CC BY
2
DOI 10.18551/rjoas.2021-05.04
THE ROLE OF HUMAN RESOURCES QUALITY FOR IMPROVING COOPERATIVES
PERFORMANCE IN INDONESIA
Astuty Ernany Dwi*, Yuliana Rr. Retno Rizki Dini
Center for Economic Research, Indonesian Institute of Sciences, Indonesia
*E-mail: edastuty@yahoo.com
ABSTRACT
Cooperatives must be able to provide quality products or services, especially quickness of service to attract the customers and winning in competition. The human resources affect to the organizational efficiency and a major expense for the companies in running its business. This study examines the role of human resources quality to improving cooperatives performance in Indonesia, particularly fishing cooperatives in East Java and South Sulawesi. In South Sulawesi, Paotere Fisheries Personnel Cooperative and KWN Fatimah Azzahra in Makassar have a fairly complete management structure, human resources with undergraduate and high school education, different payroll and benefits, and no career for their employees. The employee capability is a main aspect, followed by employee responsiveness and employee availability. It shows that according to members' assessments, the number of cooperative administrators or employees is currently lacking, but they already have ability and good responsiveness so that they can provide good service. In East Java, human resources at KUD Mino Budirejo and KUD Mina Sanjaya have undergraduate and high school education. KUD Mina Sanjaya's management responsiveness, employee capability and quality were better than KUD Mino Budirejo's. The problem faced by KUD managers is lack of orderly cooperative members in paying mandatory savings and loans.
KEY WORDS
Quality, human resources, performance, fisheries, cooperatives.
Human resources have a major role in every organizational activity. Although supported by facilities and infrastructure as well as excessive funding sources, without support of reliable human resources, organizational activities will not be well (Taremwa & Lopoyetum, 2015). Technological revolution in the business world has changed competition, marketing, and human resource management. Competitiveness can be achieved in one way, namely increasing managerial performance (ADB, 2007). Quality human resources play a very important role in carrying out the company's operational activities and business strategy optimally (Al-Zahrani & Almazari, 2014). As a very valuable asset, the release of professional human resources is a huge loss, because the company has spent money to educate them. According to (Suyanto, 2012), the success of a company is closely related to employee procurement. If the hired employees have sufficient abilities, then the effort to achieve goals is relatively easy. On the other hand, if the employees obtained do not meet the requirements, it will be difficult for the company to achieve its goals. Procurement of employees must pay attention to job analysis, job descriptions, job specifications, and job evaluation. This should also be done in non-bank financial institutions, such as cooperatives.
In competition, cooperatives must be able to provide quality products or services, especially speed of service in order to attract customers and win the competition. Mourao et al. (2020) states that service quality must start with customer needs and lead to their perceptions. Customer satisfaction is someone's feeling of pleasure or disappointment that arises from comparing the perceived performance of a product or service against expectations. Customer expectations have a major role in determining service quality and customer satisfaction. Meanwhile, Patil & Kamble (2017) argues that consumers evaluate company performance based on their expectations. There are four factors that influence customer expectations: (1) The needs and desires felt by customers when making
transactions with companies, (2) Past experiences when consuming services from other companies, (3) The experiences of other people who tell services quality that have been purchased by customers, (4) Communications through advertising and other marketing that affect customer perceptions.
Human resources affect organizational efficiency, and are a major expense for companies in doing business. Challenges and opportunities in the formation and management of organizations often stem from human resource problems (Abraham, 2018). Management and staff of rural credit cooperatives may not pay attention to performance and profitability (Cheng, 2012). There are still limited knowledge and understanding of cooperative supervisors and managers about cooperative technicalities. Cooperatives management has not been handled by human resources who have sufficient insight, knowledge and entrepreneurial skills, so that it has an impact on cooperative performance (Thyagaraja & Maganur, 2021). Cooperative performance is related to membership and its instruments.
