Creating Employee Performance Through Good Cooperative Governance and Cooperative Management
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Cooperatives are jointly owned businesses, not owned by capital holders, so all members have the same voting rights. Apart from that, cooperative members have the same position as the management. The difference is in terms of their authority and duties. Therefore, this research aims to describe and analyze the influence of Good Cooperative Governance and cooperative management on the performance of women's cooperatives in East Java. The design of this research is quantitative causality research. The population in this study were all active cooperative members of the Field Extension Officers (PPL) in East Java. The sampling technique used a simple random sampling technique (random sampling) and used the Slovin formula so that the sample was 172 respondents from women's cooperatives in East Java. Data analysis techniques use descriptive analysis and SEM analysis. This research shows that implementing Good Cooperative Governance and cooperative management has positively impacted the performance activities of women's cooperatives in East Java. Apart from providing education and training, the contribution of cooperative management is to provide more motivation and enthusiasm to be responsible for paying off principal and mandatory savings, one of the cooperative's most significant capital. The management meetings, annual member meetings, and the remaining results of the cooperative's business show that all these criteria have been implemented well to achieve a cooperative with good governance. It is hoped that the results of this research will become a general basis in the world of cooperatives and specifically for women's cooperatives in East Java, East Java as a source for cooperative goals themselves through a model that has been built based on aspects of Good Cooperative Governance and cooperative management in cooperatives.
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