Malaysian Journal

Malaysian
Journal
Co-operative
Studies
Formerly known as Malaysian Journal of Co-operative Management (MJCM)
VO LUM E 10 2014 ISSN: 1823–5387

VOLUME 10
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
2014
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
Prelim.indd 1 12/16/14 2:15 PM

Malaysian
Journal
Co-operative
Studies
Formerly known as Malaysian Journal of Co-operative Management (MJCM)
Volume 10
Research Management and Innovation Centre
CO-OPERATIVE COLLEGE OF MALAYSIA

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 Editor
Noraesyah Saari (Co-operative College of Malaysia)
Editorial Advisory Board

Prof. 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 Editor
Muhammad Yusuf Ibrahim (Co-operative College of Malaysia)
Secretariat
Afiza Abdul Karim (Co-operative College of Malaysia)
Zaharatul Laili Zakaria (Co-operative College of Malaysia)
Sharepah Nur Azirah Shareh Abd. Rahman (Co-operative College of Malaysia)

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 79

di Malaysia
Noor Zeeta Mohd. Ramli, Haslinda Sujak, Nurol’ain Mustapha
Mohd. Safa’ai Said, Ruzilah Abd. Malek
Modus Operandi Penambahbaikan Instrumen EPSI dan 99

Status Penilaian Koperasi Kredit di Malaysia, Terciptanya
Instrumen EPSI Versi 2013
Mustapa Kamal Maulut, Mohd Sahandri Gani Hamzah

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Volume 10 2014
Social Audit of Oromia Coffee Farmers Cooperative Union,
Oromia Region, Ethiopia
M. Karthikeyan
Institute of Cooperatives & Development Studies, Ambo University, Ethiopia.
ABSTRACT
Social Audit is one of the evaluation methods applied to the organizations, which are
engaged in commercial and social activities. The objective of social audit is to bring to
light for public knowledge how far an organization has discharged its responsibilities
to the society and to make an assessment of the social performance of an organization.
Here, social audit has particular relevance, because it reinforces the cooperative’s
“commitment to social improvement which lies at the heart of the co-operative
philosophy”. The present study is unique in Ethiopia in the context of changing role
assigned to the cooperatives. The main objective of this study is the application of
the social audit measures on the social responsibilities of Oromia Coffee Farmers
Cooperative Union (OCFCU). Case study method is adopted for the present study. All the
Board of Directors, all the employees, 100 members and 100 non-members are selected
as samples. Stakeholder survey as a social audit model is employed to elicit information
from the stakeholders of the union. The collected data are processed through SPSS and
social audit measures are used to analyze and assess the relationship of cooperative
activities with the stakeholders of the union. Oromia Coffee Farmers Cooperative union
is a small holder coffee grower owned cooperative union established in June 1, 1999 by
34 cooperatives with 22,503 farmers and capital ETB 825,000 ($90,000). To date there
are 217 cooperatives with 202,397 households and capital ETB 161, 575, 474. Annual
coffee production is 202,524 tons and area under cultivation is 327,921 ha. OCFCU is
a democratic member owned business operating under the principles of International
Cooperative Alliance and one among objectives is to improve the social conditions of
farmers. With their fair trade premiums they have constructed four schools, two health
clinics and clean water supply tanks. They now have a cupping lab located at their office
and are in the process of constructing two warehouses. They hope to have their own
processing plant within the next three years. The union has accomplished very many
social projects for the well being of the community where it exists. This union is a model
for other cooperatives in fulfilling the social objectives in relation to stakeholders. The
results out of stakeholders survey reveals that the union is sincerely adhered to and
practice the principle of “Concern for Community”.
Keywords: Social Audit, Stakeholder Survey, Social Performance, Social Responsibility,
Members’ Perception, Fair Trade.
1 DrKartikeyan- Social Audit.indd 1 12/16/14 2:16 PM

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Malaysian Journal of Co-operative Studies
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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Volume 10 2014
Comprehensive work on the social impact of Cooperatives through social audit is
scarce. In fact, the need for impact studies on Cooperation was felt only during
recent years. As such lot of studies related to economic impact of Cooperatives was
conducted and they paid scanty attention to social impact of Cooperatives through
social audit. A few such studies and reports are reviewed here.
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).

4
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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Volume 10 2014
various needy services to their members and the community. By providing social,
democratic and empowerment benefits, they have promoted the well being as well
as human values among members. In the area of handloom weavers’ cooperatives,
a number of studies have assessed the impact on social condition of weavers by
Shanmugasundaram (1987), Mishra (1992), Subburaj (1993). The socio economic
status of member weavers has gone up (Thakur, 1992). Attwood and Baviskar (1987)
found that cooperative sugar factories have increased social participation and have
brought desired attitudinal changes among sugar cane farmers. A few impact studies
have also been made in the field of fisheries Cooperatives (Ghosh, 1987, Thanulingam,
1992), which assessed the socio–economic impact of fishermen Cooperatives.
In African context, few studies have been made considering social empowerment,
employment generation by cooperatives. Satgar and Williams (2008) assert that the
cooperative movement is one of the most organised social forces on the African
continent. They cite the ILO which suggests that at least 7 percent of citizens in
African countries belong to cooperatives, rising in countries like Mauritius, Egypt,
Ghana, Kenya and Senegal to 10 percent or more. The cooperative movement in
Africa plays a crucial role in economic and social transformation and in many parts
of Africa it constitutes a parallel cooperative sector and economy. The Heiveld
Rooibos Cooperative is located in Niewoudtville in the Hantam Karoo region of the
Northern Cape. The Heiveld case demonstrates a strong case of the consolidation
and improvement of a ‘social infrastructure’ linked to local engagement, voluntary
support and commitment of local leadership as a basis for successful community-
based development (Nel, et al, 2007). Cooperatives in Ethiopia give a wide range of
an implicit social protection to their members. Cooperatives offer to their members
includes lending money when their members face unexpected expenses (FCA, 2008).
STUDY FOCUS
Review of these and other literature on Cooperatives reveals that there has been no
comprehensive research work assessing the social impact of Cooperatives applying
social audit measures in its totality in Ethiopian context. The present study is an
attempt to fill in the research gap on social audit of Cooperatives.
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

6
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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Volume 10 2014
member owned business operating under the principles of International Cooperative
Alliance and one among objectives is to improve the social conditions of farmers.
The objectives of the union are: To improve farmers’ income by selling coffee for
higher prices; To improve and maintain the quality, productivity and sustainability
of coffee production; To regulate and stabilize the local market; To assist coffee
communities in providing social services such as schools, health centers and clean
water and etc. OCFCU works exclusively in Oromia Regional State, which accounts
for 65 percent of the country’s total coffee growing land and includes coffees from
Limu, Sidamo, Yirgacheffe, Nekemte, Jimma, Sidamo, Neqemte/ Ghimbi, and
Harrar. To support this work, OCFCU maintains 60 pulperies, 26 hulleries, and 75
warehouses.
The sales volume during 2011 was 6,597 tons and value ETB 698,825,194. Referring
to 2011 obtained benefit and when we see its performances, Birr 112,858,544
was secured. On the other side, profit drawn from the fair trade sales was Birr
2,345,288.47. Totally Birr 16,278,385.76 was obtained. When the obtained profit
was seen in relation to plan, its performance was found to be more than a double.
The profit was possible as the result of higher sales price occurrence.
Members of the basic cooperatives, who had bought shares, had obtained dividend
share of Birr 56,429,927 from the profit obtained during the 2011 budget year. The
dividend was shared based on the criteria that the basic coop members’ participation
on the coffee preparation activities and number of shares they had bought.
Accordingly, based on the participations that the primary cooperative members
made on the coffee preparations, Allocation of net profit is done in the following
manner: 70 % for member cooperatives; 50% for patronage; 20% for share and 30%
for expansion, reserves and social services.
The uniqueness of the union is full control and follow up “from tree to cup”, from
coffee nursery to planting, cultural practices, harvesting, processing, storing and direct
export and direct link to international buyers and roasters, bypassing the auction.
It provides services to the member cooperatives, including: marketing, technical
assistance, Fair Trade and Organic Certification coordination, coffee processing
and export, pre-financing and other administrative services. In addition, the Union
hopes to build a warehouse and a coffee-cupping laboratory and form a credit union
for its members. Establishing a direct relationship with the farmers is always an
important aspect of Cooperative Coffee’s mission and the farmers under Fair Trade
contracts receive more than three times the local price, plus the added social benefits
provided by OCFCU. The union has 8 years of export experience to USA, Europe,
Japan, Australia & Canada. It has got the certifications and traceability: Organic
certified coffees, Fair Trade certified coffees; Organic & Fair Trade certified coffees,
Conventional coffees with traceability to the cooperative level.

