Peranan Psychological capital terhadap Kesiapan Individu untuk Berubah yang Dimoderatori oleh Persepsi Dukungan Organisasi

Munawaroh, Lailatul; Meiyanto, Ijk Sito

doi:10.22146/jpsi.28217

Cited by 3 publications

(3 citation statements)

References 14 publications

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“…So, optimism does not directly provide a significant relationship to openness to change. A study conducted by Munawaroh and Meiyanto [13] stated that the dimension of optimism does not make a significant contribution to predicting individual readiness to change. There are only three dimensions of psychological capital which have contributed to predicting the readiness to change: self-efficacy, hope, and resilience.…”

Section: Resultsmentioning

confidence: 99%

Predictors and Impact of Openness to Change in Asset Management Contract (AMC) Implementation at the Electric Power Service Company

Satpaulina¹,

Absah²,

Wibowo³

2022

Proceedings of the 19th International Symposium on Management (INSYMA 2022)

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The change strategy in asset management implementation is an effort made by the company to deal with the changing business environment. Management decisions with the asset management contract (AMC) mechanism are feared to impact employee satisfaction and employee continuance commitment. This study aims to examine (1) the effect of individual differences (self-esteem, optimism, perceived control) on employee openness in accepting changes in the reorganization of AMC implementation; (2) the effect of context-specific variables (information, participation, self-confidence) on employee openness in accepting changes in the reorganization of AMC implementation; (3) the effect of openness to change to employee job satisfaction; and (4) the effect of openness to change to continuance commitment. Data collection was done through a survey by distributing questionnaires. The subjects of this study were 155 employees from 477 employees in 3 (three) generating units. Data analysis was performed using structural equation modeling-partial least squares (SEM-PLS). The analysis results show that openness to change is successfully predicted from individual differences and context-specific variables (R2 = 0.650), and the job satisfaction and continuance commitment variables are also successfully predicted (R2 = 0.498 and 0.449). It is also found that the self-esteem, information, participation, and self-efficacy variables have positive and significant relationships to the level of openness to change. However, the optimistic variable and perceived control are found to have no significant relationship (p < 0.05). Three context-specific variables and an individual difference variable predict higher levels of acceptance of change, and lower levels of acceptance are associated with lower job satisfaction and lower employee continuance commitment.

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Section: Resultsmentioning

confidence: 99%

Predictors and Impact of Openness to Change in Asset Management Contract (AMC) Implementation at the Electric Power Service Company

Satpaulina¹,

Absah²,

Wibowo³

2022

Proceedings of the 19th International Symposium on Management (INSYMA 2022)

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“…Hope dimension makes employees more brave facing obstacles capable of achieving goals of changes. The optimism dimension ensures employees will succeed with changes [17].…”

Section: The Role Of Psychological Capital On Employee's Readiness Fo...mentioning

confidence: 99%

The Role of Psychological Capital on Employee’s Readiness for Change in Covid-19 Pandemic Era

Sastaviana¹

2022

Advances in Social Science, Education and Humanities Research

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This research aims to find the role of psychological capital on employees' readiness for changes during this pandemic era. The methods used in this research are quantitative correlational with measurement instrument using psychological capital and readiness for changes scale. The sampling techniques used are incidental and snowball sampling. Data collection using google form and the number of subjects obtained were 132. The data analysis technique used in the hypothesis testing was simple regression analysis. Based on the analysis results, the correlation value R = 0,688 with a significance value of 0.000 (p <0.01) means a significant relationship between psychological capital and employee readiness. The results of this study indicate that the two variables have a relatively strong relationship. The value of R square is 0,473, which means that psychological capital contributes 47,3% to the readiness for changes in the workforce during the COVID-19 pandemic. This research also analyzes the relationship of each dimension of psychological capital with readiness for change. The results of the analysis show that the optimism dimension has a relationship with readiness for change with a significance value of 0.010 (p<0.05), and the hope dimension also has a relationship with readiness for change with a significant value of 0.000 (p<0.01). In contrast, the significance value of the self-efficacy dimension is 0.964 (p>0.05) and the dimension of resilience with a significance value of 0.454 (p>0.05) so that it does not have a direct relationship with readiness for change.

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“…Dalam studi ini Hope direfleksikan secara dominan melalui indikator "Saya mempunyai banyak cara untuk menyelesaikan kendala terkait implementasi CHSE", hal ini menunjukan bahwa individu yakin bahwa ada banyak cara yang dapat dilakukan untuk memecahkan masalah yang terkait dengan pengimplementasian protokol CHSE. Individu akan menjadi lebih kreatif dalam mencari solusi terkait dengan pengimplementasian protokol CHSE, hal ini diperkuat oleh studi terdahulu lainnya yang dilakukan oleh Munawaroh & Meiyanto (2017) yang menyatakan Hope dapat membuat karyawan menjadi tidak mudah menyerah dengan keadaan, bahkan bila perlu karyawan akan mencari jalan keluar untuk menuju perubahan yang lebih baik.…”

Section: Gambar 2 Uji Outer Loadingunclassified

The role of Psycap and Readiness for change of hotel employees in implementing the CHSE protocol

Kristianto

Kartika²,

Iskandar³

2022

J. Pariwisata Pesona.

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To prevent the transmission of the Covid-19 virus, the hotel industry continues to improve, especially with regard to health protocols, therefore the Hotel has started implementing the Cleanliness, Hygiene, Sanitation, and Environment (CHSE) protocol, this protocol was created by the government to increase efforts to prevent and control transmission Covid-19 for the public in public places and facilities to prevent new clusters of transmission. The implementation of the CHSE protocol requires the readiness of all hotel employees to implement it. This research is a causal quantitative research that aims to see the readiness of star hotel employees in Surabaya, Malang, and Batu to implement changes seen from 4 dimensions, namely Self-Efficacy, Optimism, Hope, Resilience. This research was conducted by distributing questionnaires to 68 hotel employees, where the majority of respondents came from the FB Service department 29 people (42.65%) and the Front Office 18 people (26.47%) FB Culinary 11 people (16.18%), Housekeeping 6 people ( 8.82%), Security 4 people (5.88%). Data processing in this study uses the help of smart PLS 2.0. From the results of this study it can be concluded that 4 dimensions, namely Self-Efficacy, Optimism, Hope, Resilience have a positive and significant effect on employee readiness in implementing changes.

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Peranan Psychological capital terhadap Kesiapan Individu untuk Berubah yang Dimoderatori oleh Persepsi Dukungan Organisasi

Cited by 3 publications

References 14 publications

Predictors and Impact of Openness to Change in Asset Management Contract (AMC) Implementation at the Electric Power Service Company

Predictors and Impact of Openness to Change in Asset Management Contract (AMC) Implementation at the Electric Power Service Company

The Role of Psychological Capital on Employee’s Readiness for Change in Covid-19 Pandemic Era

The role of Psycap and Readiness for change of hotel employees in implementing the CHSE protocol

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