. The findings from the study shows that there is a significant difference of management styles between the two groups. The superior style between the two groups is the Innovative Style. For the less successful co-operative managers, the study shows that they are still weak on the Action Style, indicating that there is a need to improve on the innovative and strategic capabilities of the managers. | HADHARI SCORECARD: AN APPROACH TO CO-OPERATIVE SOCIETY PERFORMANCE MANAGEMENT SYSTEM Assoc. Prof. Dr. Mohd Ismail Ramli Universiti Teknologi MARA ABSTRACT This paper offers a solution to the agency problems by improving the perspectives of the traditional financial statement and conventional Balanced Scorecard. It borrows the meaning of Islam Hadhari or Civilisational Islam, which is a theory of governing based on the Quran. It promotes the balancing between the material and the non-material civilization in deriving a holistic system of managing organizational performance: Hadhari Scorecard. It adds to the perspective of principle value, being proxy by organizational integrity to the presently famous four perspectives of BSC: the financial, customer, internal process and learning and growth. | AR-RAHNU: BUSINESS OPPORTUNITY FOR CO-OPERATIVES IN MALAYSIA Hj. Idris Ismail Co-operative College of Malaysia ABSTRACT Syariah-based pawn-broking or Ar-Rahnu is an Islamic pawn-broking considered to be a new product in the co-operative sector. There are many advantages in comparing Ar-Rahnu to conventional pawn–broking, among which, it seems to be one of the tools to create business opportunities and to uplift the economic and social status of the members of co-operative. Bank Rakyat and a few other co-operatives in this country have shown positive results in implementing Ar-Rahnu and the average percentage in Ar-Rahnu transactions per year has increased tremendously. The ever increasing demand for this particular Islamic pawn broking services does not only mirror the economic acceptance but also reflect the fairness and non-exploitative system of Islamic finance . | SUCCESS FACTORS OF COOPERATIVES IN MALAYSIA: AN EXPLORATORY INVESTIGATION Sushila Devi Rajaratnam,
Nurizah Noordin,
Mohd Shahron Anuar Said,
Rafedah Juhan
Farahaini Mohd Hanif
Co-operative College of Malaysia ABSTRACT This paper explored the success factors of cooperatives in Malaysia as a study of this nature had not been attempted previously. Questionnaires were distributed using the purposive sampling method to obtain the perception of respondents from cooperatives. Responses from a sample of 203 respondents was then analysed using exploratory factor analysis. A total of five factors were extracted using the principal component method with a varimax rotation. The five factor rotated solution explained a total of 63.84 percent of the variance and all the factors had acceptable reliability. The five factors were labelled as visionary leadership, managerial competency, stability, functional characteristics and operational efficiency. Group mean scores were then calculated for the five factors to determine their importance in determining the success of cooperatives. Based on the group mean scores, only four factors were found to be important and they are visionary leadership, managerial competency, functional characteristics and stability. | COOPERATIVE AS A MODEL OF POVERTY ALLEVIATION IN THE 21ST CENTURY: STRATEGIES FOR EFFECTIVENESS IN UGANDA Julius Omona Makerere University, Kampala, Uganda ABSTRACT This paper presents findings of a study whose objectives are to explore the history and current activities and challenges of the co-operative movement in Uganda as one of the development options for poverty alleviation; and to examine strategies for making it an effective model of poverty alleviation in this 21st Century. Poverty in Uganda is a reality, with Uganda now categorized among the least developed of the developing countries.
This is an exploratory research using qualitative approaches to data collection and analysis. It is a desk review of existent literature and related documents and interviews of key persons in co-operative and finance-related institutions in Uganda. The paper establishes that the co-operative movement, from colonial times to date, has undergone a lot of challenges, both emanating from the cooperatives themselves and those from its contexts. It also establishes that despite many interventions to alleviate poverty by government, especially in the last 20 years, poverty still bites a very significant proportion of the population, mainly due to inappropriate model of intervention.
The paper agrees that Uganda government’s current promotion of co-operatives is an indication of how it believes in its importance as a complementary development model. The paper argues that for co-operatives to effectively fight poverty amidst the challenges and meet the Millennium Development Goals (MDGs) by 2015, policy innovations should include, firstly, action by the government to provide support and conducive legal environment for the operation of co-operatives and, secondly, reforms within the societies themselves to enable them overcome internal and external forces. The paper also concludes that though the role of government and cooperatives are significant in the fight against poverty, the Non-govermental Organizations (NGOs) and the private sectors should equally be engaged in this struggle if meaningful development is to be realized and poverty in particular, fought. | MANAGERIAL ROLES AND THE TRAINING OF MALAYSIAN CO-OPERATIVES’ MANAGERS Suhaimi Mhd Sarif
Yusof Ismail International Islamic University Malaysia ABSTRACT Managers get things done through people efficiently and effectively. Managerial roles explain the actual work that managers do. Mintzberg has documented ten (10) specific managerial roles and classified them into three areas: (a) interpersonal, (b) informational, and (c) decisional. Managers of conventional companies are governed,, among others, by the Companies Act 1965 under the Companies Commission of Malaysia, whereas co-operative organisations are administered by the Co-operative Act 1963 under the supervision of the Co-operative Commission of Malaysia. This paper investigates the perceptions of co-operatives’ senior managers toward managerial roles and their training within the co-operatives’ framework. The results showed that senior managers of co-operatives performed Mintzberg’s managerial roles and sought similar managerial training like their companies counterparts despite operating under different legal frameworks. However, the results were not conclusive considering constraints on sample size of the study (n=52). The study proposed that future research use case study method to understand the details of managerial work at cooperatives. | AN EMPIRICAL ANALYSIS ON STRESS AMONG THE EMPLOYEES OF CENTRAL COOPERATIVE BANK IN DINDIGUL DISTRICT, TAMILNADU, INDIA M. Karthikeyan Institute of Cooperatives and Development Studies, Ambo University, Ethiopia ABSTRACT Cooperatives have a different kind of management and administration system. Though the members are the owners, the governing authority is the government (through the officials) because of the initiation, sponsorship given by it to the cooperative movement in our country. There are reasons for stress in a cooperative enterprise such as workload, working conditions, and so on.
