Evaluation of training program for warehouse manager candidates within the warehouse receipt system scheme at commodity future trading regulatory agency (COFTRA) Indonesia

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This study aims to evaluate the implementation of training program for warehouse manager candidates within the warehouse receipt system scheme conducted by the Commodity Futures Trading Regulatory Agency (Coftra) in Indonesia.

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Nội dung Text: Evaluation of training program for warehouse manager candidates within the warehouse receipt system scheme at commodity future trading regulatory agency (COFTRA) Indonesia

International Journal of Mechanical Engineering and Technology (IJMET) Volume 10, Issue 03, March 2019, pp. 434–440, Article ID: IJMET_10_03_044 Available online at http://www.iaeme.com/ijmet/issues.asp?JType=IJMET&VType=10&IType=3 ISSN Print: 0976-6340 and ISSN Online: 0976-6359 © IAEME Publication Scopus Indexed EVALUATION OF TRAINING PROGRAM FOR WAREHOUSE MANAGER CANDIDATES WITHIN THE WAREHOUSE RECEIPT SYSTEM SCHEME AT COMMODITY FUTURE TRADING REGULATORY AGENCY (COFTRA) INDONESIA Tris Sudarto Doctoral Program of Human Resource Management, Jakarta State University, Jakarta, Indonesia Moch. Asmawi Jakarta State University, Jakarta, Indonesia Mahmuddin Yasin Jakarta State University and Krisnadwipayana University, Jakarta, Indonesia Adji Suratman STIE YAI, Jakarta, Indonesia ABSTRACT This study aims to evaluate the implementation of training program for warehouse manager candidates within the warehouse receipt system scheme conducted by the Commodity Futures Trading Regulatory Agency (Coftra) in Indonesia. This research is an evaluative research using the CIPP model of Stuffle Beam (Context, Input, Process, Product), supported by questionnaires (closed and open statements / questions), observation, and interviews. Evaluation on context, input, and process, the results show that the program is in a good category for these three componets, with some elements needing improvement. While for product evaluation the results for this component are in a very good category, so it needs to be maintained. In terms of outcomes which are part of the product component, the results of the training provide a good impact of implementing warehouse management system, with warehouse operational license.. Key words: training, warehouse receipt system, CIPP model. http://www.iaeme.com/IJMET/index.asp 434 editor@iaeme.com
Tris Sudarto, Moch. Asmawi, Mahmuddin Yasin, Adji Suratman Cite this Article: Tris Sudarto, Moch. Asmawi, Mahmuddin Yasin, Adji Suratman, Evaluation of Training Program for Warehouse Manager Candidates within the Warehouse Receipt System Scheme at Commodity Future Trading Regulatory Agency (COFTRA), Indonesia, International Journal of Mechanical Engineering and Technology 10(3), 2019, pp. 434–440. http://www.iaeme.com/IJMET/issues.asp?JType=IJMET&VType=10&IType=3 1. INTRODUCTION Indonesian population[1] in the next two decades is estimated to reach around 1.1% per year, as many as 255.5 million people in 2015, and increase in 2035 to 305.7 million people. This will increase food consumption needs of the population, whose main staple is rice. The fulfillment of rice consumption is prioritized by producing it domestically, so that food security and food sovereignty are maintained. Food needs [2] can be fulfilled independently by empowering human capital, social and economic capital owned by Indonesian farmers, which in turn must have an impact on improving the welfare of farmers and the community. One of the crucial agricultural sector problems is commodity prices factor, where during the harvest season, commodity supply increases, commodity prices decline drastically, creating a very low bargaining position of farmers. This condition continues to occur from time to time and can reduce the interest of farming communities, which in turn can threaten national food security. For this reason, the government issued Law Number 9 of 2011 concerning the Warehouse Receipt System (WRS)[3], which among other things to encourage the smooth production of agriculture in efforts to promote equitable public welfare through the warehouse receipt system as one of the financing instruments. With the instrument mechanism of the warehouse receipt system, farmers can delay selling if commodity prices are low, and sell them later when prices increase according to expectations. During the postponed selling period, farmers can obtain loan funds by collating their commodity warehouse receipts, thereby increasing the bargaining position of farmers. This needs a paradigm shift of farmers from "workers" to be "entrepreneurs". In the past eight years (2010 to 2017) the value of warehouse receipts issued (grain / rice commodity), amounting to Rp533 billion, with a financing value of Rp309 billion. This means that the value of the issuance of warehouse receipts of Rp523 billion is only 0.16 per cent of the national commodity potential values of rice. However, there are still many other types of commodities that have not been converted to warehouse receipts scheme. While the number of warehouses that have been certified in the WRS until the end of 2017 is 88 warehouses of which the government has built as many as 121 warehouses[4]. To accelerate the implementation of the WRS through the Commodity Futures Trading Regulatory Agency - Ministry of Trade, the government conducts a continuous training program of the warehouse receipt system. This is important to increase the understanding of the warehouse receipt system among stakeholders (the state civil apparatus, business people, and the community). The WRS training program carried out by Coftra is attended by participants from various stakeholders, including: agricultural extension officers, related service officials at the provincial / district government, warehouse manager candidates within the WRS scheme, and farmers who join farmers' groups. Program evaluation conducted in this research is related to training programs for warehouse manager candidates within the WRS scheme. http://www.iaeme.com/IJMET/index.asp 435 editor@iaeme.com