Republic of Indonesia Law No. 25 of 1992 concerning Cooperatives contains provisions on membership and unique cooperative devices. Chapter V states that cooperative members are both owners and users of cooperative services, where cooperative members must be able to fulfill the requirements and obligations and rights set out and regulated in the Articles of Association. Cooperative membership is based on common economic interests within the scope of cooperative business. In chapter VI, it is explained that the cooperative organizational instruments consist of members, supervisors and administrators meetings. Meeting of members is a highest authority in cooperative which is authorized to determine general policy and the articles of association; elect, appoint and dismiss supervisors and administrators; etc. Focus Group Discussion (FGD) on November 2, 2017, between the Ministry of Cooperatives and UMKM and the Chairman of Cooperative Mina Rizki Abadi identified that the problem that often arises related to member meetings, that is large number of cooperative members, often becomes an obstacle to holding member meetings because it requires a large amount of money. This situation can be resolved in accordance with the provisions of Article 45 that primary cooperatives with at least five hundred people can hold members' meetings through delegation. Managers and supervisors are elected from and by members and member meetings. The management is in charge of managing the cooperative and its business; submit work plans, budget plans and income plans; hold member meetings, submit financial reports and their accountability; maintain financial bookkeeping and inventory; as well as maintaining a list of members and administrators books. Managers can appoint managers who are given the authority and power to manage a business whose work relationship is based on the basis of an engagement. Supervisors are tasked with overseeing the implementation of policies and cooperative management, as well as reporting the results of supervision at member meetings. Meanwhile, the supervisor's authority is to examine records of cooperative activities; and get all the necessary information. Supervisors must keep the results of their supervision secret against third parties.
At present, the existing cooperative organizational designs are largely incompatible with the basic principles of sound human resource management. Cooperatives are generally led by elected members who are not necessarily professionals. Even though membership and human resources are the basis for building strong and economically sustainable cooperatives (Emana, 2009; Soni & Saluja, 2009). According to Subadriyah & Rohman (2015), in general, organizational structures are divided into functional structures, business unit structures, and matrix structures. There are two important factors that must be considered by management: a) effectiveness of organizational structure in cooperative goals achievement, and b) effectiveness of organizational structure in its operation cost.
Especially for savings and loan cooperatives, management is carried out by professional managers and managers based on competency standards stipulated in a Ministerial Regulation. Regulation of Minister of Cooperatives and Small and Medium Enterprises in Republic of Indonesia No. 18/PER/M.KUKM/ IX/2015 describes the education and training guidelines for Cooperative and UKM HR. Competency standards for cooperative
human resources are carried out in accordance with work positions types that have been stipulated in Indonesian National Work Competency Standards (SKKNI). SKKNI is a result of industry agreements related to human resources competence needed by industry and is regulated by Ministry of Manpower. Managers of cooperatives should have competency certification, but only some have had it. Costs of competency certification education and training are quite expensive for cooperatives. It is source of low competitiveness of cooperatives in Indonesia.
Human resource development is required because employees' knowledge needs to be updated, along with changes in science and technology, social and cultural, the right to work and job opportunities, and the possibility of moving employees from one organization to another (Fuad et al., 2017). Competencies must be possessed by cooperative human resources include understanding the principles of cooperatives, entrepreneurial skills, and technical expertise and skills. It is stated in PermenKUKM No. 18/PER/M.KUKM/IX/2015 that cooperatives education and training includes entrepreneurship education and training; technical skills; managerial; competency based; education and training for trainers, assistants and facilitators (training of trainers); and other.
Training and education are main elements in the process of developing work, skills and employability (Putri et al., 2015). Suitability of cooperative managers tasks with cooperative education and training is an element of experience factors that have a real and positive effect on cooperative membership, but do not affect target achievement and service to cooperative members (Rautrao, 2020). Knowledge sharing in cooperatives can produce better and more educated human resources who are able to control the quality of their work administration (Bidin, 2007). Most importantly, cooperatives are implementing participatory management in which there is togetherness and openness between members. Management has a dual role, one side has an economic motive that prioritizes profit oriented and on the other hand has a social motive (Chlivickas, 2014), which achieves its goals effectively and efficiently (Yoshida, 2017).
This study examines the role of human resources quality to improving cooperatives performance in Indonesia, particularly fishing cooperatives in South Sulawesi and East Java.
METHODS OF RESEARCH
This study used a banking financial management science approach and public economics. The approach is used to see how the performance of non-bank financial institutions in providing access to finance for MSMEs. Institutional performance is not only seen from financial performance, but also quality of services in accessing microfinance to MSMEs.
