Hubungan antara Komitmen Organisasi dengan Kesiapan untuk Berubah pada Karyawan Ramayana Plaza Andalas Padang

Adinda Havizah; Free Dirga Dwatra

doi:10.61132/corona.v3i3.1686

Authors

Adinda Havizah Universitas Negeri Padang
Free Dirga Dwatra Universitas Negeri Padang

DOI:

https://doi.org/10.61132/corona.v3i3.1686

Keywords:

Change Management, Employees, Organizational Change, Organizational Commitment, Readiness for Change

Abstract

This study aims to determine the relationship between organizational commitment and readiness for change among employees at Ramayana Plaza Andalas Padang. The background of this study emphasizes the importance of human resource readiness in facing the increasingly rapid dynamics of organizational change, whether due to globalization, technological developments, or increasingly competitive market competition. Organizational change demands active involvement and psychological readiness from employees, and one factor believed to play a significant role in this readiness is the level of commitment to the organization. This study used a quantitative approach with a nonprobability sampling method, where data were collected through a questionnaire using a Likert scale. Respondents were employees from various departments at Ramayana Plaza Andalas Padang. The results showed a significant relationship between organizational commitment and readiness for change. Specifically, affective commitment—which is an employee's emotional cessation of feelings toward the organization—and continuance commitment, which relates to the perception of the costs of leaving the organization, showed a positive relationship with readiness for change. Conversely, normative commitment, which stems from a sense of moral obligation to remain employed, showed a negative correlation, indicating that moral pressure without emotional involvement can hinder readiness for change. These findings indicate that although the overall level of readiness is quite high, several aspects such as fit (the appropriateness of change), change efficacy (belief in the ability to change), and management support still need improvement. Therefore, it is recommended that organizations focus more on strengthening affective commitment by actively involving employees in the decision-making process, building open communication, and providing training and coaching that supports ongoing readiness for change. Thus, the success of organizational change is greatly influenced by the quality of the emotional connection between employees and the organization.

Downloads

Download data is not yet available.

References

Akbar, S. (2018). Hubungan antara iklim organisasi dengan kesiapan untuk berubah pada pegawai Ditjen Perbendaharaan Provinsi Sumatera Utara.

Armenakis, A. A., Harris, S. G., & Mossholder, K. W. (1993). Creating readiness for change. Human Relations, 46(6), 681–703.

Cunningham, C. E., Woodward, C. A., Shannon, H. S., & MacIntosh, J. (2002). Readiness for organizational change: A longitudinal study of workplace, psychological and behavioural correlates. Journal of Occupational and Organizational Psychology, 75(4), 377–392. https://doi.org/10.1348/096317902321119610

Eby, L. T., Adams, D. M., Russell, J. E. A., & Gaby, S. H. (2000). Perceptions of organizational readiness for change: Factors related to employees’ reactions to the implementation of team-based selling. Human Relations, 53(3), 419–442. https://doi.org/10.1177/0018726700533006

Holt, D. T., Armenakis, A. A., Feild, H. S., & Harris, S. G. (2007). Readiness for organizational change: The systematic development of a scale. Journal of Applied Behavioral Science, 43(2), 232–255. https://doi.org/10.1177/0021886306295295

Julita, S., & Wan, R. (2020). Relationship of organizational commitment, locus of control, and readiness to change among nurses. The 6th International Postgraduate Research Colloquium, 356–367.

Madsen, S. R., Miller, D., & John, C. R. (2005). Readiness for organizational change: Do organizational commitment and social relationships in the workplace make a difference? Human Resource Development Quarterly, 16(2), 213–234. https://doi.org/10.1002/hrdq.1134

Mahessa, N. F. (2017). Gaya kepemimpinan melayani dan kesiapan untuk berubah pada karyawan BPJS Ketenagakerjaan. Jurnal Empati, 5(24), 113–116.

Meria, L., & Tamzil, F. (2021). Pengaruh efikasi diri terhadap kesiapan untuk berubah dan kinerja karyawan. Forum Ilmiah, 18, 279.

Meyer, J. P., & Allen, N. J. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1(1), 61–89.

Meyer, J. P., Allen, N. J., & Smith, C. A. (1993). Commitment to organizations and occupations: Extension and test of a three-component conceptualization. Journal of Applied Psychology, 78(4), 538–551. https://doi.org/10.1037/0021-9010.78.4.538

Muis, A. (2019). Model readiness for change dengan perceived impact of change sebagai mediator.

Novitasari, D., & Asbari, M. (2020). Peran kesiapan untuk berubah terhadap kinerja guru di masa pandemi COVID-19. Journal of Industrial Engineering & Management Research (JIEMAR), 1(2), 219–237. https://jiemar.org/index.php/jiemar/article/view/63

Pramadani, A. B., & Fajrianthi. (2012). Hubungan antara komitmen organisasi dengan kesiapan untuk berubah pada karyawan Divisi Enterprise Service (DES) Telkom Ketintang Surabaya. Jurnal Psikologi Industri dan Organisasi, 1(2), 102–109.

Rizaldi, I. T. (2020). Hubungan antara workplace well-being dengan employee engagement pada karyawan (Undergraduate thesis). Universitas Muhammadiyah Surabaya.

Sari, P. O. (2018). Pengaruh gaya kepemimpinan transformasional, komitmen afektif, komitmen kontinuans dan komitmen normatif terhadap kesiapan berubah (studi pada Bank BRI Kantor Wilayah Yogyakarta). EXERO: Journal of Research in Business and Economics, 1(1), 68–89. https://doi.org/10.24071/exero.v1i1.1662

Visagie, C. M., & Steyn, C. (2011). Organisational commitment and responses to planned organisational change: An exploratory study. Southern African Business Review, 15(3), 98–121.