How to cite:
Ida Bagus Indra Narotama, Ni Nyoman Dian Sudewi (2024) Kesiapan Untuk Berubah Pada Apratur
Sipil Negara: Sebuah Tinjauan Literatur Sistematis, (06) 04, https://doi.org/10.36418/syntax-
idea.v3i6.1227
E-ISSN:
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Ridwan Institute
READINESS FOR CHANGE IN THE STATE CIVIL APPARATUS: A
SYSTEMATIC LITERATURE REVIEW
Ida Bagus Indra Narotama, Ni Nyoman Dian Sudewi
Badan Riset dan Inovasi Daerah Kota Denpasar, Indonesia
Email: [email protected], [email protected]
Abstract
Readiness for change in the State Civil Apparatus is a necessity in the midst of a world
situation full of turmoil, uncertainty, complexity and ambiguity. This readiness also has
a central role in achieving success in implementing development and bureaucratic
reform. The current reality is that readiness for change in the State Civil Apparatus is
still low. The State Civil Apparatus has not been fully able to adapt and implement the
expected changes and is still stuck with old work patterns. The aim of this research is to
analyze and explain the factors that influence readiness for change in the State Civil
Apparatus. This research is a systematic literature review using PRISMA (Preferred
Reporting Items for Systematic Literature Reviews and Meta-Analyses) guidelines. The
sample from this research is secondary data obtained through searching journals in the
Google Scholar and Semantic Scholar databases. The journals found were then selected
using inclusion criteria and quality assessment, resulting in three research literatures.
The research results show that there are three factors or components that can influence
the readiness for change in the State Civil Apparatus, namely: perceived organizational
support, work engagement and leader-member exchange.
Keywords: Readiness for Change, Government and State Civil Apparatus
INTRODUCTION
Change is something that must happen and take place very quickly in the midst of
the current world situation with a characteristic called VUCA. VUCA is an abbreviation
consisting of volatility, uncertainty, complexity and ambiguity (Millar, Groth, &
Mahon, 2018). Facing these conditions, all organizations are required to be able to
compete and adapt to the changes that occur. Organizations can make changes and
adjustments both in terms of strategy, structure, process and culture to deal with this
(Armenakis, Harris, & Mossholder, 1993). Changes that occur will create a new
paradigm that requires organizations to manage work more effectively and efficiently to
achieve optimal results.
At the government level, the government needs to adapt and be responsive,
reorient values, revitalize the role and transform the organization to existing changes, in
JOURNAL SYNTAX IDEA
p–ISSN: 2723-4339 e-ISSN: 2548-1398
Vol. 6, No. 04, April 2024
Ida Bagus Indra Narotama, Ni Nyoman Dian Sudewi
1734 Syntax Idea, Vol. 6, No. 04, April 2024
order to show the performance expected by the public and be consistent with the spirit
of service orientation, both internal and external services (Trisari, 2018). This also
needs to be done considering that the government often gets attacks or attacks from the
public due to increased waste, poor services, red tape (regulations or administrative
procedures that are convoluted and take a long time in carrying out an activity),
inefficiency in public service delivery and poor accountability (Ogbodoakum &
Abiddin, 2017). Purwoko, (2017) Adding demands for increased efficiency, service
facilities, information openness, technological advances, shifting political, economic
and social aspects also directly or indirectly force the government to adjust to certain
changes.
Responding to these challenges, the government has carried out real
implementation, namely by launching the Bureaucratic Reform movement through
Presidential Regulation of the Republic of Indonesia Number 81 of 2010 concerning the
Grand Design of Bureaucratic Reform 2010-2025. The purpose of bureaucratic reform
is to create a professional government bureaucracy with adaptive characteristics,
integrity, high performance, clean and corruption-free, collusion and nepotism, able to
serve the public, neutral, prosperous, dedicated, and uphold the basic values and code of
ethics of the state apparatus. The implementation of bureaucratic reform has now
entered the third stage marked by the preparation of the 2020-2024 Bureaucratic Reform
Road Map through the Regulation of the Minister of State Apparatus Empowerment and
Bureaucratic Reform Number 25 of 2020. Bureaucratic reform in organizations in the
government sector is an unavoidable demand and must be implemented continuously
and continuously.