This paper attempts to find out the reasons for and reactions to the stress among the employees of the Central Cooperative Bank (CCB) in Dindigul District in Tamilnadu, India; to identify the stress and disclose the factors responsible for the causes of stress; and identify stress management techniques followed by the employees; and to coin out strategies to manage and reduce stress. Since it is empirical in nature, survey method was adopted and Dindigul CCB was selected purposively. The employees at the strategic, tactic and operational level were selected by employing census method sampling procedure. A well-designed questionnaire consists of statements to be responded on five point scale was administered among the respondents to elicit information in tune to the objectives of the study. The collected information was processed and analyzed, and major findings were given.
The result of the study shows that the operational level employees has more stress than other levels of employees of the bank. They are feeling stress by mental energy drains, physical energy drains and spiritual energy drains. Most of the respondents recently have been used to go for walk in the morning, yoga and go for games and recreational activities as stress management techniques to reduce the stress. | STRATEGI PENTADBIRAN MENINGKATKAN PENCAPAIAN KOPERASI BERASASKAN STRUKTUR KOPERASI HIBRID: KAJIAN KES DI SATARA CO-OPERATIVE GROUP LIMITED, NEW ZEALAND Najmah Nawawi
Norhayati Abdul Rahman Maktab Kerjasama Malaysia (Co-operative College of Malaysia) ABSTRACT Kajian ini memperlihatkan kepentingan pelaksanaan pengurusan koperasi yang cekap dan komitmen koperasi yang tinggi berdasarkan kajian kes yang dijalankan di Satara Co-operative Group Limited, New Zealand yang menjalankan fungsi utamanya dalam pembungkusan buah kiwi. Data kajian diperoleh dengan menggunakan teknik temu bual dan pemerhatian. Dapatan kajian menunjukkan pengurusan pentadbiran koperasi yang sangat profesional kerana ditadbir oleh Ahli Lembaga Pengarah dan pihak pengurusan yang cekap dan komited. Tadbir urus korporat dijadikan sebagai garis panduan agar pentadbiran koperasi mengikut landasan yang betul kerana koperasi memperoleh sumber kewangan dari anggota dan juga pelabur luar. Namun begitu, koperasi hibrid tetap mengekalkan 60 peratus kuasa anggota koperasi dalam Mesyuarat Agung Tahunannya walaupun pelabur mempunyai modal pelaburan melebihi modal anggota koperasi tersebut. . | AN ASSESSMENT OF THE SOCIAL IMPACT OF COOPERATIVES IN DINDIGUL DISTRICT, TAMILNADU, INDIA R. Karunakaran Hawassa University, Awassa, Ethiopia ABSTRACT It is often said that Cooperative 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. Social contribution of cooperatives therefore, cannot be under-estimated. The main objective of the study is to assess the social impact of cooperatives with particular reference to contribution of social benefits, contribution of democratic benefits and contribution of empowerment benefits. The study is based on empirical analysis. Hence field survey method was adopted. As it covers both rural and urban area, multi-stage random sampling procedure has been employed to select the area as well as respondents. As the issues to be addressed in the study are of qualitative and quantitative nature, different tools and techniques of data collection have been used. Besides Personal Interview (PI) for administering the Structured Interview Schedule (SIS) among the respondents, Focus Group Discussion (FGD) and a few Participatory Rural Appraisal (PRA) techniques have been used. Findings reveal that members of cooperatives have high perception on the social, democratic and empowerment benefits of Cooperatives. They view cooperatives as social institutions where economic benefits can also be availed especially by those who are deprived of access to resources. Long years of membership in cooperatives, increased use of services of cooperatives and greater participation in the management of cooperatives have enabled to derive greater social benefits of Cooperatives. Hence, whatever be the lapses and ineffectiveness in the economic achievements of cooperatives, the social, democratic and empowerment benefits extended by cooperatives to individuals, and the society at large are very explicit and appear forefront. There are evidences that cooperative movement in the district has made sustainable social impact among people. . | Kembali
Jumlah Pelawat : 2336
Tarikh Akhir Dikemaskini : 02 Disember 2011
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