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The commissioner may on behalf of the society, institute legal proceedings in court for recovery of the sum owing under subjection (1) without prejudice to any other mode of recovery and such debt shall be a civil debt recoverable summarily.

The commissioner may by written notice, appoint any person, bank or institution to be an agent of the society for the purposes of collection and recovery of a debt owed to the society.

The cooperative societies' rules 2004 have provisions on;

i) Investment in non-core businesses

50. No cooperative society shall invest its funds in non-core business, except with the approval of a commissioner and by the general meeting through a special resolution.

ii) Investment of societies funds

36. Where the society invests in real estate other than for its own accommodation, it shall not hold more than 20% of the equity in the investment i.e. expend a sum expend a sum of 20% of its share capital in such venture.

Note:

'Special resolution' means a resolution passed by two thirds of the members present and voting at a general meeting of a society.

2.2.2 Performance

According to Njihia (2005), to perform is to do a piece of work to the community. It is to act in an official way, to work or to function. Performance is an action or achievement considered in relation to how successful it is. It is the ability to operate efficiently or to react quickly.

According to Armstrong (2006), performance is often defined simply in output terms- the achievement of quantified objectives. But performance is a matter not only of what people achieve but how they achieve it. The oxford English dictionary confirms this by including the phrase ' carrying out' in its definition of performance. The accomplishment, execution, working out, carrying out of anything ordered or undertaken.' High performance results from appropriate behaviour, and the effective use of the required knowledge, skills and competencies.

Performance means both behaviours and results. Behaviours emulates from the performer and transforms performance from abstraction to action. Not just the instruments for results, behaviours are also outcomes in their own right- the product of mental and physical effort applied to tasks - and can be judged apart from results.

This definition of performance leads to the conclusion that when managing performance both inputs (behaviour) and outputs (results) need to be considered.

According to Johnson & Scholes (2007), many managers find a process for developing a useful set of performance indicators for their organizations difficult. One reason for this is that many indicators give a useful but only partial view of the overall picture. Also some indicators are qualitative in nature, whilst the hard quantitative end of assessing performance has been dominated by financial analysis. In an attempt to cope wi本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。