The Bureaucratic Reform Movement that has been launched by the government
brings a change that indirectly also requires government human resources, in this case
the State Civil Apparatus to have good readiness. Government organizations must pay
attention to the readiness of the State Civil Apparatus in facing change. This is because,
the readiness to change carried out by the State Civil Apparatus has a central role to be
able to achieve the success of the implementation of development and bureaucratic
reform (RAHMALISA, Haryanti, & SUSETYO, 2019). Bernerth, 2004; Erlyani &
Suhariadi, 2021) Expressing the same thing, where readiness to change carried out by
employees is the key for organizations to respond quickly and successfully to change.
This is also supported by Shah, Irani, & Sharif, (2017) that employees in an
organization play an important role in the implementation of the change process which
will be the attitude, belief and intention towards the change.
Sugiyono, (2020) serta Majchrzak, Faraj, Kane, & Azad, 2013) Stating the
readiness of employees to change is very important, because it is directly related to the
effectiveness of the process of changes that occur in the organization. Madsen, John, &
Miller, (2006) Supporting the statement, where organizational change cannot succeed
without changes in employees, then changes to employees cannot occur effectively
without being prepared in advance. In line with this, Vakola, (2014) Declaring readiness
to change is a critical success factor, because the organization changes and acts only
Readiness for Change in the State Civil Apparatus: A Systematic Literature Review
Syntax Idea, Vol. 6, No. 04, April 2024 1735
through the members of the organization and even most of the collective performance of
the organization is the result of the incorporation of the activities of each member of the
organization. Therefore, it can be said that the readiness of employees in an
organization greatly determines the success or failure of a change.
Rafferty, Jimmieson, & Armenakis, (2013) Stating employees who are ready to
accept change in an organization will be supportive, show high commitment and have a
responsible and good work attitude in an organization. Similarly, Holtzman, (2024)
suggests that individuals with higher readiness for change will stick to the changes
made and show better support. The individual also believes that change is necessary
Choi & Ruona, (2013) and recognize the values in those changes (Herscovitch &
Meyer, 2002).
Through employee readiness to face change, the change process can be
accelerated (Prakoso, Rivai, & Lukito, 2022). The presence of a higher level of
employee readiness for change predicts a higher success of change implementation
(Jones, Jimmieson, & Griffiths, 2005). Of course, there must be alignment between
internal and external resources with certain changes, because this alignment will create
readiness for employees. When goal behavior is aligned with internal motivations,
beliefs and values and when the necessary external resources are available to support
goals, employees' readiness for change is high (Peterson & Baker, 2011).
Changes are sometimes responded to by the State Civil Apparatus due to the
reluctance made by employees to get out of their comfort zone. Abdullah Azwar Anas
as Minister of State Apparatus Empowerment and Bureaucratic Reform revealed the
same thing that most of the State Civil Apparatus are reluctant to get out of their
comfort zone and do not want to change. The results of the 2022 BerAKHLAK Index
Survey of 442 government agencies in Indonesia further strengthen this statement,
where the value in the Adaptive component is 38.9% (description: unhealthy). The
percentage of this value is the lowest compared to other components by being ready to
face changes into behavioral derivatives that get the least choice (Public Relations of
MENPANRB, 2023). The low readiness of employees to change can be seen from the
behavior and performance of the State Civil Apparatus, so far it has not been fully able
to adjust and implement the expected changes and is still carried away with the old
work patterns (Peterson & Baker, 2011).
Based on the description previously described about readiness to change in the
State Civil Apparatus, the researcher intends to examine what factors can affect the
readiness to change in the State Civil Apparatus. Based on this description, the purpose
of this study is to know and explain the factors that affect readiness to change in the
State Civil Apparatus.
RESEARCH METHODS
The research design used was descriptive research using the systematic literature
review (SLR) method. Systematic literature review (SLR) is defined as the process of
identifying, assessing and interpreting all available research evidence with the aim of
Ida Bagus Indra Narotama, Ni Nyoman Dian Sudewi
1736 Syntax Idea, Vol. 6, No. 04, April 2024
providing answers to specific research statements (Kitchenham et al., 2009). The data
used in this study are secondary data. Secondary data is data that researchers do not
directly receive from the data source (Sugiyono, 2020). The data is obtained from the
results of research that has been carried out by previous researchers. Secondary data
sources in this study were obtained through scientific publication articles or journals
obtained online.
