Journal of Community Mobilization and Sustainable Development Vol. 6(1), 050-054, January-June, 2011 Role Performance and Associated Problems of SHG Leaders Sukhdeep Kaur Mann, Varinder Randhawa and Kanwaljit Kaur Department of Home Science Extension and Communication Management, Punjab Agricultural University, Ludhiana-141004 ABSTRACT The present study was undertaken in Punjab state comprising of 17 districts and 140 blocks. The study focused on the role performance and associated problems of SHG Leaders. Seventy four blocks were selected randomly and three credit linked SHGs from each block were selected at random. Thus, numbers of SHGs selected were 222. Further, a leader from each SHG was selected as a sample for the study. The study revealed that majority of the SHG leaders belonged to general caste and had studied up to matriculation level. The role of ensuring regularity in holding meeting was performed best by leaders of NGO promoted self help groups with a mean score of 1.86. However, Government organization promoted SHGs obtained highest mean score i.e.1.90, 1.85 and 1.80 in performing the roles of ensuring regularity in collecting contribution towards group saving, helping members to resolve group conflicts and disseminating information to members about govt. programmes and welfare scheme, respectively. Bank promoted SHGs performed better over other groups in disseminating information received during training to other members of the group and helping the needy in the village. Data further indicated that problem of lack of incentive for carrying out additional work was experienced by majority of leaders followed by the problem of collecting money by door to door contact. It can be concluded that non availability of incentive for group leaders had a demotivating effect which may lead to gradual decline in the efficient functioning of SHGs. So, the provision of some monetary incentive is essential to promote work efficiency of group leaders. Key word: Role performance, SHG, Leadership INTRODUCTION A group is defined as a number of persons who have common interest, who are stimulating to each other, who have a common loyalty and participate in common activities (Bogardus, 1949). Self help approach means that others should help the poor to help themselves. It is felt that individual effort is too inadequate to improve their fate. This brings about the necessity for organizing them in a group by which they get the benefit of collective decision making and collection actions for common benefits. NABARD (1995) defined SHGs as a homogenous group of rural poor voluntarily formed to save whatever amount they can conveniently out of their earnings and mutually agree to contribute to a common fund from which they lend to group members for productive and emergent credit needs. In other words, it can be said that SHG is a voluntary group formed to attain some common goals. Most of its members have similar social identity, heritage, caste or traditional occupations and come together for a common cause and manage resources for the benefit of the group members. These groups are called as solidarity groups as they provide monetary and also moral support to individual members in times of difficulty. The SHGs can be composed of male members only, female members only or both. Each SHG constitutes three office bearers i.e. president, secretary and treasurer. These office bearers are generally known as group leaders. The group itself has a distinct set of resources determined by its membership. The group s performance (Fig. 1), to a large extent, is dependent on the promoting agency in the initial stages and in the long run on the resources that its members generate and accumulate for the group and on group leader play an important role. So, the present
Role Performance and Associated Problems of SHG Leaders 51 Fig. 1. The SHG Behaviour Model study was planned with the following objectives: 1. To study the socio economic characteristics of the SHG leaders. 2. To measure the role performance and associated problems of SHG leaders. MATERIALS AND METHODS The present study was conducted in Punjab state. For the selection of appropriate sample multiple stage random sampling technique was used. Out of total 140 blocks from 17 districts, 50 per cent of the blocks from each district were randomly selected. In the second stage, three credit linked SHGs in the selected blocks were chosen at random. These groups represented all types of SHGs promoted by different institutions i.e. NGOs, GOs and banks operating in rural areas Thus, number of selected SHGs was calculated to be 222. Out of these 222 SHGs, seven were promoted by NGOs, 36 by Banks and 179 SHG were promoted by government organizations. From each selected SHG one group leader was selected for the purpose of data collection. Thus, total sample size was 222. Data was collected through interview schedule. The interview schedule was divided into three parts. First part was designed to collect the information regarding socio economic characteristics of leaders. Second part contained the statements regarding role performance of SHG leaders. The last part of the interview schedule was used to collect information regarding various problems faced by SHG leaders. Data was analyzed by using appropriate statistical procedures such as frequencies, per centages, mean scores and t-tests. RESULTS AND DISCUSSION Socio economic profile of Leaders: The profile of selected leader on their personal and socioeconomic characteristics has been presented in Table 1 and its discussion follow below: Age: Age is an important factor influencing leadership pattern of SHGs. Table 1 indicated that majority (73.87 per cent) of group leaders were found in the age group 26-35 years followed by age group of 46-55years (14.86 per cent). Only some of the respondents were found in the age group 16-25 years (3.15 per cent) and more than 55years (2.25 per cent). So the age of leaders has to do with attributes such as productive age group, energy level, experience of life etc. Educational status: Most of the respondents (62.16 per cent) had studied upto matriculation followed by 21.62 per cent who were graduates, only few i.e. 16.22 per cent had education upto primary level. It can also be attributed to the fact that leaders are normally selected on the basis of their education. Caste: As far as caste factor was concerned the majority (52.70 per cent) belonged to general category followed by SC (40.99 per cent) and remaining (6.31 per cent) belonged to backward classes. Occupation of family: It was found that majority of respondents (42.34 per cent) belonged to the family of agricultural labourers followed by farmers (23.42 per cent) and those engaged in small business (13.51 per cent). Annual family income: Sixty two per cent of respondents had a family income of Rs. 20,000 to 30,000 per annum, 15.76 per cent had an annual income of Rs. less than 20,000,13.06 per cent had a family income of Rs.30,000-40,000 and remaining 8.56 per cent had an income of Rs. more than 40,000.
