Berdasarkan daripada hasil kajian yang telah dijalankan maka pengkaji dapat membuat kesimpulan bahawa sumber perlu diintegrasikan supaya prestasi koperasi dapat ditingkatkan. Budaya organisasi sahaja tidak mampu untuk meningkatkan prestasi koperasi tanpa integrasi dengan sumber lain seperti inovasi. Kajian ini juga telah mencapai objektif yang dikehendaki.
72
RUJUKAN
Angle, H. (1981). An empirical assessment of organisational commitment and organizational effectiveness. Administrative Science Quarterly, 26 (1), 1-14. Asan Ali Golam Hassan. (1998). Gerakan koperasi di Malaysia: Peranan dan strategi
dalam pembangunan Negara. Universiti Utara Malaysia.
Ashu Sharma. (2009). Implementing balance scorecard for performance measurement: Implementing balance scorecard. The Icfai University Press.
Ayesha Farooq & Zareen Hussain. (2011). Balanced scorecard perspective on change and performance: A study of selected Indian companies. 7th International Strategic
Management Conference. Procedia Social and Behavioral Sciences, 24, 754–768.
Azahari Ramli, Rushaimi Zein Yusof & Shahimi Mohtar. (2007). Hubungan amalan
pergudangan dengan prestasi organisasi pergudangan: Pengenalan kepada kerangka konsep. Universiti Utara Malaysia, 6 (2).
Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of
Management, 17(1), 99-120.
Bass, B. M. & Avolio, B. J. (1994). Transformational leadership and organizational culture.
International Journal of Public Administration, 17(3&4):541-554.
Benos, T., Nikos K. & Frans J.H.M. Verhees. (2007). Greek co-ops’ re-engineering:
exploring the influences among organizational attributes, strategic attributes, and performance. Selected Paper Prepared for Presentation at the International
Conference on Economics and Management of Networks, EMNet 2007, Rotterdam, The Netherlands, June 28-30, 25.
Bose S, Thomas K. (2007). Applying the balanced scorecard for better performance of intellectual capital. Journal of Intellectual Capital, 8 (4), 653-654.
Braam, G., Nijssen, E. (2004). Performance effects of using the balance scorecard: A note on the Dutch experience. Long Range Planning, 37 (4), 335–349.
Burgelman, R. A. (1983). Amodel of the interaction of strategic behavior, corporate context, and the concept of strategy. Academy of Management Review, 8 (1), 61–70.
Chatman, J.and Bersade. (1997). Employee satisfaction, factor associated with company performance, Journal Of Applied Psychology, February, 29-42.
73
Conner, K.R. (1992). A historical comparison of Resource-Based View and five schools of thought within industrial organization economics: Do we have a New Theory of the Firm? Journal of Management; 17 (1), 121–154.
Deal T. E. & Kennedy, A. A. (1982, 2000). Corporate Cultures: The Rites and Rituals of
Corporate Life, Harmondsworth, Penguin Books, 1982; reissue Perseus Books,
2000.
Dechant, K., & Altman, B. (1994). Environmental leadership: from compliance to competitive advantage. Academy of Management Executive, 8 (3), 7–20.
Dull, R. & Tegarden, D. (2004). Using control charts to monitor financial reporting of public companies. International Journal of Accounting Information Systems, 5 (2), 109–127.
Ed Mayo. (2012). Co-operative performance: sustainability, accounting, management, and policy. 2 (1). 158-164.
Ernita. (2012). Faktor yang mempengaruhi prestasi koperasi menggunakan konsep
Balanced Scorecard dengan penyertaan ahli sebagai moderator. Universiti Utara
Malaysia.
Goffee, R. & Jones, G. (1998). The character of a corporation. Harper Business, London. Grant, R. M. (1996). Prospering in dynamically-competitive environments: Organizational
capability as knowledge integration. Organization Science, 7(4), 375–387.
Griffith, D. A., Yalcinkaya, G., & Calantone, R. J. (2010). Do marketing capabilities consistently mediate effects of firm intangible capital on performance across institutional environments? Journal of World Business, 45, 217–227.
Handfield, R. B., & Bechtel, C. (2002). The role of trust and relationship structure in improving supply chain responsiveness. Industrial Marketing Management, 31, 367-382.
Hansen, G. & Wernerfelt, B. (1989). Determinants of firm performance: The relative impact of economic and organizational factors. Strategic Management Journal, 10 (3), 399-411.
