ANALYSIS OF CORRELATION BETWEEN PARTICIPATION DAIRY FARMER
COOPERATIVE MEMBERS RATE WITH THEIR EMPOWERMENT
Lilis Nurlina; Mochamad Ali Mauludin
The Staff of Animal Husbandry Faculty, Padjadjaran University
Hp : 081321343064; E-mail : nurlina_lilis@yahoo.co.id
Abstract
The condition of dairy farmer‘s business are still stagnan especially if it seen from
business’s scale that no efficient. Beside that, they have less empowered to prepare input
production. It made they must increase their participation (as an owner and as a user of their
cooperatives).
This research was conducted in Bandung Regency West Java Province. The
method of research was survey. The sampling cooperatives was taken by multistage random
sampling. The sample size for cooperatives were 4 and for respondent were amount 140
person of dairy farmer and 15 person key informan. Data was analyzed by using rank
Spearman correlation. Result of the research showed that the member of Single Purpose
Cooperative (SPC) and Multy Purpose Cooperative (MPC) Dairy Farmer almost have
optimum’s role as a user of cooperative (buying input production and selling milk to their
cooperative) so it include to high category (90.0 %), but not yet optimum in role as an owner
of cooperative (74.0 %) (they follow in contribution cooperative’s capital but less in
controlling cooperative). Dairy farmer’s empowerment not yet optimal (only reach 67.4 %),
especially in inovative’s attitude (low category). The correlation between participation of
dairy farmer cooperative member rate with their empowerment, have score rs = 0.489 and
significant at α = 0.01, that include medium correlation if interpreted by Guilford’ rules . One
of the constrain it was ratio of milk price (in dairy farmer) with concentrate‘s price not yet
equal, besides that they less in dairy cattle ownership scale.
Preface
In entering globalization’s era and competitively business climate, dairy farmers needs
to self-preparation by increasing human resources quality. The human resources especially
from dairy farmers community become one of impact point to see the succeed of dairy
business. The developing of human resources will appear from many human developing
which have capabilities to managing the future, that have implicated to their capacity, equity,
empowerment, sustainability and interdependency (Ndraha, 1990).
The successfull of strategic’s animal husbandry development beside are focused on
technology intensification applicated, also wich give equal attention to developing dairy
farmer‘s capacity, attitude, and their responsibilities so more and more dairy farmer that can
participated and do changes process. So, it can said that the adaptive managing model and the
suitable approach for dairy farmer can see from how much leading their capacity. Beside that,
this approuching can motivated and stimulated dairy farmer to more actively and increasing
their participation.
The globalization as external factor and low capacity of dairy farmer as internal factor
are their problem which difficult to finished. From this problem, we should appear any
alternative problem solving, so the dairy farmer more have empowered.
Method
This research used survey methods on Single Purpose Dairy Farmer Cooperative
(KPBS, KPSBU) and Multy Purpose Dairy Farmer Cooperative (Cipta Sari’s KUD; Sarwa
Mukti’s KUD) in Bandung Area. The sampling research used multy stage random sampling
which choosed 4 from 9 cooperatives and 140 respondent with 15 person informan (include
cooperative leader, cooperative manager, animal husbundry unit leader, agent of change), area
coordinator).
Collected the primary data used by interview with respondent (dairy farmercooperative member), and secundery data taked from cooperative office, like Animal
Husbundry Division Office, GKSI (Indonesian Milk Cooperative Collective), Division of
Small and Intermediate Business and Cooperative West Java Propince, and Statistics Center
Division/BPS). The instrument value for participation and empowerment variable use Likert
Scale. The data analyzed by Rank Spearman Correlation.
Result and Discussion
A. Participation Rate Of Cooperative Member
The participation of cooperative’s member are characterized by a “relationship of
identity” that can be realized if the services provided by cooperative “in accordance” with the
member’s interests and needs. This means that the member’s need must be responsed by
cooperatives servicess and it must be continuesly adjusted.
Achieving the cooperatives
services with suitable adjustment for their member, needs the ability and motivation of
cooperatives administrator and manager to influence and controlling the management (Ropke,
2004).
The participation of cooperative member can be seen from their contribution as an
owner and as user. As an owner, the member must contribute formation and growth of
cooperative from financial contribution (capital investment, the establishment of reserves,
deposits) and through his personal effort by taking part in setting goals, decision making and
in supervisor of cooperative life. In a position as a customer , the member take advantage of
any services provided by cooperatives in supporting their interests (Rusidi, 2002).
The participation rate of cooperative member can be seen in Table 1.
Table 1. Participation of Cooperative Member’s Rate
No
Indicator
1
2
As Owner
As User
Sum of score
Max
value
15.0
12.0
27.0
KPBS
KPSBU
10.6
11.2
21.8
12.0
11.0
23.0
Cipta Sari’s
KUD
10.9
10.7
21.6
Sarwa
Mukti’s KUD
11.2
10.7
11.9
SPC MPC
11.3
11.1
22.4
11.0
10.5
21.5
Average
Coop.
11.1
10.8
21.9
The result of research showed that average of participation for the entire dairy farming
cooperative sampling including high category with score of 21.9 (81.1 %), because they have
participated in increasing cooperative capital , delivery the advice and criticism (especially for
the members who say vocal and he can communicate well and pointed as opinion leader),
besides that they utilize various services provided by cooperatives. Based on calculations, the
average score 11.1 (74.0 %) including medium category for role as an owner, but the average
score for as an user/customer were 10.8, including high category (90.0 %). This is
understandable because the main motivation of cooperative member were to be able to get
service production facilities and marketing the product (milk).
