How Do Involved Communication and Leadership Affect Readiness For Change Through Organizational Identification in Public Sector?
Keywords:
involved communication, leadership, organizational identification, readiness for change, public sector
Abstract
Changes in the external environment demand that public organizations respond and adapt to enhance public services. In addition to examining the effect of involved communication and leadership on change readiness, the purpose of this study is to investigate the mediating influence of organizational identification in the public sector. The information was acquired through a web-based questionnaire of 387 tax service employees scattered throughout Indonesia. Application Lisrel 8.8 was used in order to verify the hypotheses. All hypotheses positive relationships are statistically significant in the results. The findings of this study indicate that organizational identification mediates not only the relationship between involved communication and change readiness but also the transformational leadership and change readiness relationship. This paper's research is limited to small percentage of public service employees, which may not have fully captured the development of the phenomena being studied. In a public sector undergoing change, the implementation of involved communication, transformational leadership, and organizational identification will impact and positively contribute to employee readiness for change.
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References
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Ambarwati, D. L. (2022). Aplikasi kemenkeu satu melalui internal job vacancy.
Atouba, Y. C., Carlson, E. J., & Lammers, J. C. (2019). Directives and dialogue: Examining the relationship between participative organizational communication practices and organizational identification among IT workers. International Journal of Business Communication, 56(4), 530-559. doi:https://doi.org/10.1177/2329488416672430
BINS. (2018). Conference Proceeding 11th International Conference & Call for Paper Bulletin of Monetary Economics and Banking.
Bose, S., Patnaik, B., & Mohanty, S. (2021). The mediating role of psychological empowerment in the relationship between transformational leadership and organizational identification of employees. The Journal of applied behavioral science, 57(4), 490-510. doi:https://doi.org/10.1177/0021886320920951
Breevaart, K., Bakker, A., Hetland, J., Demerouti, E., Olsen, O. K., & Espevik, R. (2014). Daily transactional and transformational leadership and daily employee engagement. Journal of occupational and organizational psychology, 87(1), 138-157. doi:https://doi.org/10.1037/e577572014-171
Buil, I., MartÃnez, E., & Matute, J. (2019). Transformational leadership and employee performance: The role of identification, engagement and proactive personality. International journal of hospitality management, 77, 64-75. doi:https://doi.org/10.1016/j.ijhm.2018.06.014
Carless, S. A., Wearing, A. J., & Mann, L. (2000). A short measure of transformational leadership. Journal of business and psychology, 14(3), 389-405. doi:https://doi.org/10.1023/A:1022991115523
Dawes, J. (2008). Do data characteristics change according to the number of scale points used? An experiment using 5-point, 7-point and 10-point scales. International journal of market research, 50(1), 61-77. doi:https://doi.org/10.1177/147078530805000106
DGT. (2021). Reformasi adalah keniscayaan, perubahan adalah kebutuhan: cerita di balik reformasi perpajakan cetakan pertama. .
DGT. (2022). Laporan Kinerja Direktorat Jenderal Pajak 2021. Jakarta: Direktorat Jenderal Pajak.
Diab, G. M., Safan, S. M., & Bakeer, H. M. (2018). Organizational change readiness and manager’behavior in managing change. Journal of Nursing Education and Practice, 8(7), 68-77. doi:https://doi.org/10.5430/jnep.v8n7p68
Edwards, M. R. (2009). HR, perceived organisational support and organisational identification: an analysis after organisational formation. Human Resource Management Journal, 19(1), 91-115. doi:https://doi.org/10.1111/j.1748-8583.2008.00083.x
GlobalEconomy. (2021). Indonesia: government effectiveness.
Hair, J. J., Black, W. C., Babin, B. J., & Anderson, R. E. (2019). Multivariate data analysis 8th edition. Hampshire UK.
