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Abstract
This research aim to examine four constructs that represent employee attitudes towards organizational change; readiness for change, commitment to change, openness to change and cynicism about organizational change. This research would help the public organization to overcome changes.. This research is a type of descriptive research that aims to describe the nature of something that is ongoing at the time the research is conducted and examine the cause of a particular symptom. The population in this study are employees of public sector organizations that are undergoing organizational changes in the Province of West Sumatra. The sampling technique in this study uses purposive sampling where the sampling technique is based on a certain criterion. In this case the criteria for sampling are employees with organizations that are undergoing changes. The data collection technique used was a survey by distributing questionnaires to employees of public sector organizations in West Sumatra. The number of respondents in this study were 100 respondents. The result shows that openness to change have the highest mean, followed by readiness to change, commitment to change and cynicism about organizational change. It means that employees in public organization in West Sumatra are willing to accommodate and accept change.
Keywords: employee attitudes towards organizational change; readiness for change; commitment to change; openness to change; cynicism about organizational change
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References
- Ahmad, A. B., & Cheng, Z. (2018). The Role of Change Content, Context, Process, and Leadership in Understanding Employees’ Commitment to Change: The Case of Public Organizations in Kurdistan Region of Iraq. Public Personnel Management.
- Arbaugh, J. B. (2002). Beyond Change Management: Advanced Strategies for Today’s Transformational Leaders (Book). Academy of Management Learning & Education.
- Armenakis, A. A., Harris, S. G., & Mossholder, K. W. (1993). Creating Readiness for Organizational Change. Human Relations.
- Bommer, W. H., Rich, G. A., & Rubin, R. S. (2005). Changing attitudes about change: Longitudinal effects of transformational leader behavior on employee cynicism about organizational change. Journal of Organizational Behavior.
- Choi, M. (2011). Employees’ attitudes toward organizational change: A literature review. Human Resource Management.
- Choi, M., & Ruona, W. E. A. (2011). Individual readiness for organizational change and its implications for human resource and organization development. Human Resource Development Review.
- Devos, G., Buelens, M., & Bouckenooghe, D. (2007). Contribution of content, context, and process to understanding openness to organizational change: Two experimental simulation studies. Journal of Social Psychology.
- Fedor, D. B., Caldwell, S., & Herold, D. M. (2006). The effects of organizational changes on employee commitment: A multilevel investigation. Personnel Psychology.
- Herscovitch, L., & Meyer, J. P. (2002). Commitment to organizational change: Extension of a three-component model. Journal of Applied Psychology.
- Oreg, S., Vakola, M., & Armenakis, A. (2011). Change recipients’ reactions to organizational change: A 60-year review of quantitative studies. Journal of Applied Behavioral Science.
- Reichers, A. E., Wanous, J. P., & Austin, J. T. (2010). and managing cynlicism about organizational change. The Academy of Management Executive.
- Vakola, M., Tsaousis, I., & Nikolaou, I. (2004). The role of emotional intelligence and personality variables on attitudes toward organisational change. Journal of Managerial Psychology.
References
Ahmad, A. B., & Cheng, Z. (2018). The Role of Change Content, Context, Process, and Leadership in Understanding Employees’ Commitment to Change: The Case of Public Organizations in Kurdistan Region of Iraq. Public Personnel Management.
Arbaugh, J. B. (2002). Beyond Change Management: Advanced Strategies for Today’s Transformational Leaders (Book). Academy of Management Learning & Education.
Armenakis, A. A., Harris, S. G., & Mossholder, K. W. (1993). Creating Readiness for Organizational Change. Human Relations.
Bommer, W. H., Rich, G. A., & Rubin, R. S. (2005). Changing attitudes about change: Longitudinal effects of transformational leader behavior on employee cynicism about organizational change. Journal of Organizational Behavior.
Choi, M. (2011). Employees’ attitudes toward organizational change: A literature review. Human Resource Management.
Choi, M., & Ruona, W. E. A. (2011). Individual readiness for organizational change and its implications for human resource and organization development. Human Resource Development Review.
Devos, G., Buelens, M., & Bouckenooghe, D. (2007). Contribution of content, context, and process to understanding openness to organizational change: Two experimental simulation studies. Journal of Social Psychology.
Fedor, D. B., Caldwell, S., & Herold, D. M. (2006). The effects of organizational changes on employee commitment: A multilevel investigation. Personnel Psychology.
Herscovitch, L., & Meyer, J. P. (2002). Commitment to organizational change: Extension of a three-component model. Journal of Applied Psychology.
Oreg, S., Vakola, M., & Armenakis, A. (2011). Change recipients’ reactions to organizational change: A 60-year review of quantitative studies. Journal of Applied Behavioral Science.
Reichers, A. E., Wanous, J. P., & Austin, J. T. (2010). and managing cynlicism about organizational change. The Academy of Management Executive.
Vakola, M., Tsaousis, I., & Nikolaou, I. (2004). The role of emotional intelligence and personality variables on attitudes toward organisational change. Journal of Managerial Psychology.