Hasbullah, M. Noor. (2009). Analisis kinerja keuangan pada Koperasi Karyawan PT. Djarum Kudus. Skripsi. Fakultas Ekonomi Universitas Muhammadiyah Surakarta. http://www.skm.gov.my/images/images/perundangan/akta-2/BHG-01-Permulaan.pdf
74
http://www.wisc.edu/uwcc/icic/issues/prin/21- cent/identity.html. International Cooperative Alliance (ICA) (1995)
ICA (1995). International Cooperative Alliance Statement of the co-operative identity. Jenny Poolton & Hossam Ismail. (2000). New developments in innovation. Journal of
Managerial Psychology, 15 (8), 795-811.
Kaplan, R. S. & Norton, D. (1996). Strategic learning & the balanced scorecard. Strategy&
Leadership,24(5):18-25.
Kaplan, R. S., and D.P. Norton. (1992). Balanced scorecard-measure that drive performance. Harvard Business Review, January – February:71-79.
Ketokivi, M., & Schroeder, R. (2004). Manufacturing practice, strategic fit and performance. International Journal of Operations & Production Management,
21(2), 171-191.
Kilmann, R. H., Saxton, M. J., Serpa, R., & Associates. (1985). Gaining control of the
corporate culture. San Francisco: Jossey-Bass.
Kiran Jude Fernandesa, Vinesh Rajab & Andrew Whalley. (2006). Lessons from implementing the balanced scorecard in a small and medium size manufacturing organization. Technovation, 26 (2006), 623–634.
Lawrence, P. R., & Lorsch, J.W. (1967). Organization and environment: Managing
differentiation and integration. Boston: Harvard University, Graduate School of
Business Administration.
Lopez, V. A., & Iglesias, S. (2010). A Reputational–Performance Framework in an SME Context: Some Empirical Evidence from Spain. Irish Journal of Management, 29 (2), 35-66.
Lo, Y.-H. (2012). Managerial Capabilities, Organizational Culture and Organizational Performance: The resource-based perspective in Chinese lodging industry. The
Journal of International Management Studies, 7(1), 151-157.
Lunenburg, F. C. (2011). Organizational Culture-Performance Relationships: Views of Excellence and Theory Z. National Forum of Educational Administaration and
75
M. Lebas. (1995). Performance measurement and performance management. International
Journal of Production Economics, 41 (1–3), 23–25.
Maidique, M.A. & Zirger, B.J. (1985). The New Product Learning Cycle. Res. Policy Massachusette: Allyn and Bacon.
Martin, J. (1992). Cultures in Organizations-Three Perspectives. Oxford University Press, Oxford.
McDevitt R., Giapponi C. & Solomon N. (2008). Strategy revitalization in academe: A balanced scorecard approach. International Journal of Educational Management; 22 (1), 32-47.
Mendenhall et al. (1993). Meta-analysis. Journal of Organizational Behavior, 23, 257-66. Miles, R. E., & Snow, C. C. (1978). Organization strategy, structure, and process. Burr
Ridge, IL: McGraw-Hill.
Murphy, G.B., J.W. Trailer & R.C. Hill. (1996). Measuring Performance in Entrepreneurship Research. Journal of Business Research, 36, 15-23.
Niven P. (2002). Balanced scorecard step-by-step: Maximizing performance and
maintaining results. New York: John Wiley & Sons, Inc.
Nwankwo, U.M., Peters, K.J., & Bokelmann, W. (2009). Can cooperative membership and participation affect adoption decisions? Issues for sustainable biotechnology dissemination. AgBioForum, 12 (3&4), 437-451.
Ojo, O. (2010). Organizational Culture and Corporate Performance: Empirical Evidence from Nigeria. Journal of Business Systems, Governance and Ethics, 5(2), 1-12. Paul Foland & Jim Browne (2005). A review of performance measurement: towards
performance management. Computers in Industry, 56 (2005), 663–680.
Peter Lok John Crawford. (2004). The effect of organisational culture and leadership style on job satisfaction and organisational commitment. Journal of Management
Development, 23 (4), 321-338.
Peteraf, M. A. (1993). The cornerstones of competitive advantage: A Resource-Based View.
Strategic Management Journal, 14 (3), 179–191.
Prajogo, D., Sohal, A. (2004). The multidimensionality of TQM practices in determining quality and innovation performance: An empirical examination. Technovation, 24 (6), 443–453.
76
Robbins, S. P. (2001). Organizational behavior. Prentice Hall International, Inc.
