PurposeThis study examined organizational change in universities as it relates to discomfort among the organization's members.Design/methodology/approachUsing the critical incident technique (CIT), data was collected from the informants in an Indonesian public university that had been mandated by the government to enter the top 500 world university ranking. This would make it a “World-Class” university.FindingsThe findings describe the causes, courses and consequences of the discomfort felt in response to the organizational change in the university context. The causes of discomfort were categorized as a fear of loss, organizational culture, systems and policies, work overload and a lack of resources. Discomfort can manifest through negative affective, cognition and behavioral tendencies. Meanwhile, the consequences result in active and passive participation in the process of the organizational change itself.Originality/valueDiscomfort with organizational change is a new variable that has rarely been explored, thus it requires testing and validation using different methods and contexts, as offered by this study. We have also shown that in the initial stage of organizational change (unfreezing), discomfort will always emerge that must be immediately managed in order not to trigger resistance to change. Furthermore, this study exhibits the use of the critical incident technique in the context of organizational change. Finally, we offer comprehensive views by exhibiting the causes, the reactions shown and the consequences of discomfort with the change.
This study proposes that there is relationship between transformational leadership and employee’s voice as well as relational identification as a mediation and proactive personality as a moderator. Structural Equation Modeling was used to analyze data gathered from employees at the Ministry of Law and Human Rights through questionnaires. The findings revealed that transformational leadership has a significant effect on employee’s voice and relational identification; relational identification mediates the relation between transformational leadership and employee voice behavior, and proactive personality will weaken the transformational effect on employee’s voice behavior. This study enriches empirical studies that employee’s voice can represent the opinions and ideas of employees with the presence of relational identification, proactive personality, and transformational leadership in the organization. Furthermore, transformational leadership can build relational identification that is strengthened by a proactive personality so that employees are happy to convey their voices.
Persaingan dunia bisnis semakin ketat sehingga sumber daya manusia sebagai sumber penting yang dimiliki perusahaan perlu dimanfaatkan dan dikelola secara efektif dan efisien untuk mencapai tujuannya. Tetapi, rata-rata pencapaian kinerja karyawan selama tahun 2018 hanya 87% dari target yang ditentukan. Seiring dengan perubahan yang terjadi, perusahaan melakukan upaya-upaya untuk mengkatkan kinerja karyawan. Penelitian ini menggunakan beberapa variabel sebagai anteseden untuk meningkatkan kinerja karyawan. Pertama, karakteristik pekerjaan yang mengacu pada isi dan sifat dasar dari pekerjaan. Kedua, karakteristik individu yang mengacu pada kompetensi, komitmen, organizational citizenship behavior dan pengalam kerja. Ketiga, motivasi kerja digunakan sebagai variabel mediasi karena dianggap dapat mendorong kinerja karyawan yang lebih baik karena dapat mendorong faktor-faktor di dalam karakteristik pekerjaan yang cocok dengan karakteristik individu, maka karyawan tersebut akan termotivasi dan meningkatkan kinerja karyawan. Objek penelitian ini adalah karyawan tetap unit bisnis commercial banking bank Y. Penelitian ini menggunakan pendekatan kuantitatif dengan teknik analisis SEM-PLS.Hasil penelitian menunjukkan bahwa karakteristik pekerjaan dan karakteristik individu berpengaruh positif dan signifikan terhadap kinerja karyawan melalui motivasi kerja sebagai variabel mediasi. Motivasi kerja memiliki efek mediasi parsial terhadap kinerja karyawan. Arah pengaruh dari variabel ini juga positif, yang artinya bahwa semakin tinggi tingkat kesesuaian karakteristik pekerjaan dan karakteristik individu karyawan maka akan meningkatkan kinerja karyawan
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