Hameed, I., Khan, A. K., Sabharwal, M., Arain, G. A., & Hameed, I. (2019). Managing Successful Change Efforts in the Public Sector: An Employee’s Readiness for Change Perspective. Review of Public Personnel Administration, 39(3), 398-421. doi:https://doi.org/10.1177/0734371X17729869
Hameed, I., Roques, O., & Ali Arain, G. (2013). Nonlinear moderating effect of tenure on organizational identification (OID) and the subsequent role of OID in fostering readiness for change. Group & Organization Management, 38(1), 101-127. doi:https://doi.org/10.1177/1059601112472727
Hayes, A. F. (2018). Introduction to mediation, moderation, and conditional process analysis (2nd Edition). London: The Guilford Press.
Kebede, S., & Wang, A. (2022). Organizational justice and employee readiness for change: The mediating role of perceived organizational support. Frontiers in Psychology, 360. doi:https://doi.org/10.3389/fpsyg.2022.806109
KemenPANRB. (2019). Transformasi birokrasi libatkan teknologi komunikasi dan informasi.
Leung, S.-O. (2011). A comparison of psychometric properties and normality in 4-, 5-, 6-, and 11-point Likert scales. Journal of social service research, 37(4), 412-421. doi:https://doi.org/10.1080/01488376.2011.580697
Lichtenstein, D. R., Maxham III, J. G., & Netemeyer, R. G. (2011). Employees Who Identify with the Company Boost Financial Performance.
Mael, F., & Ashforth, B. E. (1992). Alumni and their alma mater: A partial test of the reformulated model of organizational identification. Journal of organizational Behavior, 13(2), 103-123. doi:https://doi.org/10.1002/job.4030130202
Malhotra, N. K., & Dash, S. (2016). Marketing Research: An Applied Orientation Seventh Edition. Tamil Nadu: Pearson India Education Services Pvt. Ltd.
Ministry_of_Finance. (2022). Perjalanan reformasi birokrasi.
Palmer, I., Dunford, R., & Buchanan, D. (2017). Managing Organizational Change: A Multiple Perspectives Approach: McGraw Hill.
PusdiklatPajak. (2022). Microlearning PSIAP seri digital mindset.
Schaufeli, W. B. (2015). Engaging leadership in the job demands-resources model. Career Development International, 20(5), 446-463. doi:https://doi.org/10.1108/CDI-02-2015-0025
Simoes, P. M. M., & Esposito, M. (2014). Improving change management: How communication nature influences resistance to change. Journal of Management Development, 33(4), 324-341. doi:https://doi.org/10.1108/JMD-05-2012-0058
Thakur, R. R., & Srivastava, S. (2018). From resistance to readiness: The role of mediating variables. Journal of organizational change management, 31(1), 230-247. doi:https://doi.org/10.1108/JOCM-06-2017-0237
Wardani, R., Suhariadi, F., Ratmawati, D., Priyono, S., Suhandiah, S., & Muliatie, Y. E. (2020). How Do Transformational Leadership, Communication and Supply Chain Management Affect Commitment to Change through Readiness for Change? International Journal of Supply Chain Management (IJSCM), 9(3), 591-597.
Wiesenfeld, B. M., Raghuram, S., & Garud, R. (1999). Communication patterns as determinants of organizational identification in a virtual organization. Organization science, 10(6), 777-790. doi:https://doi.org/10.1287/orsc.10.6.777
Wijanto, S. H. (2015). Metode penelitian menggunakan Structural Equation Modeling dengan Lisrel 9. Jakarta: Lembaga Penerbit Fakultas Ekonomi Universitas Indonesia.
Yu, J., Yuan, L., Han, G., Li, H., & Li, P. (2022). A Study of the Impact of Strategic Human Resource Management on Organizational Resilience. Behavioral Sciences, 12(12), 508. doi:https://doi.org/10.3390/bs12120508
Published
2022-10-20
Section
Original Articles
Copyright (c) 2022 Rino Afriantoro, Aryana Satrya
This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