Robert D. Behn (2003). Why measure performance? Different purposes require different measures. Public Administratian Review, September/October 2003, 63 (5).
Rodriguez, J. M., & Ventura, J. (2003). Human resource management systems and organizational performance: An analysis of the Spanish manufacturing industry.
International Journal of Human Resource Management, 14 (7), 1206-1226.
Rogers, E. M. & F. F. Shoemaker. (1971). Communicationof innovations. Second Edition. The Free Press. New York.
Ropke, Jochen. (2003). Ekonomi koperasi: Teori dan manajemen. Penerbit: Salemba Empat, Jakarta.
Rosenzweig, E. D., Roth, A. V., & Dean, J. W., Jr. (2003). The influence of an integration strategy on competitive capabilities and business performance: An exploratory study of consumer products manufacturers. Journal of Operations Management,
21(4), 437–456.
Rumelt, R. P. (1991). How much does industry matter? Strategic Management Journal, 12 (3), 167–185.
Sakakibara, S., Flynn, B. B., Schroeder, R. G., & Morris, W. T. (1997). The impact of just-in-time manufacturing and its infrastructure on manufacturing performance.
Management Science, 43(9), 1246-1257.
Schein, E. (1992). Organizational culture and leadership. 2nd Ed. Jossey-Bass Publishers. San Fransisco.
Schumpeter, Joseph. (1989). Essays on entrepreneurs, innovations, business cycles and the evolution of the capitalism, ed. Richard V. Clemence with a new introduction by Richard Swedberg. New York and Oxford: Transaction.
Sekaran, U. (2003). Research methods for business: a skill-building approach (4 ed.). Siew Kim Jean & Lee Kelvin Yu. (2004). Corporate culture and organizational
performance. Journal of Managerial Psychology, 19 (4), 340-359.
Simons, R. (2000). Performance measurement and control systems for implementing
strategy – text and cases. Eaglewoods Cliff. NS: Prentice Hall.
Smircich, L. (1983). Concepts of culture and organisational analysis. Administrative
77
Soraya, Ainun. (2010). Analisis kinerja keuangan koperasi unit usaha simpan pinjam (studi
kasus pada Koperasi Jasa Sejahtera Semarang). Thesis. Universitas Diponegoro,
Semarang.
Suruhanjaya Koperasi Malaysia (2012). Dasar Koperasi Negara 2010. Suruhanjaya Syarikat Malaysia, Kementerian Perdagangan Dalam Negeri Koperasi dan Kepenggunaan.
Swink, M., Narasimhan, R., & Kim, S. W. (2005). Manufacturing practices and strategy integration: Effects on cost efficiency, flexibility, and market based performance.
Decision science, 36 (3), 427-457.
Thomas D. Kuczmarski. (1996). What is innovation? The art of welcoming risk. Journal
of Consumer Marketing, 13 (5), 7-11.
Wheelwright, S. C. (1984). Manufacturing strategy: Defining the missing link. Strategic
Management Journal, 5 (1), 77–91.
Κ. Kostopoulos, Y. E. Spanos, & G. P. Prastacos. The Resource-Based View of the firm and innovation: identification of critical linkages. The 2nd European Academy of
78
LAMPIRAN
Lampiran A: Set Soal Selidik
PRESTASI KOPERASI
Set Soal selidik
Arahan & Maklumat Umum.
1. Sila baca arahan sebelum menjawab sebarang soalan yang dikemukakan.
2. Sila jawab semua soalan setepat yang mungkin. Soal selidik yang tidak lengkap
boleh membawa kepada permasalahan analisis statistik.
3. Berikan maklumbalas dengan meletakkan nombor yang sepatutnya.
4. Hantar soalselidik yang telah lengkap dengan memasukkan ke dalam sampul
surat yang telah disediakan.
79
Bahagian A : Latar Belakang Responden dan Koperasi
Nama Koperasi Alamat Koperasi
Tempoh bekerja dengan koperasi? Jawatan dalam koperasi
Umur Jantina Bangsa Jumlah ahli Jumlah pekerja
Jumlah Ahli Lembaga Pengarah
Berapa lama Koperasi telah beroperasi? Apakah jenis perniagaan yang dijalankan oleh koperasi
Apakah latar belakang ahli kepada koperasi ini? (cth. Pelajar/guru/pesara)
Tanda jawapan yang tepat pada helaian yang telah disediakan dan jawapan berskala adalah berpandukan skala dibawah
Sangat Tidak Setuju 1
Tidak setuju 2
Kurang setuju 3
Setuju 4
80
Bahagian B: Soalan berikut adalah berkenaan dengan budaya organisasi dan inovasi di Koperasi anda. Jawapan yang tepat amat penting dalam menentukan kajian yang dilakukan.
