ANALYSIS OF COOPERATIVE PERFORMANCE: A COMPARISON BETWEEN

This study analyzes and compares the performance of KOBUMI (Koperasi Obor Maju Bersama Indonesia) and KPRI Bina Raharja based on their annual reporting patterns, SHU transparency, institutional systems, and organizational support. The analysis is structured through five perspectives: employee development, work attachment, employee performance, institutional performance, and organizational support. Findings indicate that KOBUMI represents a modern real-sector cooperative with professional governance, transparent financial statements, production facilities, logistics systems, and export-oriented value chains. Its revenue reached approximately IDR 25.4 billion with strong liquidity and documented operational expansion. Meanwhile, KPRI Bina Raharja reflects a traditional employee-based cooperative focusing on savings and loans, stable SHU reporting during RAT, and strong internal solidarity among members. The comparison shows that KOBUMI excels in institutional transparency, measurable performance indicators, and productive facilities that empower members economically. In contrast, KPRI Bina Raharja excels in organizational stability, member discipline, and administrative consistency. This study highlights two different cooperative models: a modern value-chain cooperative and a traditional service cooperative. A. REVIEW FROM EMPLOYEE DEVELOPMENT ASPECT 1) Training Relevance: Does the cooperative provide training relevant to the job? In KOBUMI (Koperasi Obor Maju Bersama Indonesia), training is designed directly from field realities. The annual report documents assistance to nutmeg farmers, shrimp fishers, warehouse teams, and partner cooperatives across villages. Training covers post-harvest handling, grading standards, storage discipline, export preparation, and financial literacy. This shows that training content mirrors the real workflow of members and staff. Relevance is therefore practical and immediately applicable to daily tasks. Critically, relevant training must be visible in output quality. In KOBUMI, this is evidenced by export readiness, warehouse efficiency, and significant sales growth. Training is productivity-oriented and measurable. It is not ceremonial, but instrumental to operational success. In KPRI Bina Raharja, training focuses on administrative routines such as bookkeeping and savings-loan procedures. While important for governance, it does not significantly enhance technical or economic capacity. Training here maintains operations rather than transforming them. Key points: practical training (KOBUMI) vs administrative training (KPRI). 2) Career Development: Are there opportunities to develop new skills and career paths? KOBUMI (Koperasi Obor Maju Bersama Indonesia) has a complex structure: Business Development, Quality Control, Production, Finance, and EcoXplorer. This indicates competency-based roles and specialization. Employees can grow aligned with cooperative expansion into commodities, logistics, and eco-tourism. Career paths are rational because institutional growth demands new skills. Expansion of warehouses, export activity, and facilities requires skilled human resources. Career progression is therefore linked to institutional needs. KPRI Bina Raharja has a simple structure where advancement depends on tenure and trust. Specialization is minimal. Career development is social rather than strategic. Key points: competency path (KOBUMI) vs tenure path (KPRI). 3) Skill Enhancement: Is there a program to improve skills? KOBUMI (Koperasi Obor Maju Bersama Indonesia) runs mentoring, cooperative assistance, and business incubation. Skills improved include reporting, processing, logistics, and export compliance. This is planned human capital upgrading. Improvement is validated by results: higher sales, export volume, and professional reporting. Learning is designed and outcome-driven. KPRI Bina Raharja relies on experience without structured programs. Skill growth is incidental. Key points: planned enhancement (KOBUMI) vs experiential (KPRI). 4) Coaching & Mentoring: Do supervisors provide mentoring? Mentoring in KOBUMI (Koperasi Obor Maju Bersama Indonesia) extends to staff and partner producers. Supervisors guide quality control and productivity. Mentoring is operational and measurable. In KPRI Bina Raharja, mentoring is informal and seniority-based. It maintains harmony but is less performance-oriented. Key points: performance mentoring (KOBUMI) vs social mentoring (KPRI). 5) Do trainings improve work capability? Evidence in KOBUMI (Koperasi Obor Maju Bersama Indonesia): 135.47% sales growth, export shipments, efficient warehouses. Training clearly elevates capability. In KPRI Bina Raharja, training maintains stability but does not raise performance significantly. Key points: transformative (KOBUMI) vs preservative (KPRI).