Analysis unit is cooperatives that are legal entities, and MSMEs actors in the fisheries and marine sector with micro and small scale businesses. Law No. 20 of 2008 stipulates that a micro-scale business is a business that has assets of up to 50 million and a turnover of up to 300 million. Meanwhile, small-scale businesses are businesses that have assets of 50 -500 million with a turnover of 300 million - 2.5 billion.
The research was conducted in East Java and South Sulawesi Provinces. East Java as a research location was based on the relatively advanced development of MSMEs and the fishery sector as a leading commodity in several regions. Gresik and Sidoarjo regencies are coastal areas and fisheries centers. Likewise, South Sulawesi is a fishery center which is one of the strategic sectors that plays a role in increasing income of local community.
The data are primary and secondary data. Secondary data includes policies and regulations of non-bank financial institutions, reports on the performance of financial institutions in providing access to financial services for MSMEs, MSME data at provincial level, banking statistics, and so on. Data is collected from several sources such as Financial Services Authority, Cooperative and UMKM Service, Ministry of Economy, related financial institutions, Association of Indonesian Small and Medium Enterprises (KUKMI) and online publications. Primary data were obtained through in-depth interviews, focus group discussions and questionnaires. In-depth interviews and focus group discussions were
conducted to obtain information from key informants, policy makers, management from financial institutions and MSME players. Questionnaire distributed to members of cooperative contains quality of services including: a) availability of number of employees, b) responsiveness, and c) ability of employees of each cooperative.
Data analyzed uses service quality analysis to determine the extent of services provided by cooperatives and members satisfaction. Furthermore, it will be known whether there is still a gap between services provided by cooperative and services perceived by members. For quality analysis, service quality model is used. Basis of service quality model is that there is a gap between consumer expectations and reality perceived by consumers. There are ten determinants of service quality: reliability, responsiveness, competence, access, courtesy, communication, credibility, security, knowing customers, and tangibility. Position of consumers' perceptions of service quality on a continuum depends on the difference between expected service (ES) and perceived service (PS). (a) When ES> PS is perceived to be of less than satisfactory quality and will tend to be of completely unacceptable quality, with the difference between ES and PS. (b) When ES = PS, the perceived quality is satisfactory. (c) When ES <PS, perceived quality is more than satisfactory and will tend toward ideal quality, with increasing differences between ES and PS (Parasuraman et al., 1985).
RESULTS AND DISCUSSION
There were five cooperatives in the research sample which were divided into two research areas: two cooperatives in South Sulawesi and two cooperatives in East Java. Cooperatives in South Sulawesi are Paotere Fisheries People Cooperative and Fatimah Az-Zahra Fisherwomen Group in Makassar, while in East Java are Mina Sanjaya Cerme KUD Cooperative and the Mina Budirejo Panceng KUD in Gresik Regency. Cooperative human resources is identified based on the organizational structure, human resource competence, reward and compensation systems, and human resource development. According to Mallikarjuna (2014), employees also need fairness and equity, for example in the form of training and work safety.
Condition of Human Resources for Fishermen Cooperatives in South Sulawesi. In 2015, there were 5,404 active cooperatives out of a total of 8,675 cooperatives in South Sulawesi, but only five cooperatives engaged in fisheries (Ministry of KUKM, 2015; results of interview with South Sulawesi Cooperative Office, 2017). There are several cooperatives that have developed, have several branches outside the city, and have cooperated with private companies. Fishery cooperative consists of a marine product processing cooperative, a fishery product cooperative, a seaweed cooperative, and so on. Cooperative agency, which acts as supervisor, faces several obstacles, including limited availability of human resources in the village, occurrence of multiple positions in the management structure, and managers do not have certification.
Structurally, cooperatives in South Sulawesi, especially Makassar, have a cooperative organizational structure according to the provisions consisting of a Manager, Chairperson, Deputy Chairperson, Secretary, and Treasurer. However, the large number of young people who have migrated to the city has made the existing human resources aged. This situation led to multiple positions in the management structure.