B. Member Empowerment‘s Rate
The organization that move in agribusiness and servecess must forces agriculture
development, requiring systems and business competitiveness, peopleness, sustainable,
equitable, and decentralized (Slamet, 2003). Similarly, dairy farmer cooperatives must
oriented to their member’s need and also win the competition of IPS (Milk Industries)
market. Based on such consideration, empowering the farmers have to relly on how the dairy
farmer cooperative member can innovated, collaborated, integrated, and achieved their group
and their cooperative, so they have the competences in technically, economically, and
socially. In turn, it can maintain business sustainability of cooperative members, according to
the concept of Chambers and Conway (1992). The member’s empowerment rate can be seen
in Table 2.
Table 2. The Member’s Empowerment Rate
No
Indicator
1.
Dairy
farmer
capacity
Business equity
for dairy farmer
Dairy farmer
self ness
Sum of score
2.
3.
50.9
Cipta Sari’s
KUD
49.6
Sarwa Mukti’s
KUD
47.3
50.9
MPC Average
Coop.
48.4 49.7
12.9
12.6
11.0
11.9
12.7
11.5
12.1
27.0
19.7
20.8
17.8
19.3
20.3
18.6
19.4
117.0
83.5
84.3
78.4
78.5
83.9
78.5
81.2
Max
Value
72.0
KPBS
KPSBU
50.9
18.0
SPC
Based on Table 2, the member’s empowerment rate were categorized as medium
(adequate) for all cooperative sample (81.2/ 117.0 = 0.694/ 69.4 %). The member of Single
Purpose Cooperative (KPBS and KPSBU) have higher score than Multi Purpose Cooperative
(Cipta Sari‘s KUD and Sarwa Mukti’s KUD) in empowering rate. It means that their ability as
the manager and the worker are better for single purpose cooperative member. It can
understood, because they have more long experience in dairy farming business. Besides that,
their cooperatives are big and developed so influence to milk‘s price from the cooperative
because more efficient. It suitable with Wirasasmita (2004) opinion, that single purpose
cooperative has more intensively transaction with their member, because some of services are
facilitated by their cooperative.
In an effort maintain the sustainability of member’s business and empowering them,
cooperative must obligated to maintain services oriented. This is a basic principles underlying
the unique of cooperative and it must be owned and controlled by people who do business in
them (Downey and Erickson, 2004).
C. Correlation between Participation with Empowerment Rate of Cooperative Member
Based on Spearman rank correlation analyzed showed that the correlation between
participation rate and empowerment rate have score rs = 0.489 and significant at α = 0.01. If
interpreted by Guilford rules (Rachmat, 1988), they include medium cerrellated. It means that
has positive corellation between participation with empowerment rate of dairy farmer.
This is suitable with Ropke (1992) oppinion, which addopted by Salim (2004), that by
dual identity, the strength and the weeknees of cooperative can be known, analyzed and can be
growth furthermore. It could said that the member can take advantage from efficiency that
created by their cooperative. It can realited by joint venture, collected force of capital,
capacity and which created interdependence (large economic scale).
Conclusion and Recommendation
Conclusion
1. The participation rate of dairy farmer cooperative member were categorized in high,
especially in its role as a customer, but role as an owner only include to enough (medium)
category.
2. The empowerment rate of dairy farmer cooperative member were enough (medium)
category, especially if it seen from their capacity as a manager, business equity and
interdependence among them.
3. Member participation rate are positively correlated with empowerment rate, with
Spearman rank correlation‘s value (rs = 0.489), and if interpreted by Guilford rules, means
has enough relation.
Recomendation
1. In order to increase the participation of cooperative members especially in role as an
owner, the administrator and manager‘s cooperative may provide offortunities for member
to get involved in planning, implementation and even in evaluating the cooperative
performance especially for cooperative leader as vice of member .
2. In efforting member empowerment improve, especially for multi purpose cooperative
member, the organization need to promotte extension activities and its role as business
pathner and sell the product (milk) to cooperative with profitable price for the farmer and
their cooperative, so the farmer : (a) have achievement motivation in dairy business; (b)
has capacity as a manager and a worker; and (c) the farmer objectivities into cooperative
were achieved in a better life.
Reference
1. Chambers , R. and G. R. Conway (1992), Sustainable Livelihood : Practical Concept
For The 21 St Century. Institute Of Development Studies (Discussion Paper, 296 At
The University Of Sussex). England.
2. Downey, W.D. dan S.P. Erickson. Manajemen Agribisnis. Alih Bahasa oleh
Rochidayat Ganda dan Alfonsus Sirait. Penerbit Erlangga. Jakarta.
3. Ndaraha, T. 1990. Pembangunan Masyarakat : Mempersiapkan Masyarakat Tinggal
Landas. Penerbit Rieneka Cipta. Jakarta.
4.
Rachmat, J. 1998. Metode Penelitian Komunikasi. Penerbit PT Rosdakarya Muda.
Bandung.
5. Ropke, J. 2003. Teori Ekonomi Koperasi. Edisi Revisi. Diterjemahkan oleh Sri
Djatnika. Penerbit Salemba Empat. Jakarta.
6. Rusidi. 2002. Paradigma Dimensional bagi Pengembangan Teori-teori Koperasi.dalam
Rusidi dan Suratman (editor). 20 Pokok Pemikiran Tentang Pembangunan Koperasi
UPT Penerbitan Ikopin. Sumedang.
7. Salim, S. 2004. Reinventing Jatidiri Koperasi. Jurnal Ekonomi Kewirausahaan. ISSN :
1412-23045. Volume III, No 2, July 2004. Bandung.