Evaluation of Training Program for Warehouse Manager Candidates within the Warehouse Receipt System Scheme at Commodity Future Trading Regulatory Agency (COFTRA), Indonesia 2. LITERATURE REVIEW Training [5] “means giving new or current employees the skills that they need to perform their jobs ". Swanson [6] state that “training and development constitutes the largest realm of HRD activity. Training and development is defined as a process of systematically developing work- related knowledge and expertise for the purpose of improving performance." Training and development programs aim to maintain or improve individual performance and organizational performance. Training is also beneficial for the organization if it is linked to organizational needs and if training can motivate employees. Greenberg and Baron's [7]said that training is a process of teaching workers systematically to get and improve work-related skills and knowledge. So, training is the process of a person getting knowledge and skills to be able to improve individual capabilities and performance so that they can contribute to improving organizational performance and achieving organizational goals. Kirkpatrick and Kirkpatrick[8] state that planning and implementing effective training programs must consider the following: (1) Determining needs; (2) Setting objectives; (3) Determining subject content; (4) Selecting participants; (5) Determining the best schedule; (6) Selecting appropriate facilities; (7) Selecting appropriate instructors; (8) Selecting and preparing audiovisual aids; (9) Coordinating the program; (10) Evaluating the program. Based on Noe et al. (2011) designing training begins with the steps to conduct training needs assessments; then ensure that employees are ready to take part in training related to attitudes, motivation, basic skills, and work environment. The next step, planning a training program, including: the program objectives, instructors, and methods; then implementing the training program. Finally, evaluating the results of the training and provide feedback for planning future training program. Training programs can be prepared by themselves or hold training using vendor assistance. Training contents need to be verified that are directly related to the training objectives. Training content must be able to improve learning and benefit participants. Training must be relevant to the needs and objectives of the organization to ensure that training budget funds do not become useless. The training process[9] mainly involves instructors and trainees, which will result in changes in the trainees, usually non-physical, namely: changes in attitudes, knowledge, and skills. The results of the training are outputs and outcomes. Output is measured by increasing expertise, while outcomes are measured by social achievement. Measuring the output of training results can be done more easily through tests and questionnaires, which can be measured immediately. While measuring outcomes is more difficult to do, because it is related to social achievement in the community, and is long-term. Warehouse Receipt [3] is a document proof of ownership of goods stored in a warehouse issued by the warehouse manager. The Warehouse Receipt System is an activity related to the issuance, transfer, guarantee, and settlement of warehouse receipt transactions. Warehouse Receipts are treated as securities, so they can be transferred or traded on organized markets (exchanges) or over the counter. This can encourage the creation of a more efficient commodity trade by eliminating the cost of moving commodities. The Warehouse Receipt System is one solution to the problems in the agricultural sector as during the abundant harvest commodity the prices are decreasing. For this reason, farmers need to delay selling, waiting for an increase in the expected price level. Financing requirements due to delayed sales can be met by obtaining financing with warehouse receipt collateral through a warehouse receipt system scheme. The development of warehouse receipts as stated by UNCTAD and Giovannucci et al. [10]have been implemented successfully in the United States, Latin America, and Asia. In the United States[11], since the 19th century, people with personal initiatives have run a http://www.iaeme.com/IJMET/index.asp 436 editor@iaeme.com