PPI Paotere Makassar Fishery Insan Cooperative, which was founded in 1999, has a complete management structure, namely the Manager, Chairperson, Deputy Chairperson, Secretary, and Treasurer. The cooperative also has a supervisory body and a supervisory board which is directly appointed by Head of Makassar City Cooperatives and SME Service as one of supervisory. Board of Trustees consists of Head of Makassar City Cooperatives and SME Service, Head of UPTD PPI Paotere Makassar City, Technical Guidance Team for Fisheries and Maritime Affairs Office of South Sulawesi Province, and Tripika, Ujung Tanah District, Makassar City.
In carrying out its operational activities, the cooperative is assisted by 37 employees led by a coordinator in each unit. Cooperative administrators who have educational
backgrounds from tertiary institutions include managers, treasurers, and several heads of business units, while other administrators only graduate from high school. The treasurer is a bachelor of economics, so there is a match between education and his current position. On the other hand, employee education varies: primary school, junior high school and senior high school. Training and education, as well as certification for cooperative managers and employees, need to be improved so that their skills and knowledge are also increased and their performance is more optimal.
Fisheries Insan Cooperative provides other benefits beyond the salary/honorarium of managers and employees: incentives, bonuses, holiday allowances, health and social security benefits, and severance pay for employees who resign. The absence of a career and many job opportunities outside that offer greater compensation is a challenge for cooperatives in maintaining their human resources. It has 1,798 members who join several groups of fishermen and fish processors. Only a few cooperative members have ever received training from a cooperative or from an agency facilitated by cooperative. Training includes fish processing skills training, business assistance, and marketing. Cooperative admits that the training provided is still lacking and sometimes not according to needs. Training should be provided from upstream to downstream, starting from fishing methods, fish handling, fish processing, to marketing and fisherman business management. Besides that, what is no less important is regular mentoring after training activities.
Apart from Paotere Fisheries People Cooperative, another cooperative that has been quite successful in Makassar City is Fisherwomen Group (KWN) Fatimah Az-Zahra. This KWN has an incomplete organizational structure, no managerial position. It organizational structure consists of a Chairman, Deputy Chairperson, Secretary, Treasurer, Board of Trustees, Supervisory Board, and several fields. Supervisory board of this women's cooperative consists of PT Pertamina, Makassar City Marine, Fisheries, Agriculture and Livestock Service, and IWAPI South Sulawesi. The advisory board consists of related agencies, DPD IWAPI South Sulawesi, Head of Ujung Tanah District, and Head of Pattilangoang Village.
Organizational structure of KWN Fatimah Az-Zahra has several fields such as production, public relations, marketing, guidance for elderly, human resource development and SMEs, as well as youth and sports organizations. In each field, there is a head of division who becomes coordinator. Cooperative managers who have an undergraduate educational background are only chairman, and position of treasurer has a high school background, while those with various educational backgrounds have never attended school and graduated from elementary school. Even though they have low education, it does not hinder performance and operational activities of cooperative. Core management and employees of KWN Fatimah Az-Zahra are loyal cooperative members and can be trusted by other members to occupy management structure so that the wages are given in profit sharing. Profit sharing system is determined based on the workload in production activities. The heavier workload, the greater profit sharing received. It is different from Paotere Fisheries Insan Koperasi, which does not provide allowances for its management and employees, except for loan facilities and school facilities.
Management of KWN Fatimah Az-Zahra is often involved in training and cooperative development programs held by Cooperative Office, Marine and Fisheries Service, and other related local agencies such as training in fish processing, management. Apart from training, cooperative has also established schools and free training for members and disadvantaged local communities. Cooperative has established a Coastal Women's School for fisherwomen/fishermen's wives which teaches basic education such as reading, business skills, family management, as well as an understanding of their rights and obligations in public services. In early 2017, School for Children with Confidence was opened for fishermen's children, with the teachers being cooperative administrators. In addition, there are 150 elderly people who every month receive compensation from cooperative. It has about 300 members who are divided into several groups. Although it has name Fishermen's Women's Group, it also accepts male members. Most of the members have received training
both organized by cooperatives and other agencies. Apart from training, cooperative members also receive business assistance and business consultation.
