The Effect of Employee Agility and Learning Orientation on Readiness for Change with Change Self-Efficacy as a Mediating Variable: A Study on Employees of PT PLN UP3 Padang
DOI:
https://doi.org/10.24256/kharaj.v8i3.12216Keywords:
Employee Agility; Learning Orientation; Change Self-Efficacy; Readiness for Change; PLS-SEMAbstract
This study aims to analyze the effect of Employee Agility and Learning Orientation on Readiness for Change with Change Self-Efficacy as a mediating variable among employees of PT PLN (Persero) UP3 Padang, Indonesia. A quantitative causal design was employed. Using stratified random sampling based on job function from a population of 216 employees, 185 questionnaires were distributed and 142 valid responses were obtained (response rate = 76.76%). Data were analyzed with Partial Least Squares Structural Equation Modeling (PLS-SEM) using SmartPLS 4.0 and a bootstrapping procedure of 5,000 resamples. The results show that Employee Agility has a positive and significant effect on Change Self-Efficacy (β = .321; t = 3.099; p = .001) and on Readiness for Change (β = .250; t = 2.254; p = .012). Learning Orientation significantly affects Change Self-Efficacy (β = .272; t = 2.559; p = .010) but has no significant direct effect on Readiness for Change (β = .136; t = 1.221; p = .111). Change Self-Efficacy significantly affects Readiness for Change (β = .269; t = 3.247; p = .001). Change Self-Efficacy partially mediates the effect of Employee Agility (β = .086; t = 2.254; p = .012) and fully mediates the effect of Learning Orientation (β = .073; t = 1.794; p = .036) on Readiness for Change. The model explains 30.0% of the variance in Change Self-Efficacy and 30.8% in Readiness for Change. The findings imply that change management programs should develop employee agility and learning culture while deliberately strengthening employees' change self-efficacy through mastery experiences and organizational support.
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