A. IBOURK
seem to understand is that the population of members is too
heterogeneous to lead a coherent action. A careful study of
individual trajectories may therefore be a powerful tool to de-
termine pertinent categories. Cooperatives also deal with several
problems related to member retention (Barraud-Didier and
Henninger, 2009). Actually, one can seethe opportunism of
members: the relationship between members and their coopera-
tives has certainly changed. This leads to a weak or even inac-
tive cooperative due to a lack of fidelity from its adherents.
This econometric analysis confirms the conclusions raised by
the previous typological analysis insofar as both analyses shed
light on the prevalence of inactivity in the cooperative sector. In
addition, the econometric analysis identifies some determinants
of cooperative inactivity in Morocco such as the size of the
activity sector as well as the creation date. Furthermore, a my-
riad of constraints are affecting the cooperative sector and more
especially the YGC. Several conclusions can be drawn based on
a qualitative survey of the cooperative sector:
A member’s professional trajectory is marked by long-term
unemployment along with the absence of professional ex-
perience. Getting involved with cooperatives is thus basi-
cally motivated by the desire to escape from unemployment
toa form of self-employment, for lack of a better option. In
fact, the main reason behind creating cooperatives is receipt
of assistance (i.e., subsidies). From this perspective, little
importance is accorded to managerial practice. Unfortu-
nately, some cooperatives are badly managed and produce
outcomes below expectation due to member skills. Others
are managed without any strategy or planning, even though
funding is reliable. Worst of all, several cooperatives do not
held meetings of governing bodies and suffer from unskilled
human resources.
When asked about their jobs in cooperatives, almost half the
members responded that they were unsatisfied with their job
conditions. Difficulties inherent to administrative and logis-
tic problems cannot be overcome, cooperative incomes are
very low and cooperation between members is hard to settle.
It is therefore not surprising that over 60% of cooperative
members are looking for another job. No doubt that this
situation causes a sort of detachment between members and
their cooperative. Moreover, cooperatives suffer from a lack
of competitiveness, and there are many reasons for this:
cooperatives cannot reach many markets and also suffer
from a rude competition. There is huge lack of synergy be-
tween them. Finally, since most cooperatives are located in
remote areas, where infrastructure leaves much to be desired,
the costs of supply and delivery are very high.
Conclusion and Implications
The priority of professional insertion of young graduates is
needed for mainly two reasons. First, unemployment is not
socially acceptable. Second, this phenomenon has harmful effects
on both economy and society. The magnitude of graduate un-
employment in the new Moroccan labor market framework has
led the government to intensify and to diversify their inter-
ventions in terms of employment policy. YGCs are considered
an alternative pathway, but unfortunately their performance is
still below expectations.
YGCs are oriented towards promising activities such as lite-
racy, accounting, e-trade, telecommunications, medicinal and
aromatic plants, as well as tourism. Sectoral analysis showed
that there is a strong concentration in agriculture (140 entities)
followed by the literacy sector (59 entities), forests (21 entities),
the craft industry (20 entities) and transport (15 entities). These
five sectors include over 88% of total cooperatives. On the
other hand, spatial analysis reveals a strong disparity between
regions. Indeed, 73% of Moroccan cooperatives are concen-
trated in only six regions: Oriental (19.38%), Meknes-Tafilalet
16.61%, Tan-giers-Tetouan 12.80%, Fes-Boulmane 12.80%,
Rabat-Salé-Zemmour-Zair 7.27% and Gharb-Chrarda-Bni-Hssen
6.92%.
However, considering the problems encountered by the co-
operative sector, it is clear that these entities do not play amply
their role. Most members are not satisfied with their job condi-
tions within the cooperatives and are looking actively for other
jobs, leading to a lack of interest in their current job. In addition,
cooperatives are not well-managed and are economically weak.
Policy makers should readopt their actions in order to resolve
the problem by sufficiently training managers and adopting
results-based financial aids among other measures. There is no
need to recall that cooperatives, which work in proper condi-
tions, offer a lot of advantages to the society as a whole:
through efficient self-employment, young graduates will not
only escape from unemployment but will also help their com-
munity to achieve numerous goals (fulfilling specific needs,
fighting against analphabetism etc.). Unfortunately, if every-
thing remains the same, cooperatives are doomed to failure; and
so, a promising lever of social development is wasted.
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