Condition of Human Resources for Fishermen Cooperatives in East Java. Active cooperatives in East Java experienced an increase during 2014-2016. The highest increase of 89.63% occurred in 2015, from 14,001 cooperatives in 2014 to 26,550 cooperatives in 2015. The number of active cooperatives continued to increase in 2016, namely by 3.49%, or 27,476 cooperatives. There were 4,293 cooperatives that were not active in 2016. Adat 99 fishermen cooperatives are active out of a total of 104 fishing cooperatives in East Java, 4 cooperatives located in Surabaya and 2 cooperatives in Gresik Regency. However, a cooperative group that operates in rural areas and is close to community life is the Village Unit Cooperative (KUD). There are 673 active cooperatives in East Java out of a total of 738 cooperatives.
Presidential Instruction No. 4 of 1984 concerning the guidance and development of KUD (Chapter I, Article 1 paragraph 1 states that KUD is formed by residents of a village or a group of villages called a village unit, which is the smallest community economic unit. In paragraph 2 it explains that development KUD is directed so that it can become a service center for economic activities in rural areas and become an integral part of national development, and is fostered and developed in an integrated manner through cross-sectoral programs. Furthermore, paragraph 3 states that the guidance and development of KUD is carried out in the context of strengthening and increasing its role as well as the responsibility of rural communities, so that they are able to take care of themselves and can participate in a real way in national development and rural development and are able to reap and enjoy the results of development on the basis of self-help and mutual cooperation in the framework of implementing appropriate economic democracy.
KUD organizational structure in Presidential Instruction no. 4 of 1984 stated in the third part of article 4 paragraph 2 that KUD has organizational organs consisting of: a) Members' Meeting, who is the highest authority holder; b) Management, who carries out decisions of Members' Meeting; c) Audit Board, which oversees the running of KUD activities. Cooperatives in East Java, especially Gresik and Surabaya Regencies, have followed regulations regarding cooperative organizational structure consisting of a Chairman, Deputy Chairperson, Secretary, and Treasurer. KUD "Mina Sanjaya", founded in 1996, has been incorporated and is domiciled in Cerme District, Gresik Regency, has a complete management structure, consisting of: Chairman, deputy chairman, secretary, deputy secretary, treasurer and one supervisory body. In carrying out its operational activities, this cooperative has 7 employees whose functions are one person each as cashier and bookkeeper, while the electricity and waserda payment reception is handled by two people and the remaining one person as a customer services. KUD member in 2016 were 1,328 people spread across 25 villages. However, KUD management structure is still simple and there are concurrent positions as treasurer and part of business of procuring fertilizers and other businesses. It indicates that there are limited human resources. Cooperative should improve existing human resources quality, but cooperative has not been able to, because it is constrained by very expensive costs. Cooperative only depends on training provided by Provincial Cooperative Office.
Most of boards have high school graduates, and only one person has an undergraduate degree. Most of cooperative's employees have high school education and a small proportion (two people) have undergraduate degrees with positions as bookkeepers and part of electricity payments. There is no career development, where since being appointed as an employee at the same position in KUD. There are several obstacles faced by the KUD in running its business, among others: a) due to price competition in the market, waserda business commodity, especially food commodities sold, expired due to lack of consumer interest; b) many customers are in arrears in savings and loan business unit; c) in terms of organization, some of management lacked discipline and were not active in carrying out their duties.
KUD "Mina Sanjaya" provides additional allowances beyond salary/honorarium to management and employees: a year-end bonus, overtime honorarium and holiday
allowances, the amount is adjusted to cooperative ability. KUD's business activities include account service units (electricity, PDAM, telephone), subsidized fertilizer distribution units (fertilizer stall) serving two villages, that is Cerme Kidul and Betiting Villages, KUT and pond credit units, and Waserda units/LPG distributors.
