The Effect of Perceived Organizational Support and Perceived Supervisor Support On Readiness For Change. The Mediating Role of Psychological Capital

Abstract

The XYZ research institute is one of the institutions that will face organizational change in the framework of integrating national research institutions into the National Innovation Research Agency (BRIN) by the Indonesian government. Hence, it is essential to analyze the readiness for change of this research institute's civil servants. Psychological capital is an element of psychology that can be developed and related to employee perceptions of organizational support. Although several studies have stated that individuals feel perceived supervisor support (PSS) is a part of perceived organizational support (POS), PSS has been proven to be an independent construct and be anti-inherent in work. So it is essential to measure it separately in public sector organizations. The purpose of this study is to contribute in practice so the XYZ research institute can answer challenges of change from government and contribute in terms of science through the exploration of psychological capital. The sample of this study was 167 civil servants from the XYZ research institute, and the research model was analyzed with structural equation modeling using Lisrell. The result is that positive psychological capital is proven to be able to fully mediate the positive relationship between perceived organizational support and readiness for change. In contrast, positive psychological capital cannot mediate the relationship between perceived supervisory support and readiness for change.