Di dalam organisasi, …
1 2 3 4 5
BUDAYA ORGANISASI
1 Kami sentiasa bekerja bersungguh-sungguh demi kelangsungan koperasi. 2 Kami sentiasa gigih dalam melakukan sebarang tugas yang diberikan. 3 Kami sentiasa memahami tugas yang dipertanggungjawabkan. 4 Kami sentiasa melakukan yang terbaik untuk koperasi.
5 Pekerja dan pemimpin sentiasa berfikiran terbuka dalam menyelesaikan sesuatu masalah.
INOVASI
6 Penggunaan produk baru dilihat lebih baik berbanding produk sedia ada. 7 Kualiti produk yang dihasilkan lebih baik berbanding produk perniagaan
lain.
8 Koperasi ini sedang berusaha mencari pasaran baru untuk menjual produk-produk koperasi.
9 Koperasi telah menggunakan strategi promosi yang baru untuk memasarkan produk secara lebih meluas.
10 Organisasi yang baru telah membawa banyak pembaharuan kearah peningkatan prestasi koperasi.
11 Pengurusan koperasi sentiasa berubah mengikut keperluan semasa. 12 Koperasi telah memulakan perniagaan ke peringkat global.
INTEGRASI STRATEGI
13 Strategi Koperasi dirancang bertepatan dengan matlamat penubuhan koperasi
14 Kami fahami dengan jelas objektif dan matlamat strategi koperasi 15 Strategi koperasi dijelaskan kepada semua pekerja
16 Strategi koperasi sentiasa disemak semula
17 Strategi koperasi sejajar dengan strategi korporat koperasi
PRESTASI KOPERASI
18 Adakah pelanggan berpuas hati dengan perkhidmatan/produk yang diberikan?
19 Adakah koperasi anda sentiasa menghantar barang/perkhidmtan dengan segera selepas pesanan dibuat?
20 Anda mahir dengan tugas yang diberikan sekarang 21 Berapakah untung kasar koperasi bagi tahun terakhir penilaian
a. ≤ 100, 000 b. 100,001 – 500,000
c. 500,001- 1 juta d. ≥ 1 Juta
22 Berapakah anggaran aset terkumpul koperasi ketika ini
a. ≤ 100, 000 b. 100,001 – 500,000
c. 500,001- 1 juta d. ≥ 1 Juta
23 Berapakah pertumbuhan jualan tahun ini berbanding tahun sebelumnya?
a. ≤10% b. 11% - 30%
c. 31% - 50% d. ≥51%
24 Berapakah peningkatan hasil jualan tahun ini berbanding hasil jualan tahun lepas
a. ≤10% b. 11% - 30%
c. 31% - 50% d. ≥ 51%
81
Lampiran B: Kajian Rintis
a. Budaya Organisasi Reliability Statistics Cronbach's Alpha N of Items .713 5 b. Inovasi Reliability Statistics Cronbach's Alpha N of Items .854 7 c. Integrasi Strategik Reliability Statistics Cronbach's Alpha N of Items .965 5 d. Prestasi Koperasi Reliability Statistics Cronbach's Alpha N of Items .812 7
82
Lampiran C: Analisis Deskriptif
Tempoh Bekerja
Frequency Percent Valid Percent
Cumulative Percent Valid Kurang Daripada 3 Tahun 91 73.4 73.4 73.4
4 Hingga 6 Tahun 15 12.1 12.1 85.5
7 Hingga 9 Tahun 6 4.8 4.8 90.3
10 Hingga 12 Tahun 12 9.7 9.7 100.0
Total 124 100.0 100.0
Jawatan Dalam Koperasi
Frequency Percent Valid Percent
Cumulative Percent Valid Ahli Lembaga Koperasi 99 79.8 79.8 79.8
Ahli Jawatankuasa 2 1.6 1.6 81.5
Pekerja 9 7.3 7.3 88.7
Ahli 14 11.3 11.3 100.0
Total 124 100.0 100.0
Umur