Tris Sudarto, Moch. Asmawi, Mahmuddin Yasin, Adji Suratman warehouse receipt system that can be traded (transferable), and then with the US Warehouse Act published in 1916, warehouse receipts are growing. However, the implementation of the warehouse receipt system faces a number of problems in the Sub-Saharan African countries, [12]whose barriers have been documented by Onumah[13] and Nordier[14] in Malawi, and by Salami et al. [15] in the countries of Tanzania, Kenya and Ethiopia. The warehouse receipt system in Indonesia is regulated by Law Number 9 of 2011 as an amendment to Law Number 9 of 2006, not yet widely known by farmers, business people, and other stakeholders. For this reason it is necessary to conduct training, socialization and education continuously and sustainable. The use of warehouse receipt instruments can encourage the formation of more reasonable agricultural commodity prices. The benefits of warehouse receipts include: helping farmers overcome the problem of post-harvest financial difficulties due to delayed selling waiting for an increase in commodity prices; freeing farmers from the debt bondage, middlemen, and moneylenders; increase farmers' income by selling crops when commodity prices are high; can maintain the stability of agricultural commodity prices; encouraging farmers to improve the quality of yields to match the standards set, and can be used as collateral for loans without other additional collateral. 3. METHOD This research is an evaluative research, aiming at analyzing and assessing the training program of warehouse manager candidates within the WRS scheme conducted by the Commodity Futures Trading Regulatory Agency, Ministry of Trade. Field research is conducted from May to December 2017. Evaluative research aims at gathering information about the actual conditions of implementation of the program. Evaluation can use mixed research methods namely quantitative method and qualitative method simultaneously. Characteristics of mixed research methods include using two types of data, namely quantitative data and qualitative data. Quantitative data is in the form of numerical numbers, while qualitative data is in the form of descriptions of words, photos, videos, audio recordings, or images. Other characteristics of this method are interpretative and statistical analysis. Interpretative analysis method is done by interpreting the data found. While the statistical analysis method is done by tabulating and analyzing the data obtained using statistical formulas. Both of these characteristics are in accordance with research on the evaluation of training programs for warehouse manager candidates within the WRS scheme. 3. RESULT AND DISCUSSION Context evaluation for training programs for warehouse manager candidates within the WRS scheme shows that there is a correspondence with government policies on training and the purpose of training programs. Context evaluation results show an average score of 73,3%, meaning in good category. However, there are several components of the context evaluation stage that need to be improved, among others: basic technical training policies, more intensive socialization of Coftra's vision and mission, and the need for a comprehensive evaluation of previous WRS training. Input evaluation for training programs for warehouse manager candidates within the WRS scheme is measured by planning quality indicators and quality of input resources consisting of: readiness of trainees, training instructor readiness, training implementers' readiness, training curriculum, and training infrastructure. The results of the input evaluation show an average score of 79,5%, meaning in the good category However, there are several components of the input evaluation stage that need to be improved, among others: first, the planning aspect of the training program that needs to be http://www.iaeme.com/IJMET/index.asp 437 editor@iaeme.com
Evaluation of Training Program for Warehouse Manager Candidates within the Warehouse Receipt System Scheme at Commodity Future Trading Regulatory Agency (COFTRA), Indonesia improved so that the expected goals can be optimized; second, increasing the readiness of training participants by requiring minimal education levels; third, to improve the quality of the training instructor's readiness, it can be required to have a certain certificate of expertise and prioritize among practitioners; fourth, to improve the quality of the training curriculum, it is necessary to regulate with more technical regulations by increasing the proportion of training time for practices, and fifth, the training infrastructure requires additional equipment for practice, and the completeness of the WRS reference book in the library. Process evaluation for training programs for warehouse manager candidates within the WRS scheme measured by indicators: activity of training participants, interaction of training learning, training instructor performance, training organizing services, and utilization of training facilities and infrastructure. The results of the process evaluation showed an average score of 75,6%. However, there are several components of the evaluation process that need to be improved, among others: first, the activities of the trainees, the need to increase training participants' discipline; second, learning interactions need to be refined during practical training in the WRS warehouse; third, instructor performance needs to be optimized where the discussion of training material is relatively the same between one instructor and another instructor in order to avoid training time; fourth, the training organizing service is optimized by avoiding several activities that overlap and run job descriptions consistently; fifth, the addition of instructors resource persons from other stakeholders, and the addition of several topics related to the warehouse receipt system; and sixth, the use of information technology infrastructure needs to be optimized by increasing internet connection capacity. Product evaluation for training programs for warehouse manager candidates within the WRS scheme measured by indicators: