The Influence of Perceived Organizational Support and Transformational Leadership on Employees’ Change Readiness in PT Makmur Bintang Plastindo Medan

Angela Ganni, Emmy Mariatin, Eka Danta Jaya Ginting


The growth of the company as well as the increasingly high business competition requires the organization to change. The success of the change process within the organization can not be separated from the human resources in the organization. Employee readiness in facing change is one factor that needs to be taken into account in the success of organizational change. The purpose of this study is to determine factors which influence of perceived organizational support and transformational leadership on employees change readiness in PT MBP Medan. The study involved 144 permanent employees. Data were obtained through several measurement instruments which are readiness change scale, perceived organizational support scale and transformational leadership. scale. The result of multiple regression analysis shows that perceived organizational support and transformational leadership have a positive influence on employees' change readiness. Perceived organizational support and transformational leadership contributed in change readiness among employees by 53.4%.


change readiness, perceived organizational support, transformational leadership

Full Text:



Robbins, S. P. (2003). Organisational behaviour (10th edition). San Diego: Prentice Hall.

Madsen, S. R., Miller, D., & John C. R. (2005), "Readiness for organizational change : Do organizational commitment and social relationships in the workplace make a difference". Human Resource Development Quarterly, 16(2), 213-233.

Eisenberger, R., Huntington, R., Hutchinson, S., Sowa Debora. (1986). Perceived organizationa support. Journal Of Applied Psychology.Vol 71. 500-507.

Beheshtifar, M. & Zare, E. (2012). Effect perceived organizational support on employee attitudes toward work. Science series data report Vol. 4. No. 9

Armenakis, A. A., Harris, S. G., & Mossholder, K. W. (1993). Creating readiness for organizational change. Human Relations, 46 (6), 681-703

Shamir, B., House, R. J., & Arthur, M. B. (1993). The motivational effects of charismatic leadership: A self-concept based theory. Organization Science, 4, 577–594.

Herold, D. M., Fedor, D. B., Caldwell, S., dan Liu, Yi. 2008. “The Effects of Transformational and Change Leadership on Employees’ Commitment to a Change: A Multilevel Study.” Journal of Applied Psychology, Vol. 93(2): 346-357.

Azwar, S. (2005). Metodologi penelitian. Yogyakarta : Pustaka Belajar

Armenakis, A. A., Harris, S. G., & Feild, H. S. (1999). Making change permanent: A model for institutionalizing change interventions. Research in Organizational Change and Development, 12, 97-128.

Bakker, A. B., Demerouti, E., & Verbeke, W. (2004). Using the job demands-resources model to predict burnout and performance. Human Resource Management, 43, 83–104

Jimmieson, N. L., White, K. M., & Zajdlewicz, L. (2009). Psychosocial predictors of intentions to engage in change supportive behaviors in an organizational context. Journal of Change Management, 9, 233–250.

Bouckenooghe, D., Devos, G., & Van Den Broeck, H. (2009). Organizational change questionnaire–climate of change, processes, and readiness: Development of a new instrument. The Journal of Psychology, 143, 559–599.



  • There are currently no refbacks.

Copyright (c) 2018 Angela Ganni, Emmy Mariatin, Eka Danta Jaya Ginting

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