Effect of Perceived Organizational Support and Self-Efficacy to Change Readiness for Change in Hospital of Muhammadiyah Malang University, Indonesia

Abstract

readiness to change in the Hospital of Muhammadiyah Malang University.
 Methodology: This research sample of 129 respondents, taken based on Purposive Sampling of Muhamadiyah University Hospital’s employee population. This path analysis technique will be used in testing the amount of contribution shown by the path coefficient on each path diagram of the causal relationship between variables X1, X2, and X3 on Y.
 Main Findings: Self-efficacy and perceived organizational support have a positive and significant effect on willingness to change, and self-efficacy is able to mediate the effect between perceived organizational support on readiness to change. Self-efficacy and perceived organizational support had positively and significantly influenced the employees’ responses to change readiness at Muhammadiyah Malang hospital.
 Applications of this study: This study’s findings contribute to the theory of organizational change that self-efficacy and perceived organizational are essential factors in realizing organizational change.
 Novelty/Originality of this study: This study’s novelty is that this study uses the concept of self-efficacy and perceived organizational support as essential factors that influence organizational change. Both of these essential factors are a unity system that needs to be considered in making organizational changes.

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