assessment of training participants' results, assessment of the implementation of training programs, results of training programs, benefits of training programs, and impact on WRS development. The results of product evaluation showed an average score of 86,7%. However, the assessment of the results of the trainees needs to be refined by measuring the increase in knowledge of each trainee. Assessments made on the results of the training participants, measured from the realization of the target, obtained a business license as the WRS warehouse manager, which in this case means an assessment of results related to the outcome, means measuring the impact of a program. All participants (13 groups of warehouse manager candidates in the WRS), have submitted a business plan until the end of 2017, and Coftra is informed that the warehouse manager will obtain a business license as WRS warehouse manager in 2018. The cost-benefit measurement shows that the realization of the expenses for the training program of warehouse manager candidates in the WRS scheme, for 2017 was amounted to Rp1,6 billion. Meanwhile to measure the benefits of the program is carried out by linking the objectives of the training with the implemention of the WRS warehouse management of the government-owned warehouses which have been built but without any WRS warehouse operational license yet. The value of the WRS warehouse construction in the 13 districts is around Rp39 billion. So that the cost-benefit comparison between training costs and WRS warehouse construction costs is 4,1%, a ratio that can encourage the effectiveness of implementing government-owned WRS warehouses. However, for the improvement of outcomes on the benefits of further training programs, it is necessary to synergize government officials at the central and regional levels, and to encourage empowerment and involvement of the community and stakeholders. The results of the study showed that the training of warehouse manager candidates within the WRS scheme had a significant role in improving the ability to manage the WRS http://www.iaeme.com/IJMET/index.asp 438 editor@iaeme.com
Tris Sudarto, Moch. Asmawi, Mahmuddin Yasin, Adji Suratman warehouse. This imply that we need to improve the warehouse receipt system training as follows. First, improving the content of training program through the comprehensive technical policy and evaluation of the training that had been carried out previously. The technical policy of training needs to be stipulated in regulation of the Head of Coftra. Comprehensive evaluation of warehouse receipt system training is mainly about how trainees can manage the warehouse within the WRS scheme and the type of technical training needed, as well as the necessary equipment. Second, increasing the input of training programs through improving the quality of planning and resources. Some input components need to be adjusted and refined, among others: the need to require a minimum level of education of trainees, selection of training instructors from practitioners, suitability of curriculum content with the aim of training implementation by increasing the proportion of practical training time, and increasing the availability of training facilities. Third, improving the process to increase the trainees’ capability. The implementation of learning needs to improve participant discipline, increase the readiness of the implementers by carrying out the job descriptions consistently, adding topics related to the warehouse receipt system, and adding instructors training resources from other stakeholders related to the warehouse receipt system. Another thing that needs to be improved is the interaction of learning when the participants orient their fields for practical training. 4. CONCLUSIONS From the results of the research findings as outlined in the conclusions, the researcher proposes suggestions and recommendations to Coftra on the following matters. 1. At the context evaluation stage, a basic technical training policy from the Ministry level or the Head of the Agency is needed and a comprehensive evaluation of the SRG training that has been carried out previously. 2. In the evaluation phase inputs are recommended require a minimum level of education for prospective warehouse management trainees in the SRG scheme to improve the readiness of trainees. This is needed so that the training does not interfere with the differences in the level of significant understanding of the participants on the training material; second, Coftra needs to require the training instructor to have a certificate of expertise relevant to the field being taught (if possible), to improve the quality of readiness of the instructor; thirdly, Coftra needs to regulate the curriculum with the Head of Coftra regulation whose syllabus focuses more on the competency base and the proportion of time for practical training so that participants get a comprehensive understanding of aspects of its implementation. 3. In the evaluation phase the product is recommended that Coftra still needs to measure the increase in knowledge of each training participant by using the pre-test and post-test assessment methods. REFERENCES [1] BPS. Statistic, “Katalog BPS: 2101018. In Bps.,” BPS-Statistics Indonesia. Jakarta, 2017. [2] T. Dirhamsyah, J. H. Mulyo, D. H. Darwanto, and S. Hartono, Ketahanan pangan: kemandirian pangan dan kesejahteraan masyarakat daerah rawan pangan di Jawa. Plantaxia, 2016. http://www.iaeme.com/IJMET/index.asp 439 editor@iaeme.com
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