8
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
S.No. Sectors Name of the Project Project

accomplished
1 Education Primary school (1-4) 13
Additional Class room 33
Up Grading(1-4) to (1-6) 13
Up Grading(1-4) to (1-8) 5
Up Grading (1-8) to (1-10) 4
Kinder Garden 2
2 Health Health Post 5
Occupied Medical Equipment 3
Clinic Maintenance 1
3 Water Development Spring Development 76
4 Bridge Bridge 2
5 Electricity Bore hole 3
6 Office For cooperatives 5
Flour Mill 8
Coffee Processing 7
7 Milling
Dry weather road 3
Dry latrine 3
Total 186
Source: From the Union, 2012

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2. Ongoing Projects
The 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

10
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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Volume 10 2014
Fair Trade Activity
Out of the activates done on this work, big effort was made to make associations fair
trade members and, accordingly, 17 new associations became fair trade members.
With the previously 11 fair member association, 17 new associations joined it and
the fair trade has 28 member associations.
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 High Moderate Low Total
Category
Principles
Open & Voluntary Membership 85 10 5 100
Democratic Member Control 82 9 9 100
Member Economic Participation 87 10 3 100
Autonomy & Independence 79 13 8 100
Education, Training & Information 83 11 6 100
Cooperation among Cooperatives 86 8 6 100
Concern for Community 100 - - 100
Values Adherence 83 12 5 100
Social Projects Implementation 98 2 - 100
Benefits out of social projects 98 2 - 100
Source: Field survey 2012

12
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
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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Volume 10 2014
have business relations with the union through primaries and in the service area they
are also benefited out of the social projects.
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
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

14
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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Volume 10 2014
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A review of current practice. UK: Author

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Volume 10 2014
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

18
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 1,008,631
2 Credit 588 1,736,078
3 Agriculture – Adult 2,142 448,021
4 Agriculture – School 6 403
5 Housing 159 128,076
6 Industry 201 17,044
7 Consumer – Adult 2,172 573,029
8 Consumer – School 2,244 2,125,379
9 Development 163 123,960
10 Transportation 435 147,479
11 Service 1,975 720,615
Total 10,087 7,028,715
Source: 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:

20
All Loan Repayment

The Ratio of Debt Repayment (DSR) =
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
4. To identify the significant relationship between motivation and success of
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
Ha2: There is significant relationship between personality and success of
Ha3: There is significant relationship between knowledge and success of
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
GOAL-ORIENTED
• Difficulty
• Clarity
PERSONALITY
• Action-oriented
• Condition-oriented
SUCCESS
KNOWLEDGE COOPERATIVE
• Planning CREDIT
• Leadership
• Management
MOTIVATION
ISLAMIC FINANCING
(Islamic Product Loan)
Source: Yurkiewicz (1996), Sun (2003), Valdez (2009) dan Zahiruddin (2011)
RESEARCH HIGHLIGHTS
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,

22
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:

24
Table 3: Number of Selected Credit Cooperatives Among 100 Best Cooperative in

Malaysia According to the State in 2012
State Total
Kedah 1
Kuala Lumpur 17
Melaka 1
NS Nil
Pahang 1
State Total
Pulau Pinang 3
Perak 2
Kelantan 2
Sabah 1
Sarawak 1
Selangor 1
Terengganu 1
Johor 3
Total 35
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
Evaluator Min
Average
Research Variables Specialist Specialist Specialist Specialist Specialist Min
1 2 3 4 5
Phenomenon of
4.5 4.75 4.75 4.5 4.75 4.65
Cooperative Success
Goal-Setting
4.25 4.25 4.75 4.5 4.25 4.4
Difficulty
Goal-Setting Clarity 4.6 4.8 4.6 4.6 5 4.72
Action-Oriented
4.75 4.75 4.5 4.25 4.5 4.55
Personality
Condition-Oriented
4.5 4.75 4.25 5 4.25 4.55
Personality
Planning Knowledge 4.5 4.5 3.875 4.625 4.25 4.35
Leadership
4.4 4.6 4.2 4.2 4.8 4.44
Knowledge
Management
4.7 4.5 4.3 4.7 4.6 4.56
Knowledge
Motivation 4.6 4.4 4.4 4.6 5 4.6
Islamic Products 4.75 4.5 4.0 5 4.5 4.55
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.

26
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 Sphericity Significant %

KMO
Value Bartlett P Varian
1 Phenomenon of
1.978 0.684 116.09 0.000 49.447
Cooperative Success
2 Goal-Setting Difficulty 2.046 0.656 140.216 0.000 51.149
3 Goal-Setting Clarity 3.473 0.787 755.9 0.000 61.452
4 Action-Oriented
2.702 0.671 499.852 0.000 67.547
Personality
5 Condition-Oriented
3.118 0.722 619.583 0.000 77.943
Personality
6 Planning Knowledge 3.739 0.814 592.505 0.000 53.420
7 Leadership Knowledge 3.281 0.841 482.208 0.000 65.625
8 Management Knowledge 5.507 0.830 1415.399 0.000 55.07
9 Motivation 2.833 0.739 334.269 0.000 56.657
10 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 Standard
N Min t -Value Sig.
Capital Deviation
Cooperative Yes 148 1.22 .416 1.848 .000

success No 42 6.228 .5448
Table 7: Type of Side Business Done by Credit Cooperatives
Frequency Percent Valid Percent Cumulative Percent

Petrol Station 21 11.1 11.1 11.1
Grocery Store 1 0.5 0.5 11.6
Ar Rahnu 33 17.4 17.4 28.9
Contractor 1 0.5 0.5 29.5
Supplier 11 5.8 5.8 35.3
Plantation 10 5.3 5.3 40.5
Property 50 26.3 26.3 66.8
Investment / Stock 4 2.1 2.1 68.9
Tabung khairat hutang 10 5.3 5.3 74.2
Tourism 7 3.7 3.7 77.9
Not applicable 42 2.1 2.1 100.0
Total 190 100.0 100.0
Table 8: Percent of the Total Profit Cooperative Business Contributed by Other Businesses
Frequency Percent Valid Percent Cumulative Percent

Below 25% 86 45.3 45.3 45.3
Between 26%- 50% 62 32.6 32.6 77.9
Between 50%- 75% 12 6.3 6.3 84.2
Between 75%-100% 30 15.8 15.8 100.0
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

28
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 .000
2. Condition-Oriented Personality .302 .000
3. Planning Knowledge .282 .000
4. Leadership Knowledge .323 .000
5. Management Knowledge .321 .000
6. Motivation .139 .028
7. Islamic Financing .183 .006
8. Goal Setting- Difficulty -.065 .188
9. 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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Volume 10 2014
Table 10: Model Summaryc
Std. Error
Adjusted Durbin-
Model R R Square of the
R Square Watson
Estimate
1 .500a .250 .246 .4263
2 .524b .275 .267 .4202 1.253
a. Predictors: (Constant), Mean Scores Clarity
b. Predictors: (Constant), Mean Scores Clarity, Mean Scores Goal Setting Difficulty
c. Dependent Variable: Mean Scores Measure Success
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 .177
Total 45.536 189
a. Dependent Variable: Mean Scores Measure Success
b. Predictors: (Constant), Mean Scores Clarity
c. Predictors: (Constant), Mean Scores Clarity, Mean Scores Goal-Setting Difficulty
Table 12: Coefficientsa
Unstandardized Standardized Collinearity

Model Coefficients Coefficients t Sig. Statistics
Beta Std. Error Beta Tolerance VIF
1 (Constant) 4.314 .245 17.586 .000
Mean Scores
.328 .041 .500 7.909 .000 1.000 1.000
Clarity
2 (Constant) 4.763 .300 15.902 .000
Mean Scores
.347 .042 .529 8.353 .000 .967 1.034
Clarity
Mean Scores
Goal-Setting -.111 .044 -.161 -2.544 .012 .967 1.034
Difficulty
a. Dependent Variable: Mean Scores Measure Success

30
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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Volume 10 2014
considerable percentage of Malaysian population are non muslims, a growing
number of them are shifting to Islamic Banking, which provide opportunities
for Malaysians to opt for an alternative mode of banking system. For the
muslims, Interest Free Banking (SPTF) provides the escape route to avoid
being associated with riba (interest). This is in accordance to the Word of Allah
S.W.T.:
“Those who consume interest cannot stand [on the Day of Resurrection],
except as one stands who is being beaten by Satan into insanity. That is
because they say, “Trade is [just] like interest.” But Allah has permitted trade
and has forbidden interest.”
CONCLUSION
The finding showed that, Islamic personal loan have significant relationship
with the success of cooperative credit. Therefore, it is indeed important that
cooperativesactivities to be conducted in accordance with the precise requirement
of the Creator. The call inspires and motivates the cooperatives to conducts its
business accordingly and it is a part of fulfilling the fard’ kifaya. If more business is
conducted according to Islamic system, then it is an opportunity to gain more profit
that is permissible in Islam and that is considered submission to the will of God, as
the saying in Adz-Dzaariyaat chapters (51-56):
“I did not create the jinn and mankind except to worship God”
Subsequent studies can be carried out regarding factors that can contribute to the
success of cooperatives in many other activities including agriculture, housing,
manufacturing, consumer, construction, transport, tourism, etc as shown in Table
1. Hopefully, as our nation evolves into a more advanced and affluent society, the
cooperative movement is also envisaged to move in similar direction to enable it to
play its part in making significant contribution to the economic growth of Malaysia.

