The Effect of Perceived Organizational Support on Employee Resistance to Change: A Study on Guilan Municipal Staff

Abstract

bstract AThe main objective of this study is to investigate the effect of perceived organizational support in the resistance to change among the official staff of Guilan municipalities. The study population includes all municipalities of the province of Guilan, which has 1631 official staff. The study reached 254 people, which is above the necessary population-224-for the study to reach a meaningful result. The study used stratified random sampling. In this study, a questionnaire, consists of four-parts, was used to collect data. The first part of the variable is related to organizational support that is derived from the research of Apodaca (2010); the second part of the questionnaire related to positive psychological capital variables derived from the research of Sapayaprapa (2013); the third part of the questionnaire related to identifying attitudes of employees regarding to change is derived from the research of Shea et al (2014); and the fourth part of the questionnaire related to the variable resistance to change that is derived from Giangreco (2002). The results of this study, the relationship between perceived organizational support and resistance to change is evident as follows: readiness for change, the relationship between positive psychological capital and the resistance to change and the relationship between perceived organizational support and mediates resistance to change. The negative correlation between readiness for change and resistance to change among government employees in Guilan municipalities.

Pengaruh Perceived Organizational Support terhadap Individual Readiness for Change yang Dimediasi oleh Psychological Capital

“…Dukungan organisasi yang diberikan dengan baik dan adil kepada karyawan melalui reward and job conditions pada saatnya akan menumbuhkan kenyamanan dan perasaan aman secara psikologis dalam diri individu karyawan ketika dihadapkan dalam situasi yang penuh ketidakpastian seperti selama perubahan organisasi (Neves & Eisenberger, 2014). Temuan dalam penelitian ini sejalan beberapa penelitian lain di antaranya oleh (Gigliotti et al, 2019;Jabbarian & Chegini, 2017;Kirrane et al, 2017;Ming-Chu & Meng-Hsiu, 2015;Rochmi & Hidayat, 2019) yang secara konsisten menemukan bahwa perceived organizational support akan berdampak terhadap individual readiness for change.…”

“…Psychological capital ditemukan tidak berpengaruh signifikan terhadap individual readiness for change (p 0,656>0,05). Temuan ini bertolak belakang dengan penelitian yang dilakukan oleh (Avey et al, 2008;Jabbarian & Chegini, 2017;Kirrane et al, 2017;Ming-Chu & Meng-Hsiu, 2015;Munawaroh & Meiyanto, 2017). Peneliti menduga bahwa hasil yang berbeda ini disebabkan karena kepercayaan diri, optimisme, harapan, dan ketahanan karyawan itu terkait dengan keadaan yang dialami dan dapat mereka terka saat ini (bukan berkaitan dengan keadaan yang tidak bisa mereka duga seperti perubahan organisasi) yang secara struktural seperti dikatakan Holt, et al (2010) mengharuskan mereka untuk siap dari segi pengetahuan, kompetensi, dan kemampuan yang berkaitan dengan perubahan (yaitu sejauh mana pengetahuan, kompetensi, dan kemampuan individu sesuai dengan pengetahuan, kompetensi, dan kemampuan yang dibutuhkan dalam perubahan).…”

The Role of Psychological Capital on Employee’s Readiness for Change in Covid-19 Pandemic Era

“…Employees with good psychological capital have readiness for change to changes that the organization did [12]. The results of past research show that psychological capital has a role in readiness for change [13]. Individuals who have high psychological capital will increase the individual willingness to change [14].…”

“…Readiness for change variable measures using readiness for change scale compiled by research based on readiness for change dimension: cognitive readiness, emotional readiness, and intentional readiness [13]. The number of items is arranged as 18, and each dimension consists of 6 items.…”

Pengaruh Psychological Capital Terhadap Readiness to Change Pada Karyawan Penjaga Gardu Tol Di Jabodetabek

“…Kemudian, dukungan sosial hadir sebagai bentuk interaksi individu dengan pekerjaan aktif untuk memperkirakan bagaimana individu dapat menyesuaikan diri dengan tempat kerja. Selain itu dari berbagai penelitian sebelumnya terdapat beberapa faktor yang memiliki pengaruh terhadap readiness for change diantaranya, budaya organisasi, operating climate, perceived management support, perceived impact of change, komitmen organisasi dan psychological capital (McNabb & Sepic dalam Hanpachern, dkk., 1998;Vakola, 2014;Ming-Chu & Meng-Hsiu, 2015;Jabbarian & Chegini, 2016;Suwaryo, dkk., 2016;Kirrane, dkk., 2016).…”