KUD "Mino Budirejo" in Pancen Subdistrict, Gresik Regency was established on June 1, 1983 with legal entity No.5467 / BH / II / 1983 has a complete management structure, consisting of: Chairman, deputy chairman, secretary, deputy secretary, treasurer and one supervisory body. The organizational structure is very simple and in its operation, secretary II also assists in duties of employees in savings and loan division to determine who is eligible for loan credit, as well as concurrent duties in the shopping sector: procuring fertilizers, medicines, salt and seeds. It is done because of limited human resources available. To improve quality of human resources, KUD sends its management and employees to attend training organized by Cooperative Office, about business training in the field of fertilizer or salt distribution, and bookkeeping. Supposedly, cooperatives improve quality of existing human resources in accordance with the needs of cooperative without depending on training held by cooperative office. In carrying out its operational activities, KUD has four employees who function as cashiers, bookkeepers, shops and savings and loans each of one person. KUD member in 2016 was 163 people. All management have a bachelor degree, while most of employees have high school education and only one person has a bachelor's degree and a position in savings and loan sector. In this KUD, there is no career development, employee hade the same position since their appointment. Business handled by KUD "Mino Budirejo" include three types activities: 1) shop units that serve inputs (fertilizers, seeds, and agricultural drugs) and consumer goods (drinks and LPG), 2) electricity billing service units and telephone, and 3) savings and loan unit. The obstacle for cooperative management is that KUD members are not orderly in paying compulsory savings and installments, so awareness is needed.
Fishermen Cooperative Human Resources Quality based on UMKM Perspective. According to Mallikarjuna (2014), service quality is the overall characteristics and characteristics of a product or service that affect its ability to satisfy stated or implied needs. He adds that service quality is anything that is able to meet customer wants or needs. Customer satisfaction can provide several benefits including relationship between organization and customers being harmonious, creating customer/member loyalty, and forming a word of mouth recommendation that benefits the organization. Customer satisfaction is a long-term strategy that requires commitment, both in terms of funds and human resources.
Servqual model is used to evaluate satisfaction with intangible services. The model includes five dimensions: direct evidence (tangible), reliability, responsiveness, assurance, and empathy. The results of Soni & Saluja (2013) show that service quality which consists of five dimensions simultaneously has an effect of 69.82% on customer satisfaction. Direct evidence includes physical facilities, equipment, employees, and means of communication. Reliability is an ability to provide promised service promptly, accurately, and satisfactorily. Responsiveness is a desire of staff and employees to help customers and provide responsive services. The guarantee includes knowledge, ability, courtesy and trustworthiness of staff, free from harm, risk or doubt. Empathy includes ease of making relationships, good communication, personal attention, and understanding the needs of customers (Jain & Hyde, 2018; Parasuraman et al., 1985).
Organizations must improve quality of their services because the higher quality of services provided will create consumer behavior that benefits the company (Erman, 2016). One of excellent service characteristics is providing satisfaction to customers (Fuad et al., 2017). This section discusses cooperative human resources quality in South Sulawesi and East Java as research areas. Quality of human resources will be seen based on the availability of employee number, responsiveness, and ability of each cooperative employee.
Cooperatives Human Resources Quality in South Sulawesi. Ability of cooperative managers and employees to serve their members is in the top rank compared to the other variables (Figure 1). It means that management and employees of the Paotere Fisheries
Cooperative and KWN Fatimah Az-Zahra have service ability well. Another variable that is also important for cooperative employees is responsiveness. It is important to deal with the problems and needs needed by members. The variable has an assessment value below employee ability variable, but is still in the range of four, which means that employee responsiveness is good.
Variable that has a lowest assessment value of cooperative members is availability of employee number. The owned by Paotere Fisheries Cooperative and KWN Fatimah Az-Zahra are still considered insufficient. The implication is that service time is longer, so that the service is less than optimal.
Number of employees
Responsiveness
Employee capabilities
0,00 1,00 2,00 3,00 4,00
■ Paotere Fisheries Personnel Cooperative
■ Fatimah Az-Zahra Women's Cooperative
5,00
Figure 1 - Cooperatives Human Resources Quality in South Sulawesi
Cooperatives in South Sulawesi were 8,675 units; 1,069,918 members, and are managed by 2,670 managers and 13,715 employees (Ministry of KUKM, 2015). Based on ratio between number of members and employees, it can be estimated that each employee serves as many as 78 members. Workload is too large and can result in suboptimal performance. The low assessment of employee responsiveness quality occurs because employee number is limited so that they cannot respond to and serve each problem or need of cooperative members.
Overall, from each variable, the assessment of KWN Fatimah Az-Zahra's human resources quality is better than that Paotere Fisheries Personnel Cooperative. If we look the previous description, Paotere Fisheries Insan Koperasi provides adequate salaries/wages and allowances for its management and employees. Meanwhile, the facilities provided by KWN Fatimah Az-Zahra to its employees were mostly non-economic. It shows that material rewards do not fully encourage work motivation for employees.