32
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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).
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Lumpur: Author.
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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
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World Bank.(2007). Finance for all. Washington, DC : Author
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di Kabupaten Karo, Sumatera Utara. (Unpublished doctoral dissertation). Universiti
Kebangsaan Malaysia, Bangi, Malaysia.

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Volume 10 2014
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
1
Faculty of Entrepreneurship and Business
Universiti Malaysia Kelantan
Norwatim Abd. Latiff2

Noraesyah Saari2
Shamsul Khairi Abu Hassan2
R. Zarinatun Mohd Abdul Kader2
Norsyeirawani Shari2
Cooperative College of Malaysia
2
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

36
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

38
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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Volume 10 2014
minimised (Skully, 1994). In case there is loss or damage during safekeeping, the
holder of the pawned article has to replace or make good of the damage. Based on
the principle of Ar-Rahn, the holder of pawned articles is entitled to keep these until
the debt is fully paid. If the debt is not settled, the holder of the pawned articles
has the right to proceed auctioning it to settle the debt. However, the balance after
deducting for the loan has to be returned to the borrower (Shamsiah and Safinar,
2008).
METHODOLOGY
The framework of this study (Figure 1) adapted for this study was structured based
on the literature reviews and related researches. The framework defines the measures
using several variables related to the operation, types of gold, pawn broking
conditions and charges, as well as internal control and security. These variables were
deemed to be indirectly contributing to Ar-Rahnu performance.
The survey questionnaire, the main source of primary data for this study, was
developed based on literature review and the face-to-face interviews of the pilot
survey. Data analyses when facilitated by using the Statistical Program for Social
Sciences (SPSS).
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

40
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.

42
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.

43
Volume 10 2014
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Faisal, T. & Zillur, R. (2010). Critical success factors of TQM in service organizations: a
proposed model. Services Marketing Quarterly, 31, 363-380.
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Organizational Innovation, 5(3), 72-80.
Kim, J., & Rhee, J. (2012). An empirical study on the impact of critical success factors
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The demand of pawn broking services: evidence from Malaysia. Paper presented at the
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Mohamad, S., & Salleh, S. (2008). Upah simpan barang dalam skim Ar-Rahnu: satu penilaian
semula. Jurnal Fiqh, 5(3), 47-65.
Muhammad Yusri Yusuf @ Salleh., Paiz Hassan., Mohd Zahirwan Halim Zainal Abidin.,
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Nawai, N., & Bashir, M. S. (2009). Poverty alleviation in economic globalization: the role
of microfinance projects in Malaysia’s experience. Retrieved from http://ddms.usim.
edu.my/handle/123456789/495/.
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negara. Jurnal Teknologi (Sains Sosial), (50E), 1-10.
Salawati Haris.(2008, May). Sistem pajak gadai Islam Ar-Rahnu: pilihan atau kewajipan.
Fokus.
Sanda, R., & Marko G. (2011). Services as the crucial factor for the success of retailing in
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Saqib, M., Farooqui, R.U., & Lodi, S.H.(2011). Assessment of critical success factors
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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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Ar-Rahnu: satu penilaian semula. Jurnal Fiqh,5.
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Toor, S. U. R., & Ogunlana, S. O. (2008). Critical COMs of success in large-scale
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power projects in China. Thermal Power versus Wind Power. Renewable Energy, 35,
1283-1291.

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Volume 10 2014
Business Structure of
Ar-Rahnu Service
Operation
PERFORMANCE OF AR -RAHNU
Type of Gold,
pawning PROVIDERS
conditions and (SIMILARITIES AND
charges DIFFERENCES )
Internal Control
and Security Profile
Figure 1: Framework of the Study
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

46
Table 2: Sampling Procedure by Cluster
Ar-Rahnu Sampel Sampling

Cluster Population (%) Justification
Provider Size Technique
i. Muassasah
Gadaian 8 4
50.0 · ‘State based’
Islam (U-2/R-2)
· Small number
1. Terengganu Census
· Similarmodus
ii. Permodalan operandi
6
Kelantan 11 50.0
(U-2/R-4)
Berhad
· Numerous
Koperasi 15 · Similar
2. 30 50.0 SRS
YaPEIM (U-4/R-11) modus
operandi
40
77 52.0 · Numerous
(U-26/R-14)
i. Bank Rakyat · Similar
3. SRS
ii. Agro Bank modus
28
56 50.0 operandi
(U-14/R-14)
Cooperatives · Small number
15
4. with own 15 100.0 Census · Different
(U-12/R-3)
models SOP
Cooperative 2 · Small number
5. 2 100.0 Census
franchisees (U-1/R-1) · Franchise
110
Total 199 55.3
(U-64/R-55)
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
Operation
i. Capital and financing
ii. Daily operation
B
iii. Workforce
iv. Promotion
v. Database
C Types of gold, pawn contract condictions and charges to borrowers
D Internal control and security
E Revenue and expenditure
Other items
i. Customers’ trust
F ii. Competitive advantage
iii. Critical succes factors
iv. Important issues for future Ar-Rahnu
G Performance of Ar-Rahnu outlets in the last three years

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Volume 10 2014
Table 4: Targeted and Actual Sample Size
Targeted Sample Sample Success

Bil. Service Provider
Size Obtained Rate (%)
1. MAIDAM 4 3 75.0
2. PKB 6 6 100.0
3. YaPEIM 15 15 100.0
4. Bank Rakyat 40 40 100.0
5. Franchisee 2 2 100.0
6. Agrobank 28 28 100.0
Cooperative with its own
7. 15 15 100.0
model*
Total 110 109 99.0
Table 5: Ar-Rahnu Outlets by Cluster, Organisation and Number
Cluster Ar-Rahnu Provider Number of outlets

1 YaPEIM 15
Bank Rakyat 40
Agrobank 28
2 MAIDAM 3
PKB 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 (35.0%) 7 (87.5%) 1 (82.4%) 2 (46.7%) 6
capital
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 (67.5%) 3 (37.5%) 4 (88.2%) 1 (68.6%) 3
competency
vi. Having more (26.3%) 11 (37.5%) 4 (5.9%) 11 (23.8%) 12
than one
branch
vii. Business (50.0%) 4 (37.5%) 4 (52.9%) 6 (49.5%) 5

location
viii. Internal (32.5%) 9 (12.5%) 6 (47.1%) 7 (33.3%) 9

control

48
Table 6: cont.
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- (23.8%) 12 (12.5%) 6 (35.3%) 9 (24.8%) 11

organised
premise
xi. Customer (88.8%) 1 (62.5%) 2 (70.6%) 3 (83.8%) 1

trust
xii. Full support (3.8%) 14 (12.5%) 6 (41.2%) 8 (10.5%) 14

from Board
Members
xiii. Evaluation (18.8%) 13 (25.0%) 5 (23.5%) 10 (20.0%) 13

of pawned
items
(marhun)
xiv. Competitive (77.5%) 2 (50.0%) 3 (58.8%) 5 (72.4%) 2

rates of
safekeeping
fee

49
Volume 10 2014
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

50
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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Volume 10 2014
website, 2013 & CECODHAS Housing Europe and ICA Housing, 2012). This is
because housing cooperatives are established to provide quality and affordable
houses to members, not to maximize profit and give high returns to shareholders.
Housing cooperatives also are not into speculative activities and long-term
investment programmes. As a result, the prices and rentals of cooperatives-built
houses are low. Therefore, housing cooperatives play an important role in keeping
market prices of houses stable and at affordable levels (CECODHAS Housing
Europe and ICA Housing, 2012).
Based on literature, the increase in population has pushed up demand for houses
to exceed supply. As a result, the cost of land and building materials has gone up
(Malek & Husin, 2012). Other studies have found various other problems related to
funding, skilled-manpower, technology and above all, the bureaucratic inclination
of agencies involved in the industry (Raja Mohd., 1986). According to Mohamad
(2007), Chairman of UDA Holdings Berhad, Bumiputera contractors must able to
face the challegers of carrying out a contruction project. Some of these challegers
like government bureaucracy, weak supply chain management, lack of financial
capability, raw materials supply chain controlled by non-Bumiputera, meet specific
ISO standards as well as the knowledge needed or technical know how. These
challenges are also faced by the cooperatives if they venture into housing construction
because most members of the cooperative owned by Bumiputera. The latter has
been identified to have dampened the interest of developers and cooperatives (State
Development of Pulau Pinang, 2006). Currently, there were only 134 cooperatives
(1.35%) registered as housing cooperatives out of the total 9,897 (for the year 2011)
cooperatives (MCSC’s website, 2013), implying a very low participation.
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.