Frequency Percent Valid Percent Cumulative Percent Valid Bawah 19 2 1.6 1.6 1.6 20 Hingga 39 31 25.0 25.0 26.6 40 hingga 59 66 53.2 53.2 79.8 60 hingga 79 24 19.4 19.4 99.2 Lebih Daripada 80 1 0.8 0.8 100.0 Total 124 100.0 100.0 Jantina
Frequency Percent Valid Percent Cumulative Percent Valid Lelaki 94 75.8 75.8 75.8 Perempuan 30 24.2 24.2 100.0 Total 124 100.0 100.0
83 Kaum
Frequency Percent Valid Percent Cumulative Percent Valid Melayu 118 95.2 95.2 95.2 Cina 1 0.8 0.8 96.0 India 4 3.2 3.2 99.2 Iban 1 0.8 0.8 100.0 Total 124 100.0 100.0 Jumlah Ahli
Frequency Percent Valid Percent
Cumulative Percent
Valid Bawah Daripada 49 12 9.7 9.7 9.7
50 Hingga 99 30 24.2 24.2 33.9 100 hingga 149 24 19.4 19.4 53.2 150 Hingga 199 22 17.7 17.7 71.0 Lebih Daripada 200 36 29.0 29.0 100.0 Total 124 100.0 100.0 Jumlah Pekerja
Frequency Percent Valid Percent
Cumulative Percent
Valid Kurang Daripada 5 88 71.0 71.0 71.0
6 Hingga 10 18 14.5 14.5 85.5
Lebih Daripada 11 18 14.5 14.5 100.0
Total 124 100.0 100.0
Jumlah Ahli Lembaga Pengarah Frequency Percent Valid
Percent
Cumulative Percent
Valid Kurang Daripada 5 8 6.5 6.5 6.5
6 Hingga 10 47 37.9 37.9 44.4
11 Hingga 15 69 55.6 55.6 100.0
84
Tempoh Koperasi Telah Beroperasi Frequency Percent Valid
Percent
Cumulative Percent
Valid Bawah 35 Bulan 56 45.2 45.2 45.2
36 Bulan Hingga 71 Bulan 14 11.3 11.3 56.5
72 Bulan Hingga 115
Bulan 8 6.5 6.5 62.9
Lebih Daripada 116 Bulan 46 37.1 37.1 100.0
Total 124 100.0 100.0
Jenis Perniagaan Yang Dijalankan Oleh Koperasi Frequency Percent Valid
Percent Cumulative Percent Valid Peruncitan 14 11.3 11.3 11.3 Peladangan 25 20.2 20.2 31.5 Penternakan 2 1.6 1.6 33.1 Hartanah 2 1.6 1.6 34.7 Perkhidmatan 18 14.5 14.5 49.2 Lain-lain 63 50.8 50.8 100.0 Total 124 100.0 100.0
Apakah Latar Belakang Ahli Kepada Koperasi ini Frequency Percent Valid
Percent Cumulative Percent Valid Kerajaan 22 17.7 17.7 17.7 Bukan Kerajaan 1 0.8 0.8 18.5 Pesara 27 21.8 21.8 40.3 Sekolah 4 3.2 3.2 43.5 Lain-lain 70 56.5 56.5 100.0 Total 124 100.0 100.0
85
Lampiran D: Analisis Korelasi
Correlations
IV1 IV2 M DV
IV1 Pearson Correlation 1 .458** .527** .141
Sig. (1-tailed) .000 .000 .059
N 124 124 124 124
IV2 Pearson Correlation .458** 1 .601** .310**
Sig. (1-tailed) .000 .000 .000 N 124 124 124 124 M Pearson Correlation .527** .601** 1 .251** Sig. (1-tailed) .000 .000 .002 N 124 124 124 124 DV Pearson Correlation .141 .310** .251** 1 Sig. (1-tailed) .059 .000 .002 N 124 124 124 124
86
Lampiran E: Analisis Regrasi
Model Summaryd Model R R Square Adjusted R Square Std. Error of the Estimate Change Statistics Durbin-Watson R Square Change F Change df1 df2 Sig. F Change 1 .310a .096 .081 .44879 .096 6.431 2 121 .002 2 .322b .104 .081 .44877 .008 1.009 1 120 .317 3 .382c .146 .110 .44179 .042 2.911 2 118 .058 1.552 a. Predictors: (Constant), IV2, IV1
b. Predictors: (Constant), IV2, IV1, M
c. Predictors: (Constant), IV2, IV1, M, IV2xM, IV1xM d. Dependent Variable: DV
ANOVAa
Model Sum of Squares df Mean Square F Sig.