Cooperatives Human Resources Quality in East Java. Serve ability of management and employees of KUD Mina Budirejo is very good because it is in accordance with the expectations desired from members. The variable with lowest score was employee's responsiveness. Even though this variable is very important to solve problems and fulfill all the needs of its members. It is reinforced by the member desire whose scores are much greater than their current values by a difference of 0.18. Employee availability variable shows employee number in KUD Mina Budiarjo is still considered insufficient, because the current assessment is below the wishes of its members by a difference of 0.09. For more details, it can be seen in Figure 2.
Ability of Mino Sanjaya KUD administrators and employees to serve its members is very good because it exceeds the expected value desired by members. Employee availability shows employees number in KUD Mina Sanjaya is still considered insufficient, because the current assessment is below the wishes of its members by a difference of 0.06. Likewise, the responsiveness of employees to its members is still below expectations. Even though the responsiveness of cooperative employees is needed to solve the problems so that all
members' needs are fullfil. It is reinforced by members desire whose scores are much higher than members' ratings by a difference of 0.09. Employee availability variable shows employees number in KUD Mina Budiarjo is still considered insufficient, because the current assessment is below the wishes of its members by a difference of 0.09. For more details, see Figure 3.
3,913,91
3,91
3,91
_<F
r
3,73
i
1
£
/
■sC
I Assesment Present Value
Assesment Expectation Value
Figure 2 - Human Resources Quality at KUD Mina Budirejo, Gresik Regency
Assesment Present Value
I Assesment Expectation Value
Figure 3 - Human Resources Quality at KUD Mina Sanjaya, Gresik Regency
Based on the management's responsiveness, it turns out that KUD Mina Sanjaya is more responsive than KUD Mino Budirejo. Ability of KUD Mina Sanjaya employees to serve is also better than that of KUD Mino Budirejo. Overall, it can be said that quality of Mina Sanjaya's human resources is better than KUD Mino Budirejo. These results support the findings Karendra (2016); Rohman (2016); and Rahayu (2020).
CONCLUSION
In South Sulawesi (Makasar City), Paotere Fisheries Personnel Cooperative and KWN Fatimah Azzahra have a fairly complete management structure, namely the Chairperson, Deputy Chairperson, Secretary, and Treasurer. KWN Fatimah Azzahra does not have a manager like other. Human resources of Paotere Fisheries Insan Cooperative have undergraduate and high school education. KWN Fatimah Azzahra has human resources with lower and diverse levels of education. There are differences in the payroll system between the two cooperatives. Paotere Fisheries Insan Cooperative provides salaries, medical benefits, holiday allowances, bonuses, incentives, social security, and severance pay for employees who resign. KWN Fatimah Azzahra provides wages in profit sharing according to employee workloads, and non-material benefits such as easy borrowing and free school facilities. There are no career paths for employees in these two cooperatives. Employee
ability is a main aspect and their current condition is good, followed by employee responsiveness, and finally availability of employee number. According to members' assessments, the current number of cooperative management or employees is still lacking, but they already have ability and good responsiveness so they can provide good service to members.
In East Java, the board of KUD Mino Budirejo as a whole has an undergraduate education, while the employees have a high school education. Most of management and employees of KUD Mina Sanjaya have high school education. KUD Mina Sanjaya management has a better responsiveness than KUD Mino Budirejo. KUD Mina Sanjaya employee ability to serve is better than other. Overall, Mina Sanjaya's human resources quality is better than other. The problem faced by KUD manager is that its members are not orderly in paying mandatory savings and installments. KUD Mina Sanjaya provides other allowances beyond the salary/honorarium of management and employees: year-end bonuses, overtime and holiday allowances.
SUGGESTIONS
Human resources of cooperatives have an important role in carrying out their operational activities. Therefore, it is important to adjust the capacity and capability of human resources. These adjustments can be made by adding more personnel or by conducting training and competency development so that the human resources quality is in accordance with the required standards. Salaries and allowances in accordance with local minimum wage standards as well as non-material fees are also important to make grow the spirit of human resources.
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