Participation and Commitment to Change on Middle Managers in Indonesia: The Role of Perceived Organizational Support as Mediator

Abstract

Commitment to change on middle managers was assumed to be an important factor that supported the success of the implementation of the organizational change plan. Based on the social exchange theory, commitment to change on middle managers could develop with a reciprocal relation between the organization and the middle managers. This research aimed to test the participation of middle managers on the commitment to organizational change with perceived organizational support as the mediator. Participation in the period of change was an exchangeable resource, while perceived organizational support was an indicator of the quality of the relationship between the middle managers and the organization. Research data were obtained from 227 middle managers on one of the government organizations in Indonesia which was in a period of change. Research results showed that perceived organizational support could have the role as a partial mediator between participation in period of change with commitment to change. Perceived organizational support and participation in period of change would increase the affective and normative commitment to change, while decreasing the continuous commitment to change. This research result could contribute practically and theoretically in the understanding and discussion regarding the role of middle managers in organizational change.

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

“…Employee acceptance of change is supportive behavior and employee commitment to the change that is about to occur, where it shows that the employee has high confidence and awareness to accept the change that is about to take place in an organization (Purwaningrum, Suhariadi, & Fajrianthi, 2020). Employee acceptance and participation in change impacts the success of the change itself (Lines et al, 2016).…”

Work engagement among millennial employees: The role of psychological capital and perceived organizational support

“…Perceived organizational support is an employee's view of the organization regarding the extent to which the organization values employee contributions (appreciation for employee contribution) and provides support and care for welfare, including rewards, training, promotions, and wages (the organization's concern for the welfare of employee). Perceived organizational support is measured using a scale developed by Purwaningrum et al (2020), based on Eisenberger et al (1986), which consists of 16 items. The perceived organizational support scale is a Likert scale with five answer options, ranging from 1 = very 6 ISSN 2598-6368 (online) / ISSN 1693-7236 (print)…”

The Effect of Perceived Organizational Support, Communication, and Psychological Capital on Employee Readiness for Organizational Change

“…According to Wardani et al [2], employees' readiness for change plays a critical role for organizational sustainability, particularly in the presence of a number of risks and uncertainties. Employee assessment during the process of change is influenced by cognition and emotion, causing a shift in thinking that changes in organization must be supported despite a variety of obstacles and reasons [3]. How employees respond to changes in the organization is a reflection of their readiness to accept and adapt to those changes.…”