Change Engagement sebagai Mekanisme Mediasi Antara Dukungan Organisasi dan Psikologis Terhadap Perilaku Proaktif di Sektor Publik

Authors

  • Annisa Azka Nabilah Universitas Indonesia, Jakarta, Indonesia
  • Elok Savitri Pusparini Universitas Indonesia, Jakarta, Indonesia

DOI:

https://doi.org/10.38035/jmpis.v6i4.5101

Keywords:

Sumber Daya Organisasi, Sumber Daya Pekerjaan, Manajemen Perubahan, Perubahan Organisasi Sektor Publik

Abstract

Restrukturisasi organisasi yang dipicu oleh perubahan kepemimpinan berdampak besar terhadap struktur, alur kerja, dan budaya dalam institusi publik. Penelitian ini bertujuan untuk menganalisis pengaruh sumber daya organisasi dan kondisi psikologis yang berkaitan dengan perubahan yaitu kebermaknaan perubahan, rasa aman secara psikologis, dan efikasi diri terhadap perilaku kerja proaktif, dengan change engagement sebagai variabel mediasi. Pendekatan yang digunakan bersifat kuantitatif dengan desain potong lintang dan penjelasan kausal. Data diperoleh dari 400 responden valid melalui survei daring. Teknik analisis dilakukan dengan pendekatan Partial Least Squares-SEM menggunakan perangkat lunak SmartPLS. Alat ukur yang digunakan mengacu pada skala yang telah divalidasi oleh Albrecht et al. (2022; 2023). Hasil penelitian menunjukkan bahwa sumber daya organisasi berpengaruh positif terhadap sumber daya pekerjaan, yang pada gilirannya meningkatkan keterlibatan dalam perubahan. Rasa aman secara psikologis dan efikasi diri memiliki pengaruh signifikan terhadap engagement, sedangkan kebermaknaan perubahan menunjukkan pengaruh yang terbatas. Change engagement terbukti memediasi secara kuat hubungan antara faktor organisasi dan psikologis dengan perilaku kerja proaktif. Temuan ini mendukung model change engagement dan menekankan pentingnya dukungan struktural dan psikologis dalam proses perubahan di sektor publik.

References

Albrecht, S. L., Connaughton, S., Foster, K., Furlong, S., & Yeow, C. J. L. (2020). Change engagement, change resources, and change demands: A model for positive employee orientations to organizational change. Frontiers in Psychology, 11(1). https://doi.org/10.3389/fpsyg.2020.531944

Albrecht, S. L., Connaughton, S., & Leiter, M. P. (2022). The influence of change-related organizational and job resources on employee change engagement. Frontiers in Psychology, 13(1). Frontiersin. https://doi.org/10.3389/fpsyg.2022.910206

Albrecht, S. L., Furlong, S., & Leiter, M. P. (2023). The psychological conditions for employee engagement in organizational change: Test of a change engagement model. Frontiers in Psychology, 14(14). https://doi.org/10.3389/fpsyg.2023.1071924

Bakker, A. B., & Demerouti, E. (2014). Job demands-resources theory. Wellbeing, 3, 1–28. https://doi.org/10.1002/9781118539415.wbwell019

Bakker, A. B., & Schaufeli, W. B. (2008). Positive organizational behavior: Engaged employees in flourishing organizations. Journal of Organizational Behavior, 29(2), 147–154. https://doi.org/10.1002/job.515

Bakker, A. B., & Demerouti, E. (2007). The job demands?resources model: State of the art. Journal of Managerial Psychology, 22(3), 309–328. https://doi.org/10.1108/02683940710733115

Bandura, A. (1977). Self-efficacy: Toward a unifying theory of behavioral change. Psychological Review, 84(2), 191–215. https://doi.org/10.1037/0033-295X.84.2.191

Bayraktar, S., & Jiménez, A. (2020). Self-efficacy as a resource: A moderated mediation model of transformational leadership, extent of change and reactions to change. Journal of Organizational Change Management, 33(2), 301–317. https://doi.org/10.1108/jocm-12-2018-0368

Cazan, A.-M. (2023). Psychological safety at workplace during changing times. trends and research implications. Psihologia Resurselor Umane, 21(2). https://doi.org/10.24837/pru.v21i2.550

Dagher, G. K., Chapa, O., & Junaid, N. (2015). The historical evolution of employee engagement and self-efficacy constructs. Journal of Management History, 21(2), 232–256. https://doi.org/10.1108/jmh-05-2014-0116

Demerouti, E., & Bakker, A. B. (2022). Job demands-resources theory in times of crises: New propositions. Organizational Psychology Review, 13(3), 1–28. https://doi.org/10.1177/20413866221135022

Faisaluddin Faisaluddin, Efi Fitriana, Yus Nugraha, & Hinduan, Z. R. (2024). Does meaningful work affect affective commitment to change? Work engagement contribution. SA Journal of Industrial Psychology, 50. https://doi.org/10.4102/sajip.v50i0.2143

Frazier, M. L., Fainshmidt, S., Klinger, R. L., Pezeshkan, A., & Vracheva, V. (2017). Psychological Safety: A Meta-Analytic Review and Extension. Personnel Psychology, 70(1), 113–165. https://doi.org/10.1111/peps.12183

Ferede, W. L., Endawoke, Y., & Tessema, G. (2024). Change management through strategic leadership: The mediating effect of knowledge management in public organizations, ethiopia. Future Business Journal, 10(1). https://doi.org/10.1186/s43093-024-00363-z