52
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 SURVEY
DESIGNING DATA DESIGNING
QUESTIONNAIRE ANALYTICAL
COLLECTION TECHNIQUE TECHNIQUE INTERVIEW
FORMAT
DATA SOURCES
SELECTION OF SAMPLE Function & Activities
of Cooperatives
Koperasi
QUANTITATIVE QUALITATIVE
• Survey Questionnaire PRELIMINARY • Interviews
COLLECTION OF DATA • MCSC’s reports
• Annual Reports of ANALYSIS
Cooperatives on cooperative
performance
DATA ANALYSIS
ANALYSIS Figures, Tables, Graphs
Conclusion and
Recommendations
RESULTS
Figure 1: Methodology Framework

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Volume 10 2014
of housing cooperatives with those of the whole cooperative movement (2009
and 2010); compare the performance of cooperatives of various functions (2011);
determine the average profit of housing cooperatives from 2007 to 2011; determine
the performance of housing cooperatives by state (2011); and determine the financial
performance of 10 housing cooperatives (2011).
Table 1 shows the various financial ratios of housing cooperatives and the whole
cooperative movement in 2009 and 2010. There had been an increase in the ratios
of debt-to-equity, net profit, return on equity (ROE) and tangible net asset, while
there had been a drop in current ratio, gross profit and return on asset (ROA) for the
housing cooperatives (MCSC, 2010). Compared with the cooperative movement as
a whole, the performance of housing cooperatives from 2009 to 2010 was generally
better, except for ROA, where it suffered a drop (MCSC, 2010).
Table 1: Financial Ratios of Housing Cooperatives and All Cooperatives: 2009-2010
Ratio
Year Return Return Net

Debt- Gross Net
Current on Aset on Equity Tangible
Equity Profit Profit
(ROA) (ROE) 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).

54
Table 2: Ranking of Performance of Cooperatives by Function (2011)
Number of Number of Average (Million RM)

Function
Cooperatives Members 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
Number of Number of Average (Million RM)

Function
Cooperatives Members 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 4,893,052
a
Excluded in the ranking
b
Sorted in descending order of average profit
c
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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Volume 10 2014
Table 3 shows several salient statistics of housing cooperatives with respect to the
number, size of membership, total share capital, total asset, earning and profit/loss
by state. Federal Territory had the largest number of cooperatives at 25, the biggest
number of membership (103,550), the highest share capital (RM96 million) and
with asset amounting to almost RM275 million. On the other hand, the housing
cooperatives of Pulau Pinang recorded the highest total earning of RM33.6 million
with profit amounting to RM19 million. Most of the states recorded profit on their
operation totalling almost RM29 million in 2011. Four states registered negative
profit, with Negeri Sembilan reporting the largest loss of RM 161, 386.
Table 3: Performance of Housing Cooperatives by State, 2011
Number
Number of Total Share Total
No. State of Total Asset Profit/Loss
Members Capital Earnings*
Coops
1. Pulau 10 9,078 27,139,253 247,095,310 33,595,310 18,970,304

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

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

Sembilan
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)

56
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
2012
Name of Number of
Cooperative Members
Earning (RM) Profit (%*) (RM)
1. Koperasi Tunas Muda

1,334 31,333,091 18,521,278 (59.1%)
Sungai Ara Berhad
2. Koperasi Perumahan
673 7,910,063 3,330,143 (42.1%)
Angkatan Tentera Berhad
3. Koperasi Serbaguna Anak-

2,387 4,879,459 965,504 (19.8%)
Anak Selangor Berhad
4. Koperasi Giat Maju Berhad 2,756 3,351,240 10,471 (0.3%)
5. Koperasi Nesa Pelbagai

393 2,267,682 651,960 (28.8%)
Berhad
6. Koperasi Gabungan Negeri

695 1,276,059 520,648 (40.8%)
Pulau Pinang Berhad
7. Koperasi Pegawai-Pegawai
3,299 1,149,252 354,586 (30.9%)
Kerajaan Malaysia Berhad
585 982,019 258,810 (26.4%)
Melayu Perak Berhad
Lepasan Institusi Pengajian 337 953,363 57,111 (6.0%)
Tinggi Berhad

254 671,015 602,451 (89.8%)
Jaffnese Berhad
* % of Earning (Profit/Earning * 100)

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Volume 10 2014
RESULTS FROM SURVEY QUESTIONNAIRE
The housing cooperatives were able to give dividends. All the houses built found
buyers among members. Houses were completed on time as a result of close
monitoring by the respective committees. Moreover, non-members were willing to
pay higher for the cooperative-built houses because of their good locations such
as being near towns, accessibility to public amenities and the free-hold status.
In addition, buyers had a wide choice of properties to select from housing areas
developed by cooperatives: terrace houses, bungalows, semi-detached houses and
shop houses.
Most of the housing cooperatives built medium and high cost houses on free-hold
land and cooperatives’ own land. The majority of the buyers obtained housing loans
from financial institutions. It is noted that most of the housing cooperatives did not
link up with other cooperatives when venturing into housing development, but did
establish strategic linkages with the private sector during construction and obtained
consultation services from the latter.
It must be emphasized that these cooperatives did not apply for loans from the financial
institutions because of the high interest rates as well as the unfavourable terms
imposed by the latter such as high penalties for late payment, large initial repayment
and short repayment period. Moreover, these financial institutions invariably did not
approve the full amount applied. Consequently, most of the cooperatives depended
on government sponsored funds such as fund for the rehabilitation of abandoned
housing projects, low cost housing revolving fund, 1Malaysia housing fund and
1Malaysia people’s housing fund (PR1MA).
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
3.72 3.0
procedures on housing projects
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
3.62 4.00
of projects
3. The management and staff are given sufficient training
3.62 4.00
to enhance their knowledge
4. Projects are completed on schedule 3.38 4.00
5. Cooperative provides business premises to members in
3.30 3.00
housing areas
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
3.22 3.00
experience
9. Government programmes and schemes help housing
3.16 3.00
cooperatives to succeed
10. Cooperating is not facing shortage of building materials 3.06 3.00
11. Cooperative has sufficient financial resources for land
2.92 3.00
purchases
12. Rules and regulations on housing development are not
2.90 3.00
burdensome
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

60
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. It is difficult to obtain loans.
Leadership 1. Cooperatives projects are totally managed by consultants
and managers as board members do not have enough
knowledge and skills in housing activities.
Policies, regulations 1. Local authorities imposed unfavorable policies and are
and housing by-laws inefficient and bureaucratic.
2. There is no difference in government policies between
cooperatives and the private sector.
Involvement of New members are not keen to contribute new ideas to their
members cooperatives.
Technical 1. There is an increase in the cost of building materials.
constraints
2. There is no effective planning on funding, and that most
cooperatives do not take into consideration all factors,
including risk management.
3. It is difficult to obtain good and strategically located land
parcels at reasonable prices.
4. Currently, cooperatives largely depend on the government
for basic infrastructure.
5. Cooperation between cooperatives is lacking.
6. Cooperatives are unable to meet members’ demand for
houses with specific features.

62
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.

64
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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Volume 10 2014
FISHERIES COOPERATIVES: A COMPARATIVE STUDY OF
SABAH FISHERY AND FISHERMEN COOPERATIVES AND
HOKKAIDO FEDERATION OF FISHERIES COOPERATIVES
Faridah Hj Hassan
Fatin Amanina Zaid
Fatin Nur Rosli
Ili Nabihah Ahmad
Wan Nurul Amirah Wan Abd Aziz
Ummi Kalthum Ab Mujib
Arshad Ayub Graduate Business School,
Universiti Teknologi MARA, Shah Alam
ABSTRACT
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

66
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 2010

Source: 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 2010


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Volume 10 2014
Next performance is percentage value of gross output agriculture sector by state in
2010. As we can refer in chart 3, Sabah recorded the highest gross output of total
agriculture gross output.
Chart 3 : Percentage Value of Gross Output Agriculture Sector by State in 2010

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

68
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

70
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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Volume 10 2014
total fishing production, and has made inroads to market beyond Japan (Hitachi
Europe, 2008).
The capital of the associations is worth ¥5 billion which is RM1.6 billion. The
major activities of the associations include sales and marketing of fishery products,
sourcing fuels and materials for members to reduce their operating costs, advising
members on conservation and management of fishery resources and conducting
education activities for members in the associations.
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

72
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).