52 Sukhdeep Kaur Mann et al. Table 1. Socio Economic Profile of SHG Leaders Characteristics Type of promoting institution **GOPSHGs ***BPSHGs Total *NGOPSHGs (n=7) (n=179) (n=36) (n=222) Age (yrs) 16-25 5(2.79) 2(5.55) 7(3.15) 26-35 4(57.14) 134(74.76) 26(72.22) 164(73.87) 36-45 3(42.86) 10(5.58) 13(5.85) 46-55 25(13.96) 8(22.22) 33(14.86) >55 5(2.79) 5(2.25) Educational Status Primary schooling 33(18.43) 3(8.33) 36(16.22) Matriculation 5(71.43) 192(62.57) 21(58.33) 138(62.16) Graduation 2(28.57) 34(18.99) 12(33.33) 48(21.62) Caste Sc 4 (57.14) 78 (43.57) 9(25.00) 91(40.99) BC 1 (14.28) 7 (3.91) 6(16.67) 14(6.31) General 2 (28.57) 94( 52.51) 21(58.33) 117(52.70) Occupation of the family Agricultural labour 82(45.81) 12(33.33) 94(42.34) Farmers 2(28.57) 47(26.25) 3(8.33) 52(23.42) Small business 14(7.82) 16(44.44) 30(13.51) Any other 5(71.43) 36(20.11) 5(13.88) 46(20.72) Annual family income (Rs.) <20,000 32(17.88) 3(8.33) 35(15.76) 20,000-30,000 5(71.43) 116(64.80) 18(50.00) 139(62.61) 30,000-40,000 2(28.57) 18(10.05) 9(25.00) 29(13.06) >40,000 13(7.26) 6(16.67) 19(8.56) Figures in parentheses indicate per centage *NGOPSHGs-Non Government organizations promoted self help groups.; **GOPSHGs- Government organizations promoted self help groups.; ***BPSHGs-Bank promoted self help groups. Role Performance of SHG Leaders: As far as the role performance of SHG leaders is concerned the data in table 2 reported that the role of ensuring regularity in holding the meeting was performed best by leaders of NGOPSHGs with a mean score of 1.86 followed by both GOPSHGs and BPSHGs obtaining the same mean score of 1.22. it was further confirmed by the calculated t- values that respondents obtained highest mean score i.e. 1.90, 1.85 and 1.80 in performing the roles of ensuring regularity in collecting contribution towards group saving, helping members to resolve group conflict and disseminating information to members about government programme and welfare scheme respectively. However, BPSHGs performed better over other groups in disseminating information received during training to other members of the group and helping the needy in the village. The difference when calculated through t- values also confirm better performance of BPSHGs over NGOPSHGs and GOPSHGs.However, GOPSHGs performed better over NGOPSHGs in this respect. Problems faced by group leaders: The data in Table 3 illustrated that the problem of lack of incentive for carrying out additional work was experienced by 85.71 per cent of leaders from NGOPSHG, 60.34 per cent from GOPSHG and 77.78 per cent from BPSHG leaders. Nearly 71.43 per cent of leaders from
Role Performance and Associated Problems of SHG Leaders 53 Table 2. Mean Scores of Role performed by SHG Leaders Statements NGOPSHGs GOPSHGs BPSHGs NGO/GO NGO/ GO/ n=7 n=179 n= 36 Bank Bank Motivating the members towards collective 1.71 1.56 1.42 2.16** 2.34** 1.17 thinking and action Helping the other needy in the village 0.57 0.79 0.94 2.41** 3.64*** 2.01** Ensuring regularity in holding meetings 1.71 1.80 1.78 1.57 1.41 0.37 Ensuring regularity in contribution towards 1.57 1.90 1.86 2.51** 2.32** 0.43 group saving DisseminatingInformation to members about 0.14 1.80 0.83 6.73*** 3.52*** 3.86*** govt.programmes and welfare schemes Facilitating group members in identifying 0.86 1.06 0.78 1.99** 1.33 2.19** appropriate income generating activities Ensuring regularity of all members in 1.86 1.22 1.22 2.65*** 2.57** 0 participating group meeting Allocating responsibility to every member 0.57 0.29 0.25 2.19** 2.30** 0.14 for