RESULTS AND DISCUSSION
The search results for articles that already meet the inclusion and exclusion
criteria will then be extracted and analyzed in the data extraction table. Data extraction
is the process of retrieving data from a data source for further processing (Hadi,
Tjahjono, & Palupi, 2020). This stage aims to summarize the key information and
characteristics in each selected article. The data in the research article is extracted by
taking data which includes the name of the researcher, sample, title, source and results
or conclusions. The results of data extraction are summarized in a table 1 to facilitate
the next process.
Table 1 Data Extraction
No
Researchers
Sampel
Title
Source
Result
1
(Putro, 2023)
Samples
of 46
State Civil
Apparatus
Pengaruh
Perceived
Organizational
Support terhadap
Individual
Readiness for
Change
Capital:
Jurnal
Ekonomi dan
Manajemen,
7(1), 99-112
Based on the tests
conducted, it
shows that there
is a significant
positive
correlation
between
perceived
organizational
support and
individual
readiness change
with a
significance value
of 0.000 < 0.05.
2
(Rahmalisa,
Haryanti, &
Susetyo,
2023)
Samples
of 149
State Civil
Apparatus
Work
Attachment and
Quality of
Superior-
Subordinate
Relations with
Readiness to
Change: A
Correlation
Study on the
State Civil
Apparatus
Psikoborneo:
Jurnal Ilmiah
Psikologi,
11(3), 386-
392
Based on the tests
conducted, it
shows that work
attachment has a
positive and
significant effect
on readiness to
change, due to the
results of a
significance value
of 0.01 (p <
0.05);
Readiness for Change in the State Civil Apparatus: A Systematic Literature Review
Syntax Idea, Vol. 6, No. 04, April 2024 1737
Based on the tests
conducted, it
shows that the
quality of
superior-
subordinate
relations has a
positive and
significant effect
on readiness to
change, due to the
results of a
significance value
of 0.00 (p < 0.05).
Sintesa Date
The search results for articles that have been extracted will proceed to the data
synthesis stage, where the information that has been extracted is then combined and
evaluated so that it can form a conclusion from the entire article taken (Chandler,
Cumpston, Li, Page, & Welch, 2019). This is in line with what is stated by Munn,
Tufanaru, & Aromataris, (2014) that data synthesis aims to analyze and evaluate various
research results from various literatures and to select the most appropriate method to
integrate explanations and interpretations of these findings. Factors or components that
affect readiness to change in the State Civil Apparatus can be seen from the scientific
evidence found from the literature reviewed. Scientific evidence is obtained based on
grouping patterns in the literature under review. This can be seen in table 2
Table 2 results of data synthesis of factors affecting readiness to change in the
State Civil Apparatus.
Description
Literature
Perceived Organizational Support
Putro (2023)
Keterikatan Kerja
Rahmalisa et al., (2023)
Kualitas Relasi Atasan-Bawahan
Rahmalisa et al., (2023)
Discussion
Based on the results of the analysis conducted, 3 factors or components related to
readiness to change were obtained in the State Civil Apparatus. These factors or
components can be explained as follows.
Perceived Organizational Support
Eisenberger, Huntington, Hutchison, & Sowa, (1986) Defines perceived
organizational support as an employee's perception of the extent to which the
organization cares about employee well-being and values employee contributions.
Perceived organizational support is associated with positive feelings towards the
direction of change which implies that perceived organizational support can foster
readiness for change in employees (Self et al., 2007). Furthermore, when perceived
Ida Bagus Indra Narotama, Ni Nyoman Dian Sudewi
1738 Syntax Idea, Vol. 6, No. 04, April 2024
organizational support is owned by high employees, employees will believe that the
organization cares about employees and will support organizational change programs as
long as the reasons for change are legitimate and rational. This condition will encourage
employees to be more ready to change in helping the company to achieve the goals that
have been set.
In the process of change, especially employees who are resistant to change will
realize that the energy used will be drained both physically and mentally but this
negative impact can be suppressed and reduced, if the perceived organizational support
felt by employees is high (Turgut et al., 2016). Research conducted by Neves dan
Eisenberger (2014) Demonstrating perceived organizational support is associated with
greater comfort in risk-taking. This proves that perceived organizational support can
increase psychological safety, when individuals are faced with conditions of
uncertainty, such as during the process of change. In the context of change, perceived
organizational support has a role to play in creating participation and evaluating change
(Fuchs & Prouska, 2014). This can change the perception of the recipient of change
towards change. Results of research conducted by Putro (2023) Proving perceived
organizational support has a correlation to readiness to change which means that when
employee perceived organizational support increases, then employee readiness to
change will also increase.