74
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 impact

Fishing 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

76
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.

78
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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Volume 10 2014
AMALAN PERANCANGAN STRATEGIK DALAM
KALANGAN KOPERASI DI MALAYSIA
Noor Zeeta Mohd. Ramli

Haslinda Sujak
Mohd. Safa’ai Said
Ruzilah Abd. Malek
Maktab Koperasi Malaysia
Nurol’ain Mustapha
Fakulti Pengurusan Perniagaan
Universiti 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 KUNCI
Perancangan strategik, elemen amalan, tahap amalan, pengurusan strategik koperasi.
6 ZeetaHaslinda-Perancangan strategik.indd 79 12/17/14 1:16 PM

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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

82
satu sama lain dalam panduan perancangan strategik untuk koperasi seperti yang
ditunjukkan dalam Rajah 1.
Fasa 1 Fasa 2 Fasa 3 Fasa 4 Fasa 5
Persetujuan Mengumpul Fakta Menilai Mendefinisikan Tamat
Pelan
Membentuk Visi Penyataan Misi Menentukan Arah

➞
➞
Bersetuju untuk Faktor Dalaman SWOT Matlamat Menilai
Merancang 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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Volume 10 2014
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; dan
c. 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 35.7
Zon Timur 103 31.4
Tengah 97 29.6
Selatan 67 20.4
Utara 47 14.3
Sabah/Sarawak 14 4.3
Fungsi Kredit 105 32
Perkhidmatan 49 14.9
Pengguna 47 14.3
Pengangkutan 25 7.6
Perumahan 18 5.5
Pembinaan 9 2.7

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Jadual 1: samb.
Perindustrian 7 2.1
Perbankan 2 0.6
Tempoh Kurang 10 Tahun 38 11.6
Operasi
11 hingga 20 Tahun 47 14.3
Melebihi 51 Tahun 49 14.9
Pekerja Kurang 10 orang 221 67.4
Melebihi 10 orang hingga 20 orang 36 11.0
Melebihi 50 orang 24 7.3
Jadual 2: Profil Koperasi - kewangan

Pendapatan Melebihi RM5 juta 43 13.1
Antara RM1 juta hingga RM5 juta 101 30.8
Antara RM200 ribu hingga RM1 juta 88 26.8
Kurang RM200 ribu 91 27.7
Aset Melebihi RM50 juta 26 7.9
KWA Melebihi RM10 juta 46 14.0
Keuntungan Melebihi RM5 juta 14 4.3
Antara RM1 juta hingga RM 5juta 35 10.7
Antara RM100 ribu hingga RM500 ribu 83 25.3

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Jadual 2: samb.

Tiada 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 Sisihan piawai Kelencongan

(mean) (standard deviation) (skewness)
Struktur 5.7585 .97669 -.627
Pelaksanaan 5.6422 .93850 -.417
Matlamat 6.2607 .84642 -1.261
Aktiviti 5.7601 1.11877 -1.011
Teknik 5.0305 1.40085 -.558
Kepentingan 6.3497 .76889 -1.059
Penambahbaikan 6.4136 .76409 -1.319
Amalan 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 .29

Sederhana r = .30 ke .49
Besar 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).

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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 Mean
Squares Df Square F Sig.
Pendapatan Between Groups 15.761 3 5.254 7.671 .000
Within Groups 210.957 308 .685
Sum of Mean
Keuntungan Between Groups 16.648 9 1.850 2.652 .006
Sum of Mean
Kumpulan Between Groups 17.146 4 4.286 6.266 .000
Wang
Anggota
Aset Between Groups 17.311 4 4.328 6.378 .000
Lokasi Between Groups 7.787 5 1.557 2.232 .051
Operasi Between Groups 7.787 5 1.557 2.232 .051
Fungsi Between Groups 4.686 8 .586 .800 .603
Pekerja Between Groups 9.278 4 2.320 3.277 .012
Zon 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

94
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.

95
Volume 10 2014
RUJUKAN
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Abdul Aziz Mahmuddin. (2009) Konsep-konsep Pengurusan Strategik: Apakah Strategi.
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strategy implementation in higher education (HE): A case of HE Institutes in Iran.
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Kraus, S., et al. (2006). Strategic planning in smaller enterprises: new empirical findings.
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Volume 10 2014
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

100
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 &

102
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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Volume 10 2014
Jadual 1: Bilangan Item Mengikut Dimensi
Dimensi
No Item
Bil.
1. Demografi 14
2. Faktor Kejayaan 4
3. Penetapan Matlamat 9
4. Personaliti 8
5. Pengetahuan 23
6. Motivasi 5
7. Pembiayaan Secara Islam 4
Jumlah 67
Demografi
Dimensi ini bertujuan untuk mendapatkan maklumat mengenai latar belakang
responden. Terdapat 14 soalan yang dikemukakan (rujuk lampiran) yang melibatkan
soalan berkaitan kelulusan, umur, jawatan, jantina, bangsa, tempoh pendaftaran
koperasi, bilangan kakitangan koperasi, jenis produk kredit, modal pinjaman luar,
perniagaan lain, peratus keuntungan dan nilai keuntungan bersih koperasi.
Pengukuran Kejayaan
Mengikut model Paige (1999), Dimensi Faktor Kejayaan diadaptasi hasil daripada
penemuan Yurkiewicz (1996), Sun (2003), Valdez (2009) dan Zahiruddin (2011)
berkaitan Kejayaan Industri Kecil Sederhana (IKS) dalam Sektor Perkilangan
di Malaysia, yang telah dirujuk kepada “Entrepreneurs’ Perception of Success
Inventory” (EPSI) oleh (Paige, 1999). Pada asal item instrumen ini mengandung
8 item tetapi telah digugurkan sebanyak 4 item oleh lima panel pakar daripada
Suruhanjaya Koperasi Malaysia, Maktab Koperasi Malaysia dan Angkatan
Kebangsaan Koperasi Malaysia (ANGKASA) seperti ditunjukkan pada Jadual 2.
Jadual 2: Ukuran Kejayaan Koperasi Kredit
Bil Jenis-jenis kejayaan yang diukur

B1 Peningkatan tahunan nilai bersih koperasi
Saya mendapat kepuasan peribadi bekerja dalam
B2
bidang ini
B3 Koperasi berjaya memberi faedah kepada anggota
Koperasi berjaya memberi kebajikan kepada
B4
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

104
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?
Adakah anda fikir bahawa kemajuan terhadap mencapai matlamat tersebut
C2
berada di landasan yang betul?
Bagaimana tidak puas hatinya anda dengan kemajuan semasa untuk mencapai
C3
matlamat tersebut?
Bandingkan dengan kemajuan yang telah anda capai terhadap matlamat yang
C9
ditetapkan. Bagaimanakah dekatnya untuk anda capai dengan jayanya?
Menetapkan matlamat dengan jelas adalah penting untuk berjaya mencapai

C4
matlamat tersebut.
Menetapkan matlamat yang jelas membantu anda untuk mengubah suai
C5
perancangan bagi memastikan berjaya mencapai matlamat tersebut.
C6 Bilakah anda menjangkakan untuk mencapai matlamat tersebut?
Apabila membuat penetapan matlamat, matlamat yang penting perlu diberi
C7
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
Berdasarkan sifat persekitaran semasa perniagaan, adalah baik untuk menerokanya
D1
perlahan-lahan.
Bersifat berani dengan tingkah laku yang pelbagai ragam adalah berguna dalam
D2
persekitaran semasa perniagaan.
D3 Secara amnya, saya sangat berpuas hati dengan kerja yang saya buat.
Secara amnya, saya amat berpuas hati dengan kerja yang saya lakukan untuk
D4
koperasi.
Saya mengalu-alukan masa depan perniagaan saya dengan penuh harapan dan
D5
semangat.
D6 Saya mempunyai kepercayaan yang penuh dengan masa depan perniagaan koperasi.
Apabila saya melihat ke masa akan depan, saya menjangkakan perniagaan koperasi
D7
akan menjadi lebih berjaya dari sekarang.
D8 Pada masa depan, saya jangkakan perniagaan koperasi akan berjaya.
Pengetahuan
Kajian lalu (Zahiruddin 2011; Boone & Kurtz, 1985; Malcolm Baldrige National
Quality Award yang dipetik dalam Stephens, 2000; Paige, 1999; Toney, 1995)
telah mengambilkira ilmu pengetahuan yang didapati berasaskan empat kategori
pengetahuan iaitu: (1) perancangan dan pengorganisasian, (2) kepimpinan kendiri,
(3) kepimpinan antara insan, dan (4) pengurusan sistem. Pada asalnya kategori ini
terdiri sebanyak 35 item. Dalam proses penyesuaian kuasa mengukur pengetahuan.
Panel bertindak menggugurkan 12 item berdasarkan tidak sesuai mengukur
pengetahuan berkaitan Akta Koperasi Malaysia 1993 seperti yang disenaraikan
pada Jadual 5.