ensuring sustainability of activities Disseminating information received during 0.86 0.84 1.11 0.16 1.41 2.37** training to other SHG members Helping the members to resolve group 1.57 1.85 1.81 1.47 1.48 0.19 conflict if Any *** Significant at 1% level of significance, ** Significant at 5% level of significance Table 3. Problems faced by group leaders of SHGs Type of promoting institution z-value Problems NGOPSHGs GOPSHGs BPSHGs NGO/GO NGO/ GO/ (n 1 = 28) (n 2 = 716) (n 3 = 144) Bank Bank Leaders have to collect money by 3 (42.86) 114 (63.69) 22 (61.11) 1.12 0.90 0.29 door to door contact Harassment in opening bank account 5 (71.43) 112 (62.57) 0.48 5.39*** 6.86*** Lack of incentives for carrying out 6 (85.71) 108 (60.34) 28 (77.78) 1.35 0.47 1.98** additional work Conflicts in the group 2 (28.57) 91 (50.84) 17 (47.22) Multiple responses Figure in Parentheses indicate per centages ***Significant at 1% level of significance; **Significant at 5% level of significance NGOPSHGs and 62.57 per cent of leaders from GOPSHGs faced harassment in opening bank account whereas none of the leader from BPSHGs agreed to this problem. Calculated z-value was found to be significant for NGO/BPSHGs to get their bank account opened whereas groups promoted by NGO and GOs faced problem for the same as the bank officials required SHGs to complete a power of attorney which otherwise is not required for opening account of SHGs of leaders from NGOPSHGs and 62.57 per cent of leaders from GOPSHGs faced harassment in opening bank account whereas none of the leader from BPSHGs agreed to this problem. Calculated z-value was found to be significant for NGO/BPSHGs to get their bank account opened whereas groups promoted by NGO and GOs faced
54 Sukhdeep Kaur Mann et al. Percentages of SHG leaders 100 80 60 40 20 0 Collecting money door to door Harassment in opening account Lack of incentive for additional work Conflicts in the group NGOPSHGs GOPSHGs BPSHGs Problems Fig. 2. Distribution of SHG Leaders According to problems Faced by them problem for the same as the bank officials required SHGs to complete a power of attorney which otherwise is not required for opening account of SHGs. Fig. 2 revealed that 42.86 per cent of NGOPSHG leaders, 63.69 per cent of GOPSHG leaders and 61.11 per cent of BPSHG leaders experienced the problem of collecting money by door to door contact. Group conflicts was another problem faced by 28.57 per cent of leaders from NGOPSHGs, 50.84 per cent of leaders from GOPSHGs and 47.22 per cent of leaders from BPSHGs. CONCLUSION The result of the study proved that majority of the SHG leaders belonged to general caste and had studied up to matriculation level. However, inter institutional difference was also reported in role performed by the leaders. Non availability of incentives of group leaders had a demotivating effect which led to gradual decline in the efficient functioning of SHGs. So, the provision of some monetary incentive is essential to promote work efficiency of group leaders. Some bank officials harass the SHG Leaders before opening bank account and taking loan. NABARD should take steps to eliminate harassment caused to the SHG leaders at the time of bank linkage. REFERENCES Bogardus, E.S. 1949. Sociology. pp 4-5. The MacMillan Company, New York. NABARD. 1995. Report on SHG-Status, strategy and action plan, NABARD, Trichuri. ----------------------------------------------------------------------------------------------------------------------------------------------------- Received on October, 2010, Revised on February, 2011