Hakanen, J. J., Perhoniemi, R., & Toppinen-Tanner, S. (2008). Positive gain spirals at work: From job resources to work engagement, personal initiative and work-unit innovativeness. Journal of Vocational Behavior, 73(1), 78–91. https://doi.org/10.1016/j.jvb.2008.01.003

Hakanen, J. J., Bakker, A. B., & Turunen, J. (2021). The relative importance of various job resources for work engagement: A concurrent and follow-up dominance analysis. BRQ Business Research Quarterly, 27(3), 234094442110124. https://doi.org/10.1177/23409444211012419

Haqq, Z. N., Haerudin, & Suwardi. (2023). Enhancing behavioral support for change: The role of employee participation and change self-efficacy as predictors. Advances in Economics, Business and Management Research, 80–97. https://doi.org/10.2991/978-94-6463-076-3_6

Jackson, J. W. (2002). Enhancing self-efficacy and learning performance. The Journal of Experimental Education, 70(3), 243–254. https://doi.org/10.1080/00220970209599508

Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33(4), 692–724. https://doi.org/10.2307/256287

Kirk-Brown, A., & Van Dijk, P. (2015). An examination of the role of psychological safety in the relationship between job resources, affective commitment and turnover intentions of australian employees with chronic illness. The International Journal of Human Resource Management, 27(14), 1626–1641. https://doi.org/10.1080/09585192.2015.1053964

Parker, S. K., Bindl, U. K., & Strauss, K. (2010). Making things happen: A model of proactive motivation. Journal of Management, 36(4), 827–856. https://doi.org/10.1177/0149206310363732

McDonald, T., & Siegall, M. (1996). Enhancing worker self?efficacy: An approach for reducing negative reactions to technological change. Journal of Managerial Psychology, 11(2), 41–44. https://doi.org/10.1108/02683949610110550

Potipiroon, W., & Wongpreedee, A. (2020). Ethical climate and whistleblowing intentions: Testing the mediating roles of public service motivation and psychological safety among local government employees. Public Personnel Management, 50(3), 009102602094454. https://doi.org/10.1177/0091026020944547

Power, N., Philpot, R., Levine, M., & Alcock, J. (2025). Bridging the principle?implementation gap: Evaluating organizational change to achieve interoperability between the UK 174 emergency services. Journal of Occupational and Organizational Psychology, 98(1). https://doi.org/10.1111/joop.70010

Rafferty, A. E., & Restubog, S. L. D. (2016). Why Do Employees’ Perceptions of Their Organization’s Change History Matter? the Role of Change Appraisals. Human Resource Management, 56(3), 533–550. https://doi.org/10.1002/hrm.21782

Satwika, P. A., Suhariadi, F., & Samian. (2025). Exploring proactive work behavior: A scoping review of research trends and theories. Cogent Business & Management, 12(1). https://doi.org/10.1080/23311975.2025.2465904

Schaufeli, W. B., & Taris, T. W. (2013). A critical review of the job demands-resources model: Implications for improving work and health. Bridging Occupational, Organizational and Public Health, 43–68. https://doi.org/10.1007/978-94-007-5640-3_4

Verlinden, S., Bach, T., Wynen, J., Bjorn Kleizen, & Koen Verhoest. (2023). Does organizational change trigger civil servant proactivity? The impact of past changes experienced. Public Management Review, 1–20. https://doi.org/10.1080/14719037.2023.2284225

Xanthopoulou, D., Bakker, A. B., Demerouti, E., & Schaufeli, W. B. (2009). Reciprocal relationships between job resources, personal resources, and work engagement. Journal of Vocational Behavior, 74(3), 235–244. https://doi.org/10.1016/j.jvb.2008.11.003

Downloads

Published

2025-06-30

How to Cite

Nabilah, A. A., & Pusparini, E. S. (2025). Change Engagement sebagai Mekanisme Mediasi Antara Dukungan Organisasi dan Psikologis Terhadap Perilaku Proaktif di Sektor Publik. JURNAL MANAJEMEN PENDIDIKAN DAN ILMU SOSIAL, 6(4), 3048–3057. https://doi.org/10.38035/jmpis.v6i4.5101

Issue

Vol. 6 No. 4 (2025): Jurnal Manajemen Pendidikan dan Ilmu Sosial (Juni - Juli 2025)

Section

Articles

License

Copyright (c) 2025 Annisa Azka Nabilah, Elok Savitri Pusparini

Creative Commons License

This work is licensed under a Creative Commons Attribution 4.0 International License.

Hak cipta :

Penulis yang mempublikasikan manuskripnya di jurnal ini menyetujui ketentuan berikut:

  1. Hak cipta pada setiap artikel adalah milik penulis.
  2. Penulis mengakui bahwa Jurnal Manajemen Pendidikan dan Ilmu Sosial (JMPIS) berhak menjadi yang pertama menerbitkan dengan lisensi Creative Commons Attribution 4.0 International (Attribution 4.0 International CC BY 4.0) .
  3. Penulis dapat mengirimkan artikel secara terpisah, mengatur distribusi non-eksklusif manuskrip yang telah diterbitkan dalam jurnal ini ke versi lain (misalnya, dikirim ke repositori institusi penulis, publikasi ke dalam buku, dll.), dengan mengakui bahwa manuskrip telah diterbitkan pertama kali di Jurnal Manajemen Pendidikan dan Ilmu Sosial (JMPIS).