106
Jadual 5: Pengetahuan
Bil Pernyataan
E1 Koperasi saya mengambil masa untuk merancang pejalanan perniagaan saya.
Secara purata, saya berkecenderungan untuk bekerja lebih masa dalam perniagaan
E2
koperasi berbanding pekerja lain.
E3 Koperasi saya mempunyai pelan perniagaan secara bertulis.
Saya bertindak sebagai model peranan untuk menyampaikan nilai-nilai saya
E4
kepada orang bawahan.
Saya bertindak balas terhadap kejadian apabila ianya berlaku berbanding membuat
E5
perancangan teliti.
Saya biasanya tidak terkejut dengan kejadian yang berlaku di luar koperasi saya
E6
kerana saya sentiasa peka.
Apabila merancang, saya pertimbangkan maklumat daripada mereka yang terlibat
E7
seperti pelanggan, pembekal dan pekerja.
Bil Pernyataan
Saya selalu membuat perubahan terhadap pelan perniagaan koperasi berdasarkan
E8
faktor-faktor persekitaran.
Saya pantas mengambil tindakan tanpa mengambil banyak masa untuk mengumpul
E9
maklumat- maklumat berkenaan situasi terbabit.
E10 Saya mengalu-alukan pendapat yang kritikal untuk memperbaiki prestasi koperasi.
Saya menggalakkan kerjasama dan kolaborasi merentasi kawasan fungsian
E11
perniagaan koperasi saya.
Saya menggalakkan pekerja saya untuk membuat eksperimen dengan idea dan
E12
konsep baru bagi mencipta pendekatan inovatif.
E13 Saya memberikan latihan dan pembangunan kepada pekerja koperasi.
Saya secara aktif mencari pengetahuan berkenaan pelanggan koperasi dan
E14
pasaran.
E15 Saya sedar tentang produk/perkhidmatan dan struktur harga pesaing koperasi.
E16 Saya tahu pulangan atas pelaburan kempen pengiklanan koperasi.
E17 Saya tahu berapa untung kasar koperasi.
Untuk mengemaskini dengan teknologi dan maklumat, saya menyertai aktiviti
E18 pembelajaran melalui seminar, bengkel, pameran dagangan dan bercakap dengan
pembekal.
E19 Saya faham bagaimana penyata kewangan menggambarkan perniagaan koperasi.
Saya mengawasi, mentafsir dan memberi respon terhadap kejadian kompetitif
E20
luaran, ekonomi dan sosial.

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Volume 10 2014
Jadual 5: samb.
Saya secara kritikal menganalisa prestasi lalu dan peluang masa depan dan
E21
mengambil tindakan untuk meningkatkan prestasi koperasi.
E22 Saya terlibat secara aktif dengan analisis pasaran.
E23 Saya terlibat secara aktif dalam meninjau pelanggan koperasi.
Motivasi
Motivasi umum diperkenalkan oleh Zahirudin (2011) dan Valdez pada tahun
2009. Pada asalnya instrumen yang digunakan mengandungi 10 item tetapi telah
digugurkan sebanyak 5 item oleh panel dengan alasan kurang sesuai dengan Akta
Koperasi Malaysia 1993. Justeru mereka bersetuju mengekalkan 5 item sepertimana
yang ditunjukkan pada Jadual 6.
Jadual 6 : Motivasi
Saya memberikan tumpuan penuh terhadap perasaan orang lain di tempat
F1
kerja.
F2 Saya cuba berusaha keras untuk memperbaiki prestasi di tempat kerja.
Bila saya ada pilihan, saya cuba untuk bekerja dalam kumpulan daripada
F3
bersendirian.
F4 Saya meluahkan ketidaksetujuan saya dengan orang lain secara terbuka.
F5 Saya cuba untuk memberikan yang lebih baik daripada rakan sekerja koperasi.
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.

108
Jadual 7: Pembiayaan Secara Islam
Bil Pernyataan
Adakah kamu menyokong pendapat bahawa pinjaman secara Islam adalah lebih
G1
menguntungkan berbanding pinjaman konvensional
Adakah kamu menyokong pendapat bahawa pinjaman secara Islam lebih berisiko
G2
tinggi berbanding pinjaman konvensional.
Adakah kamu menyokong pendapat bahawa pinjaman Qardul Hassan adalah
G3
berlandaskan perkhidmatan kebajikan dan bukannya tujuan keuntungan ekonomi.
Adakah kamu menyokong pendapat bahawa konsep pembiayaan menurut Bai
G4
Bitamin Ajil berdasarkan nilai pasaran hartanah disebalik kos kewangan aset.
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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Volume 10 2014
Jadual 8: Keputusan Min Nilaian Panel Tentang Kesahan Kandungan Instrumen
Pemboleh Min Penilai

Min Peratus
Ubah Pakar Pakar Pakar Pakar Pakar Keseluruhan (Indeks)
Kajian 1 2 3 4 5
Fenomena
Kejayaan 4.50 4.75 4.75 4.50 4.75 4.65 93.0 (.93)
Koperasi
Penetapan
Matlamat 4.25 4.25 4.75 4.50 4.25 4.40 88.0 (.88)
Kesukaran
Penetapan
Matlamat 4.60 4.80 4.60 4.60 5.00 4.72 94.4 (.94)
Kejelasan
Personaliti
4.75 4.75 4.50 4.25 4.50 4.55 91.0 (.91)
Tindakan
Personaliti
4.50 4.75 4.25 5.00 4.25 4.55 91.0 (.91)
Keadaan
Pengetahuan
4.50 4.50 3.85 4.65 4.25 4.35 87.0 (.87)
Perancangan
Pengetahuan
4.40 4.60 4.20 4.20 4.80 4.44 88.8 (.89)
Kepimpinan
Pemboleh Min Penilai

Min Peratus
Ubah Pakar Pakar Pakar Pakar Pakar Keseluruhan (Indeks)
Kajian 1 2 3 4 5
Motivasi 4.60 4.40 4.40 4.60 5.00 4.60 92.0 (.92)
Produk
4.75 4.50 4.00 5.00 4.50 4.55 91.0 (.91)
Secara Islam
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.

110
Jadual 9: Nilai Cronbach Alfa Mengikut Dimensi
Nilai Cronbach Nilai Cronbach

Dimensi Bil. Alfa Alfa
Bahagian
(Pemboleh Ubah) item Asal Kajian Rintis
A Demografi 14 - -
B Kejayaan 4 0.87 0.69
C Penetapan Matlamat 0.96 0.91
9
(Kesukaran dan kejelasan)
D Personaliti Berorentasikan 0.93 0.90
8
(Tindakan dan Keadaan)
E Pengetahuan 0.93 0.91
(Perancangan, Kepimpinan 23
dan Pengurusan)
F Motivasi 5 0.96 0.79
G 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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Volume 10 2014
Jadual 10: Bilangan Koperasi Kredit Antara 100 Terbaik di Malaysia (2012)
Negeri Bilangan
Kedah 1
Kuala Lumpur 17
Melaka 1
NS Tiada
Pahang 1
Pulau Pinang 3
Perak 2
Kelantan 2
Sabah 1
Sarawak 1
Selangor 1
Terengganu 1
Johor 3
Jumlah 35
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,

112
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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Volume 10 2014
mempamerkan multicollinearity, jika nilai korelasi yang sama wujud antara dua atau
lebih item, item-item tersebut mengukur aspek yang sama. Nilai KMO yang dikehendaki
ialah > .50, ini menunjukkan data tidak ada masalah multicollinearity yang serius,
maka item-item tersebut sesuai untuk terus diuji dengan ujian analisis faktor.
Nilai Barlett’s Test of Sphericity, p < .05, (Hair et al., 1998; Meyer et al., 2006)
menunjukkan pemboleh ubah adalah bebas dan lulus saringan faktor analisis. Ujian
ini digunakan untuk melihat nilai Sig. adakah ia menunjukkan p < .05, jika nilainya
signifikan, maka korelasi antara item-item memadai untuk dilakukan analisis faktor.
Nilai Eigen lebih daripada 1 adalah signifikan bagi melepasi syarat analisis faktor
(Hair et al., 1998; Meyer et al., 2006).
Faktor muatan (loading factor) yang signifikan mestilah 0.4 dan ke atas (Meyer et al.,
2006). Item yang mempunyai faktor muatan kurang dari 0.4, dipanggil mempunyai
‘crossloading’ tidak akan dikekalkan dalam kajian ini. Responden kurang sedikit
dari 200 menurut Hair et al., (1998) diperlukan bernilai 0.40.
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.

