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Penelitian ini mengkaji implementasi Peraturan Presiden Nomor 78 Tahun 2021 tentang transformasi BALITBANGTAN BPTP Bengkulu menjadi Balai Besar Penerapan Standar Instrumen Pertanian (BPSIP). Perubahan organisasi tersebut meliputi restrukturisasi, penyesuaian jabatan, mutasi pegawai, dan perubahan hak ekonomi. Transisi tersebut memicu reaksi beragam di kalangan mantan peneliti BPTP, 47% memilih tetap berada di bawah Kementerian Pertanian di BPSIP, kehilangan status peneliti, sementara 53% pindah ke BRIN untuk mempertahankannya. Dengan menggunakan pendekatan kualitatif, penelitian ini mengumpulkan data melalui wawancara mendalam dengan kedua kelompok, observasi lapangan, dan analisis dokumen. Temuan penelitian mengungkapkan bahwa resistensi didorong oleh budaya organisasi yang telah lama terbentuk, stabilitas pekerjaan, dan hubungan yang kuat di BPTP, sementara mereka yang menerima perubahan dimotivasi oleh peluang kemajuan karier di BRIN. Penelitian ini menyoroti perlunya manajemen perubahan yang efektif, komunikasi yang transparan, dan keamanan kerja untuk memastikan transformasi kelembagaan yang sukses dan menawarkan wawasan strategis untuk mengelola perubahan organisasi di lembaga pemerintah.
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Implementation Of Presidential Regulation Number 78 of 2021 At The Institution Of Balitbangtan BPTP Bengkulu. (2025). The Manager Review, 7(1), 107–140. https://doi.org/10.33369/tmr.v7i1.41323
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Referensi
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Frontiers in psychology, 7, 802.
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Ford JD, Ford LW and D’Amelio A (2008) Resistance to change: The rest of the story. Academy of Management Review 33: 362–377.
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Fuchs S. (2011). The impact of manager and top management identification on the relationship between perceived organizational justice and change-oriented behavior. Leadership & Organization Development Journal, 32 (6), 555-583.
Fuchs S., Edwards M.R. (2011). Predicting pro-change behaviour: The role of perceived organisational justice and organisational identification. Human Resource Management Journal, 22 (1), 39-59. Gardner, D. G., Dunham, R. B., Cummings, L. L., & Pierce, J. L. (1987). Employee focus of attention and reactions to organizational change. The Journal of Applied Behavioral Science, 23(3), 351-370.
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Hallencreutz, J., & Turner, D. M. (2011). Exploring organizational change best practice: are there any clear‐cut models and definitions?. International Journal of Quality and Service Sciences, 3(1), 60-68.
Harrison, R., Fischer, S., Walpola, R. L., Chauhan, A., Babalola, T., Mears, S., & Le-Dao, H. (2021). Where do models for change management, improvement and implementation meet? A systematic review of the applications of change management models in healthcare. Journal of healthcare leadership, 85-108.
Haslam S., Pennington R. (2010). Reducing resistance to change and conflict: A key to successful leadership. Resource International, 1 (1), 3-11.
Helpap, S. (2016). The impact of power distance orientation on recipients’ reactions to participatory versus programmatic change communication. The Journal of Applied Behavioral Science, 52(1), 5-34.
Herscovitch L and Meyer JP (2002) Commitment to organisational change: Extension of a Three- Component Model. Journal of Applied Psychology 87: 474–487
Hopkin, P. (2018). Fundamentals of risk management: understanding, evaluating and implementing effective risk management. Kogan Page Publishers.
Hughes, M. (2007). The tools and techniques of change management. Journal of change management, 7(1), 37-49.
Islam, S. U., Malik, H. A., & Haider, G. (2020). Transformational leadership incorporating employee change acceptance in the banking sector: mediating effect of workplace spirituality. Global Regional Review, 2(2), 30-39.
Kalandia, A. (2022). Acceptance of change: Exploring factors of employee resistance to organizational change. Georgian Scientists, 4(4), 84-92.
Khaw, K. W., Alnoor, A., Al-Abrrow, H., Tiberius, V., Ganesan, Y., & Atshan, N. A. (2023). Reactions towards organizational change: a systematic literature review. Current Psychology, 42(22), 19137-19160.
King N and Anderson N (1995) Innovation and Change in Organisations. London: Routledge.
Klein, S. P., Spieth, P., & Söllner, M. (2024). Employee acceptance of digital transformation strategies: A paradox perspective. Journal of Product Innovation Management.
Kotter JP and Schlesinger LA (1979) Choosing strategies for change. Harvard Business Review 57: 106–114.
Kotter, J. P. (2007). Leading change: Why transformation efforts fail. In Museum management and marketing (pp. 20-29). Routledge.
Kötter, J., & Mainka, A. (2022). Implementing an Agile Change Process to Improve Digital Transformation in Higher Education Teaching. In International Conference on Digital Economy (pp. 80-93). Cham: Springer International Publishing.
Lewin K (1945) The research center for group dynamics at Massachusetts Institute of Technology. Sociometry 8: 126–136.
Lewin K (1947) Frontiers in group dynamics. Human Relations 1: 143–153. Lewin K (1951) Field theory in social science. New York, NY: Harper & Row.
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