Work Attachment
Work attachment is an employee's control over personal roles in work, where
individuals will bind themselves to work and then will work and express themselves
both physically, cognitively and emotionally during the performance performed (Kahn,
1990). While Schaufeli and Bakker (2004) define work attachment as a positive state of
mind and related to work characterized by vigor and dedication and appreciation
(absorption) in work. High work engagement can reduce the occurrence of resistance to
organizational change efforts, which has an impact on increasing readiness to change in
employees (Meria et al., 2022; Suwaryo et al., 2016). The existence of high work
attachment causes employees to tend to be able to survive and succeed in the process of
change (Petrou et al., 2018). This is also supported by research conducted by Armenakis
et al. (1993) and Saks (2006) That work attachment becomes important in change
readiness, because one of these psychological factors is critical for the implementation
of change. The existence of high work attachment to employees will encourage
employees to have a strong dedication to the organization, such as high involvement of
efforts in the progress of the organization and have resilience in carrying out work
(Schaufeli et al., 2006). This can show employees with high work attachment are better
equipped to change.
Work attachment is an important part of the change process and has a direct
influence on readiness to change. This is because employees with high work attachment
will view the change process positively, support change initiatives, feel connected to
work, are better able to handle job demands more effectively (Matthysen & Harris,
Readiness for Change in the State Civil Apparatus: A Systematic Literature Review
Syntax Idea, Vol. 6, No. 04, April 2024 1739
2018), tend to also show greater adaptability compared to employees who have a lower
level of work attachment (Raditya et al., 2021). In line with this, research conducted by
Rahmalisa et al. (2023) shows that work attachment has a positive and significant effect
on readiness to change. This means that employees who have high work attachment
tend to be more ready to change, while employees with low work attachment tend to be
resistant or less ready to change.
Quality of Superior-Subordinate Relations
The quality of superior-subordinate relations or known as leader member
exchange is a multidimensional reciprocal relationship between superiors and
subordinates that develops and maintains a variety of different relationships with each
subordinate (Liden &; Maslyn, 1998). The interrelationship and quality of interaction
between superiors and subordinates have a direct impact on important outcomes that
influence the success of organizational change (Cropanzano et al., 2017) and employee
acceptance of change (Tierney, 1999; Eby et al., 2000). Of course, this will also have an
impact on employee readiness to change. Research conducted by Van Dam et al. (2008)
states that employees with high quality superior-subordinate relations will receive more
information about change, will have greater opportunities to participate and will develop
greater trust in management. As a result, employees will develop less resistance to
change and are more likely to be more ready to change than employees with low quality
superior-subordinate relationships. In line with the statement, Banguntopo, (2018)
Showing an improvement in the quality of superior-subordinate relations in an
organization can be one factor in increasing employee readiness to change.
A good boss will encourage employees to behave positively, because of the good
relationship between superiors and subordinates. One of the positive behaviors is shown
by employees in the form of increased employee readiness to change. The existence of
high quality superior-subordinate relations will bring up positive feelings and
perceptions between superiors and subordinates. These positive feelings and perceptions
among employees in interacting with superiors will foster employee trust and
commitment, so that superiors will be easier to influence beliefs, attitudes and behaviors
of change targets and increase employee motivation to change (Appelbaum & Wohl,
2000). In line with these statements, research conducted by (Rahmalisa et al., 2023;
Rehman et al., 2021) Showing the quality of superior-subordinate relationships has a
positive and significant effect on readiness to change.
CONCLUSION
Readiness to change in the State Civil Apparatus is a must in the midst of a world
situation full of turmoil, uncertainty, complex and ambiguous. Based on the results of
the systematic literature review, there are three factors or components that can affect the
readiness to change in the State Civil Apparatus. The three factors or components,
namely perceived organizational support, work attachment and the quality of superior-
subordinate relations. The increase in these three factors can increase readiness to
change in employees of the State Civil Apparatus.
Ida Bagus Indra Narotama, Ni Nyoman Dian Sudewi
1740 Syntax Idea, Vol. 6, No. 04, April 2024
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