114
Jadual 11: Struktur Faktor dan Pemuatan Faktor Personaliti Berorientasikan Tindakan dan
Keadaan dan Nilai Keseragaman Item (N=190)
Pemuatan Faktor
Bil Item Anti-Imej

Matriks Faktor 1 Faktor 2
Korelasi
D1 Berdasarkan sifat persekitaran

semasa perniagaan, adalah baik
.769 .621
untuk menerokanya
perlahan-lahan
D2 Bersifat berani dengan tingkah

laku yang pelbagai ragam adalah
.823 .710
berguna dalam persekitaran
semasa perniagaan.
D3 Secara amnya, saya sangat

berpuas hati dengan kerja yang .616 .895
saya buat.
D4 Secara amnya, saya amat berpuas

hati dengan kerja yang saya .622 .871
lakukan untuk koperasi.
D5 Saya mengalu-alukan masa depan

perniagaan koperasi dengan .691 .860
penuh harapan dan semangat
D6 Saya mempunyai kepercayaan

yang penuh dengan masa depan .723 .925
koperasi
D8 Pada masa depan, saya jangkakan

perniagaan koperasi akan Berjaya .713 .809
Personaliti Personaliti
Faktor Berorientasikan Berorientasikan
Tindakan 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)
Pemuatan Faktor
Bil Item Anti-Imej
Faktor 1 Faktor 2
Matriks Korelasi
C1 Bagaimanakah sukarnya
untuk anda berjaya mencapai .756 .421
matlamat tersebut
C2 Adakah anda fikir bahawa

kemajuan terhadap mencapai
.627 .735
matlamat tersebut berada di
landasan yang betul
Bagaimana tidak puas hatinya
anda dengan kemajuan
C3 .750 .701
semasa untuk mencapai
matlamat tersebut
Bandingkan dengan
kemajuan yang telah anda
capai terhadap matlamat yang
C9 .614 .846
ditetapkan. Bagaimanakah
dekatnya untuk anda capai
dengan jayanya
Menetapkan matlamat
dengan jelas adalah penting
C4 .799 .925
untuk berjaya mencapai
matlamat tersebut
C5 Menetapkan matlamat yang

jelas membantu anda untuk
mengubah suai perancangan .793 .911
bagi memastikan berjaya
mencapai matlamat tersebut
C6 Bilakah anda menjangkakan

untuk mencapai matlamat .577 .695
tersebut

116
Jadual 12: samb

C7 Apabila membuat penetapan
matlamat, matlamat
yang penting perlu .793 .915
diberi keutamaan untuk
disenaraikan
Bagaimanakah pentingnya
C8 matlamat yang anda .786 .925
senaraikan kepada anda
Penetapan Penetapan
Faktor Matlamat Matlamat
Kesukaran Kejelasan
Nilai Eigen 3.637 2.327
Peratus Varians 40.414 25.861
KMO .740
Df 36
Sig. .000
Jumlah %
66.275
Varians
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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Volume 10 2014
Jadual 13: Struktur Faktor dan Pemuatan Faktor Pengetahuan Perancangan dan
Nilai Keseragaman Item (N=190)
Item Pemuatan Faktor
Bil Anti-Imej
Matriks Faktor 1 Faktor 2 Faktor 3
Korelasi
E1 Koperasi saya mengambil
masa untuk merancang .847 .663
perjalanan perniagaan.
E2 Secara purata, saya

berkecenderungan untuk
bekerja lebih masa dalam .601 .668
perniagaan koperasi
berbanding pekerja lain.
E3 Koperasi saya mempunyai

pelan perniagaan secara .876 .710
bertulis.
E4 Saya bertindak sebagai

model peranan untuk
.837
menyampaikan .607
nilai-nilai saya kepada
orang bawahan.
E6 Saya biasanya tidak

terkejut dengan kejadian
.885
yang berlaku di luar .536
koperasi saya kerana saya
sentiasa peka.
E7 Apabila merancang, saya

pertimbangkan maklumat
daripada mereka yang .754 .566
terlibat seperti pelanggan,
pembekal dan pekerja.
E8 Saya selalu membuat

perubahan terhadap pelan
perniagaan koperasi .820 .703
berdasarkan faktor-faktor
persekitaran.
E9 Saya pantas mengambil

tindakan tanpa mengambil
banyak masa untuk
.899 .701
mengumpul maklumat
maklumat berkenaan
situasi terbabit.

118
Jadual 13: samb
E10 Saya mengalu-alukan

pendapat yang kritikal
.871 .657
untuk memperbaiki
prestasi koperasi.
E11 Saya menggalakkan

kerjasama dan kolaborasi
.866 .508
merentasi kawasan
fungsian perniagaan saya.
E12 Saya menggalakkan

pekerja saya untuk
membuat eksperimen
.777 .557
dengan idea dan konsep
baru bagi mencipta
pendekatan inovatif.
E13 Saya memberikan latihan

dan pembangunan kepada .848 .655
pekerja koperasi.
E14 Saya secara aktif mencari

pengetahuan berkenaan
.856 .779
pelanggan koperasi dan
pasaran.
E15 Saya sedar tentang

produk/perkhidmatan dan
.854 .626
struktur harga pesaing
koperasi.
B16 Saya tahu pulangan

atas pelaburan kempen .767 .855
pengiklanan koperasi.
B17 Saya tahu berapa untung

.891 .627
kasar koperasi.
E18 Untuk mengemaskini

dengan teknologi dan
maklumat, saya menyertai
aktiviti pembelajaran
.838 .846
melalui seminar, bengkel,
pameran dagangan
dan bercakap dengan
pembekal.
E19 Saya faham bagaimana

penyata kewangan
917 .799
menggambarkan
perniagaan koperasi.

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Volume 10 2014
Jadual 13: samb
E20 Saya mengawasi,

mentafsir dan memberi
respon terhadap kejadian .844 .886
kompetitif luaran,
ekonomi dan sosial.
E21 Saya secara kritikal

menganalisa prestasi lalu
dan peluang masa depan
.877 .805
dan mengambil tindakan
untuk meningkatkan
prestasi koperasi.
E22 Saya terlibat secara aktif

.705 .842
dengan analisis pasaran.
E23 Saya terlibat secara

aktif dalam meninjau
pelanggan koperasi. .707 .637
Pengetahuan Pengetahuan Pengetahuan
Faktor
Perancangan Kepimpinan Pengurusan
Nilai Eigen 1.775 1.933 10.896
Perats Varian 8.068 8.785 49.525
KMO .856
Df 231
Sig. .000
Jumlah% 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.

120
Jadual 14: Nilai Alfa Cronbach Bagi Item Mengikut Dimensi
Bil. Alfa
Dimensi Item
Item Cronbach
Fenomena Kejayaan Koperasi
B 4 .623
Kredit
C Penetapan Matlamat kesukaran 4 .639
C Penetapan Matlamat kejelasan 5 .830
Personaliti Berorientasikan
D 4 .832
Tindakan
Personaliti Berorientasikan
D 4 .905
keadaan
E Pengetahuan Perancangan 7 .835
E Pengetahuan Kepimpinan 5 .848
E Pengetahuan Pengurusan 10 .902
F Motivasi 5 .782
G Pembiayaan Secara Islam 4 .694
Keseluruhan 53 .937
Kaplan, (2004) dan Leech et al., (2005) menyatakan bahawa Alfa digunakan secara
meluas kerana Alfa boleh memberi ukuran kebolehpercayaan dari satu sesi ujian ke
atas instrumen menggunakan perisian SPSS. Mengikut Uma Sekaran (2007) nilai 0.6
< α < 07 adalah boleh diterima sebagai moderate. Manakala menurut Pallant (2001)
pula, nilai indeks alpha sebanyak .7 atau ke atas adalah baik untuk skala instrumen
yang mempunyai sepuluh atau lebih item, manakala nilai alpha sebanyak .5 pula
dianggap baik untuk skala instrumen yang mempunyai kurang daripada sepuluh
item. Nilai Alfa melebihi 0.60 sering digunakan oleh pengkaji-pengkaji sebagai
indeks kebolehpercayaan dalam kajian (Mohd. Majid, 1990). Mengikut Nunnally
(1978), semakin hampir nilai Alfa kepada angka 1, semakin tinggi keboleh percayaan
instrumen dalam kajian tersebut. Jadual 15 menunjukkan nilai Alfa Cronbach telah
melepasi tanda aras seperti yang dinyatakan oleh penyelidik-penyelidik terdahulu, ia
menjadi petunjuk kebolehpercayaan instrumen dalam kajian ini amat baik.
Ujian Kenormalitian Data

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

121
Volume 10 2014
(i) Syarat Menjalankan Ujian Regresi
Menurut Chua (2009), syarat untuk menjalankan ujian regresi ada empat
perkara iaitu;
(a) Lineariti; iaitu semua pemboleh ubah bebas yang juga disebut sebagai
peramal haruslah berkorelasi secara linear dengan pemboleh ubah bersandar
yang juga disebut sebagai criterion. Semakkan dapat dlihat melalui graf
scatterplot dalam analisis ujian regresi pelbagai (multiple regression)
di mana data-data menunjukkan berada dalam format garis lurus.
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).

