Leadership, empowerment, and trust on affective commitment to change in state-owned organisations

Mangundjaya, Wustari L.

doi:10.1504/ijpspm.2019.10017038

Cited by 3 publications

(4 citation statements)

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“…This study is in line with the research in Mangundjaya and Gandakusuma (2013), and research by Mangundjaya (2019a) which conducted at 539 employees of the state-owned company in financial sector. It demonstrated that age has a significant positive relationship with commitment to change.…”

Section: Discussionsupporting

confidence: 90%

Age and Educational Level on Psychological Empowerment and Affective Commitment to Change

Mangundjaya

2023

IJAM

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People cannot be separated from their characteristics, including age and education, as they are embedded in the person. These characteristics impact their personalities includinh their psychological empowerment, and attitudes toward change of the people in the organization. This research aims to identify the impact of age and educational level on affective commitment and psychological empowerment. The data were collected from 4 (four) local NGOs in Jakarta, with 113 respondents. The findings of the study revealed that age and educational level positively correlate with affective commitment to change, means that the older the people the higher their score on affective commitment. Further, the higher the level of education of people, the higher score of their affective commitment to change. Meanwhile, there is no significant relationship found between age and education with psychological empowerment. Results can be used for change management, especially in terms of choosing a change leader, which showed that the higher level of education and the older/senior people are more suitable to become the change leader, as they have higher score on affective commitment to change. However, this result cannot be generalized to all types of organizations as the results in various types of organizations were not consistent, and this result based on NGO organizations.

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Section: Discussionsupporting

confidence: 90%

Age and Educational Level on Psychological Empowerment and Affective Commitment to Change

Mangundjaya

2023

IJAM

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“…Psychological empowerment also showed had a positive and significant impact on affective commitment to change (Mangundjaya, 2019), which means that with psychological empowerment, people may commit to change and adapt to the organizational change in the organization. Moreover, Psychological empowerment provides necessary conditions for organizations' improvement of the organizational agility to be more competitive (Shah et al, 2017).…”

Section: H2: Organizational Learning Is Positively and Significantly mentioning

confidence: 93%

Examining the Effects of Organizational Learning on Workforce Agility through Psychological Empowerment

Putri¹,

Mangundjaya²

2020

OJPR

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This era currently has become a more competitive and volatile environment. Companies must be invariably innovative, adaptive, and open to any changes. Constant learning and being psychologically enabled at work will lead the employees to be agile. The purpose of this research is to examine the relationship between organizational learning and workforce agility with the moderation of psychological empowerment. This study used a quantitative approach by distributing an online survey to the employees that work in commerce companies with N= 138 people. The research data obtained were then analyzed using descriptive statistics, confirmation factor analysis (CFA), and structural equation modeling (SEM). The results showed that organizational learning has a positive and significant relationship with psychological empowerment. Psychological empowerment has a positive and significant relationship with workforce agility, and psychological empowerment fully moderates the relationship between organizational learning and workforce agility. Based on the results of this study, psychological empowerment has an essential role in organizational learning to increase labor agility.

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“…Organizational change is an effort to change the condition to a better organization in the future. Indonesia, the issue of making organization changes is important, where the Government of Indonesia has instructed all organizations, particularly state-owned companies to carry out many transformational programs in response demands for the environmental changes [1]. In the process of change and the development of organizational excellence to be able to compete can also create a dilemma in the process of implementing innovation and bureaucratic control [2].…”

Section: Introductionmentioning

confidence: 99%

“…Failures in the change process can become the caused of lack employee commitment and lack of communication from superiors in carrying out the change program [5]. Affective commitment is also influenced by perceptions of superiors' support [6], transformational leadership and selfefficacy [7], and several other variables such as trust, empowerment and leadership [1]. Furthermore, the factors that influence the increase in commitment to change in employees were: change communication, trust in the organization, superior-subordinate relations [8], [9].…”

Section: Introductionmentioning

confidence: 99%

Testing Mediation of Psychological Empowerment, Work Engagement to Affective Commitment to Change

Susilo¹,

Mangundjaya²

2020

Proceedings of the 3rd Forum in Research, Science, and Technology (FIRST 2019)

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One of the causes of failure in the change process is the lack of commitment from individuals in the organization. This study proposes to explore the relation of the two variables, namely psychological empowerment, work engagement on affective commitment to change. We also tested the mediation effect of psychological empowerment on the relationship between work engagement to affective commitment to change. An online survey questionnaire was used to collect data (N=190) of the airport company on operation unit non-aeronautical. SPSS has used to analyze the data in this study using Pearson"s Correlation, and Hayes Process Macro v.3.0. The results of this study showed that the two variable have significant correlation on affective commitment to change, but mediation effect of psychological empowerment did not influence on work engagement and affective commitment to change.

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Leadership, empowerment, and trust on affective commitment to change in state-owned organisations

Cited by 3 publications

References 0 publications

Age and Educational Level on Psychological Empowerment and Affective Commitment to Change

Age and Educational Level on Psychological Empowerment and Affective Commitment to Change

Examining the Effects of Organizational Learning on Workforce Agility through Psychological Empowerment

Testing Mediation of Psychological Empowerment, Work Engagement to Affective Commitment to Change

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