1 Regression 2.591 2 1.295 6.431 .002b Residual 24.371 121 .201 Total 26.962 123 2 Regression 2.794 3 .931 4.624 .004c Residual 24.168 120 .201 Total 26.962 123 3 Regression 3.930 5 .786 4.027 .002d Residual 23.031 118 .195 Total 26.962 123 a. Dependent Variable: DV b. Predictors: (Constant), IV2, IV1 c. Predictors: (Constant), IV2, IV1, M
87 Coefficientsa Model Unstandardized Coefficients Standardized Coefficients t Sig.
Correlations Collinearity Statistics
B Std. Error Beta Zero-order Partial Part Tolerance VIF
1 (Constant) 3.361 .416 8.072 .000 IV1 -.001 .108 -.001 -.013 .990 .141 -.001 -.001 .790 1.266 IV2 .234 .073 .311 3.193 .002 .310 .279 .276 .790 1.266 2 (Constant) 3.337 .417 8.002 .000 IV1 -.043 .115 -.038 -.368 .713 .141 -.034 -.032 .690 1.448 IV2 .194 .083 .258 2.333 .021 .310 .208 .202 .612 1.635 M .086 .085 .116 1.005 .317 .251 .091 .087 .559 1.789 3 (Constant) -1.700 2.817 -.603 .547 IV1 1.047 .825 .944 1.268 .207 .141 .116 .108 .013 76.511 IV2 .383 .367 .509 1.043 .299 .310 .096 .089 .030 32.886 M 1.251 .690 1.699 1.814 .072 .251 .165 .154 .008 121.13 0 IV1xM -.245 .203 -2.050 -1.205 .231 .219 -.110 -.102 .003 399.99 0 IV2xM -.050 .090 -.435 -.556 .579 .282 -.051 -.047 .012 84.728 a. Dependent Variable: DV Excluded Variablesa
Model Beta In t Sig. Partial Correlation
Collinearity Statistics
Tolerance VIF Minimum Tolerance
1 M .116b 1.005 .317 .091 .559 1.789 .559 IV1xM .112b .663 .509 .060 .262 3.820 .262 IV2xM .006b .025 .980 .002 .137 7.322 .137 2 IV1xM -2.739c -2.355 .020 -.211 .005 187.923 .005 IV2xM -1.122c -2.087 .039 -.188 .025 39.807 .025 a. Dependent Variable: DV
b. Predictors in the Model: (Constant), IV2, IV1 c. Predictors in the Model: (Constant), IV2, IV1, M
88
Collinearity Diagnosticsa
Model
Dimension Eigenvalue Condition Index
Variance Proportions
(Constant) IV1 IV2 M IV1xM IV2xM
1 1 2.981 1.000 .00 .00 .00 2 .014 14.611 .17 .05 .93 3 .005 25.384 .83 .95 .06 2 1 3.971 1.000 .00 .00 .00 .00 2 .015 16.324 .23 .06 .38 .11 3 .010 20.362 .03 .00 .61 .80 4 .004 30.053 .74 .94 .00 .09 3 1 5.937 1.000 .00 .00 .00 .00 .00 .00 2 .040 12.232 .00 .00 .00 .00 .00 .01 3 .017 18.710 .00 .00 .02 .00 .00 .00 4 .006 31.533 .00 .01 .00 .02 .00 .00 5 .001 108.616 .06 .00 .53 .03 .01 .54 6 3.669E-5 402.255 .93 .99 .45 .95 .99 .45 a. Dependent Variable: DV Residuals Statisticsa
Minimum Maximum Mean Std. Deviation N
Predicted Value 3.3779 4.6101 4.2546 .17876 124
Std. Predicted Value -4.904 1.989 .000 1.000 124
Standard Error of Predicted
Value .045 .299 .085 .048 124
Adjusted Predicted Value 3.1219 4.7486 4.2544 .18878 124
Residual -1.33620 .77658 .00000 .43272 124
Std. Residual -3.024 1.758 .000 .979 124
Stud. Residual -3.048 1.823 .000 1.004 124
Deleted Residual -1.35738 .83571 .00024 .45522 124 Stud. Deleted Residual -3.162 1.842 -.004 1.016 124
Mahal. Distance .308 55.272 4.960 9.138 124
Cook's Distance .000 .133 .009 .020 124
Centered Leverage Value .003 .449 .040 .074 124