122
Jadual 15: Excluded variablesa
Collinearity
Partial Statistics
Model Beta In T Sig.
Correlation
Tolerance
Min Skor Matlamat .967
-.161b -2.544 .012 -.183
Kesukaran
Min Skor Tindakan -.030b -.450 .653 -.033 .922
Min Skor Keadaan .086b 1.195 .234 .087 .777
min perancangan2 .052b .725 .470 .053 .766
1
Min Skor Kepimpinan .090b 1.228 .221 .089 .737
Min Skor Pengurusan .090b 1.227 .221 .089 .741
Min Skor Motivasi .106b 1.687 .093 .122 .996
Min Skor Pembiayaan .774
-.070b -.979 .329 -.071
Secara Islam
Min Skor Tindakan .037c .534 .594 .039 .792
Min Skor Keadaan .130c 1.810 .072 .132 .742
minperancangan2 .057c .796 .427 .058 .766
Min Skor Kepimpinan .074c 1.021 .308 .075 .731
2
Min Skor Pengurusan .066c .909 .364 .067 .728
Min Skor Motivasi .117c 1.888 .061 .137 .991
Min Skor Pembiayaan .770
-.058c -.810 .419 -.059
Secara Islam
a. Dependent Variable: Min Skor Ukuran Kejayaan
b. Predictors in the Model: (Constant), Min Skor Kejelasan
c. Predictors in the Model: (Constant), Min Skor Kejelasan, Min Skor Matlamat Kesukaran

123
Volume 10 2014
Jadual 16: Koefisiena
Unstandardized Standardized Collinearity

Model Coefficients Coefficients t Sig. Statistics
B Std. Error Beta Tolerance VIF
(Constant) 4.314 .245 17.586 .000
1 Min Skor .328 .041 .500 7.909 .000 1.000 1.000
Kejelasan
(Constant) 4.763 .300 15.902 .000
Min Skor .347 .042 .529 8.353 .000 .967 1.034
Kejelasan
2
Min Skor -.111 .044 -.161 -2.544 .012 .967 1.034
Matlamat
Kesukaran
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)

124
Jadual 17: Residuals statisticsa

Std.
Minimum Maximum Mean N
Deviation
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)
Korelasi
Pemboleh Ubah Sig. (1- tailed)
Pearson
1. Penetapan Matlamat Jelas .500 .000
2. Personaliti Berorentasikan Keadaan .302 .000
3. Pengetahuan Perancangan .282 .000
4. Pengetahuan Kepimpinan .323 .000
5. Pengetahuan Pengurusan .321 .000
6. Motivasi .139 .028
7. Pembiayaan Secara Islamic .183 .006
8. Penetapan Matlamat Kesukaran -.065 .188
9. Personaliti Berorentasikan Tindakan .112 .061
Source: Output analisis Korelasi Pearson
Selepas empat syara Analisist Regresi ditepati, maka ujian regresi berganda stepwise
SPSS akan dijalankan kepada data-data untuk mendapatkan objektif kajian ini.

125
Volume 10 2014
KESIMPULAN
Meskipun dalam kajian ini adalah berkaitan dengan gelagat dan tingkah laku
manusia yang boleh berubah-ubah, kemungkinan dalam kajian akan datang juga
dapatannya sama atau pun berlainan. Justeru, adalah memadai dengan bukti
penggunaan instrumen EPSI versi 2013 sebagai permulaan kajian berkaitan
dengan sektor koperasi yang berhadapan dengan gelagat sumber manusia dan ke
profesionalisme sektor koperasi yang lebih hebat di masa akan datang. Adalah
diharapkan instrumen EPSI versi 2013 yang dapat digunakan pada masa akan
datang mencapaian matlamat menerokai keupayaan koperasi sebagai penyumbang
KDNK Malaysia sektor ketiga yang signifikan serta memajukan ummah Malaysia.

126
RUJUKAN
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Book Services
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sempadan satu alternatif, membuka dimensi baru dalam industri peruncitan &
pemborongan koperasi di Malaysia.(2012). Retrieved from http://www.mkm.edu.my/
mkm-home-theme/images/mkm/pdf/majalahinfobil22012.pdf
Burns, N., & Grove, S.K. (1993). The practice of nursing research: conduct, critique and
utilization, and edition. Philadelphia: W.B. Saunders.
Gay, L. R. & Airasian, P. (2003). Education research. competencies for analysis and
applications. (7th ed). New Jersey: Merrill Prentice Hall.
Hair J.F. et al. (1998). Multivariate data analysis. New Jersey: Prentice Hall International
Editions.
Hair J.F., Anderson R.E., Tatham R.L., & Black W.C.(1998). Multivariate Data Analysis.
New Jersey: Pearson Education International.
Israel, G.D. (1992). Determining sample size, fact sheet PEOD-6 University of Florida.
Retrieved from http;//edis.ifas.ufl.edu.
Kamisan.(2004). Faktor-faktor kewangan di Malaysia. (Unpublish doctoral dissertations).
Universiti Pendidikan Sultan Idris, Tanjung Malim, Perak.
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ISSN 1823-5387
VOLUME 10
2014
Research Management and Innovation Centre

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E-mail: mkm@mkm.edu.my

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VO LUM E 10 2014 ISSN: 1823–5387

Social Audit of Oromia Coffee Farmers

Factors Contributing to the Success and Excellence of Credit

Critical Success Factors of the Islamic Pawn Broking Services

Performance and Challenges of Cooperatives in

Fisheries Cooperatives: A Comparative Study of Sabah Fishery

Amalan Perancangan Strategik dalam Kalangan Koperasi di Malaysia

Modus Operandi Penambahbaikan Instrumen EPSI dan Status Penilaian

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

Prelim.indd 3 12/16/14 2:15 PM

Editorial Advisory Board

Prelim.indd 5 12/16/14 2:15 PM

Malaysian Journal of Co-operative Studies Editorial Board iii

Social Audit of Oromia Coffee Farmers Cooperative Union, 1

Factors Contributing to the Success and Excellence of 17

Critical Success Factors of the Islamic Pawn Broking Services 35

Performance and Challenges of Cooperatives in Housing 49

Fisheries Cooperatives: A Comparative Study of Sabah Fishery 65

Amalan Perancangan Strategik dalam Kalangan Koperasi 79

Modus Operandi Penambahbaikan Instrumen EPSI dan 99

Prelim.indd 7 12/16/14 2:15 PM

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

BACKGROUND AND LITERATURE REVIEW

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

There are studies on social audit of cooperatives in developed countries. In Italy

Traditional financial statements based on generally accepted accounting principles

1 DrKartikeyan- Social Audit.indd 3 12/16/14 2:16 PM

Co-operatives, which claim a “co-operative difference” associated with the values

Finding ways to implement the co-operative difference and to measure success

The ASMARE cooperative is based in Belo Horizonte in the Minas Gerais

1 DrKartikeyan- Social Audit.indd 4 12/16/14 2:16 PM

Since Ethiopian Cooperative Movement is about to cross half century, it is no

1 DrKartikeyan- Social Audit.indd 5 12/16/14 2:16 PM

Cooperatives? Whether stakeholders derive social benefits of Cooperatives out of

OBJECTIVES OF THE STUDY

METHODOLOGY, SAMPLING AND DATA ANALYSIS

FINDINGS OF THE STUDY

Profile of the Union

1 DrKartikeyan- Social Audit.indd 6 12/16/14 2:16 PM

1 DrKartikeyan- Social Audit.indd 7 12/16/14 2:16 PM

SOCIAL PROJECTS OF THE UNION

1. Projects Assisted by the Fair Trade

The OCFCU has been operating on various projects’ constructions, to expend

Table 1: Social Projects Accomplished from the Fair Trade Premium

S.No. Sectors Name of the Project Project

Source: From the Union, 2012

1 DrKartikeyan- Social Audit.indd 8 12/16/14 2:16 PM

Table 2: Ongoing Projects of OCFCU

Project Number Cost (ETB)

Source: From the Union, 2012

Red Cherry Coffee Washing Industry

1 DrKartikeyan- Social Audit.indd 9 12/16/14 2:16 PM

Black Gold Film

Drinking Water Project

1 DrKartikeyan- Social Audit.indd 10 12/16/14 2:16 PM

Stakeholder Survey Results

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