Pengaruh Rasa Aman, Rasa Takut, dan Kebiasaan Terhadap Resistensi Pegawai pada Penggunaan Teknologi Digital dengan Persepsi Selektif Sebagai Pemoderasi pada UPT Pusat Kesehatan Masyarakat Dinas Kesehatan Kabupaten Katingan
DOI:
https://doi.org/10.32493/Inovasi.v12i1.p248-263.48011Keywords:
Resistensi; Rasa Aman; Rasa Takut; Kebiasaan; Persepsi SelektifAbstract
Tujuan dari penelitian ini adalah untuk mengetahui dan menganalisis bagaimana pengaruh Rasa Aman, Rasa Takut, Kebiasaan, dan Persepsi Selektif terhadap sikap Resisten Pegawai UPT Puskesmas pada penggunaan teknologi digital di Dinas Kesehatan Kabupaten Katingan. Peneliti menggunakan pendekatan kuantitatif, pengambilan data menggunakan penyebaran kuesioner pada 64 responden yang menggunakan aplikasi digital ASIK, ASIK PTM, SIMKESWA, dan SITB di UPT Puskesmas pada Dinas Kesehatan Kabupaten Katingan. Teknik analisis yang digunakan adalah Structural Equation Modeling dengan Partial Least Square (SEM-PLS). Hasil pengujian menemukan bahwa Rasa Aman, Rasa Takut, dan Kebiasaan berpengaruh positif dan signifikan terhadap sikap Resisten pegawai. Persepsi Selektif hanya mampu memoderasi pengaruh Rasa Aman terhadap sikap Resisten pegawai, sedangkan Persepsi Selektif tidak mampu memoderasi pengaruh Rsaa Takut dan Kebiasaan terhadap sikap Resisten pegawai. Sehingga untuk mencapai tujuan peningkatan kualitas pelayanan terhadap masyarakat melalui penggunakan aplikasi digital, maka UPT Puskesmas pada Dinas Kesehatan Kabupaten Katingan harus memperhatikan faktor-faktor yang dapat mempengaruhi sikap resisten pegawai.
References
Andrews, P.H. dan R.T. Herschel (1996). Organizational Communication Empowerment in a Technological Society. Houghton Mifflin Company
Armenakis, A. A., Harris, S. G., dan Field, H. S. (1999). Making change permanent: A model for institutionalizing change interventions. Research in Organizational Change and Development, 12, 97–128
Bies, R. J., dan Moag, J. F. (1986). Interactional justice: Communication criteria of fairness. In R. J. Lewicki, B. H. Sheppard, dan M. H. Bazerman (Eds.), Research on negotiations in organizations (Vol. 1, pp. 43–55). Greenwich, CT: JAI Press
Blom, T. (2018). Organisational wellness: Human reaction to change. South African Journal of Business Management, 49(1).
Coch, L., dan French, J. R. (1948). Overcoming resistance to change. Human Relations, 1,512–532
Cummings, T. G., & Worley, C. G. (2014). Organization Development and Change (10th ed.). Cengage Learning.
Cunningham, C. E., Woodward, C. A., Shanon, H. S., Maclntosh, J., Lendrum, B., Rosembloon, D., dan Brown, J. (2002). Readiness for organizational change: A longitudinal study of workplace, psychological and behavioral correlates. Journal of Occupational and Organizational Psychology, 75, 377–392
Daft, R. L. (2013). Management (11th ed.). Cengage Learning.
Deutsch, M. ( 1985). Distributive Justice: a Social Psychological Perspective. New Haven: Yale University Press
Erim, F.N.A.( 2009). Individual Response to Organizational Change: Creating Façade of Conformity, its Antecedents and Effects on Participation in Decision making, Work Engagement, Job Involvement, Intention to Quit. Unpublished doctoral dissertation , Marmara Üniversitesi
Folger, R., dan M. A. Konovsky (1989). Effects of Procedural and Distributive Justice on Reactions to Pay Raise Decisions. Academy of Management Journal, 32, 115-130
Greenberg, J. (1993). The social side of fairness: Interpersonal and informational classes of orga- nizational justice. In R. Cropanzano (Ed.), Justice in the workplace: Approaching fairness in human resource management (pp. 79–103). Hillsdale, NJ: Lawrence Erlbaum Associates
Holt, D. T., Armenakis, A. A., Field, H. S., dan Harris, S. G. (2007). Readiness for organizational change: The systematic development of a scale. Journal of Applied Behavioral Science, 43, 232–255
Hubbell, A.P. dan R.M. Chory-Assad, (2005). Motivating Factors: Perceptions of Justice and their Relationship with Managerial and Organizational trust. Communication Studies, 56, (1), 47-50
Konovsky, M.A. dan R. Folger, ( 1991). The Effects of Procedures, Social Accounts and Benefits Level on Victims’ Layoff Reactions. Journal of Applied Social Psychology, 21, 630-650
Korsgaard, M. A., D. M. Schweiger, dan H. J. Sapienza (1995). Building Commitment, Attachment, and Trust in Strategic Decision-making teams: The Role of Procedural Justice. The Academy of Management Journal, 38, (1), 60-84
Lazarus, R. S. (1991). Cognition and motivation in emotion. American Psychologist, 46(4), 352–367
Lewin, K. (1951). Field theory in social science. New York: Harper and Row.
Madsen, S. R., Miller, D., dan 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
Mullins, L. J., & Christy, G. (2016). Management and Organisational Behavior (11th ed.). Pearson.
Oreg, S., Vakola, M., & Armenakis, A. (2011). Change Recipients’ Reactions to Organizational Change. The Journal of Applied Behavioral Science, 47(4), 461–524. https://doi.org/10.1177/0021886310396550
Pardo del Val, M., & Martínez Fuentes, C. (2003). Resistance to change: a literature review and empirical study. Management Decision, 41(2), 148–155.
Piderit, S. K. (2000). Rethinking resistance and recognizing ambivalence: A multidimensional view of attitudes toward an organizational change. Academy of Management Review, 10, 783–794
Puspita, V., & Widyarini, M. M. N. (2018). Analisis rancangan struktur organisasi departemen organizational development pada divisi human capital di PT. X. Jurnal Psikologi, 11(1), 107–116.
Rizzuto, T. E., Schwarz, A., & Schwarz, C. (2014). Toward a deeper understanding of IT adoption: A multilevel analysis. Information & Management, 51(4), 479–487. https://doi.org/10.1016/j.im.2014.02.005
Saruhan, N. (2014). The Role of Corporate Communication and Perception of Justice during Organizational Change Process. Business and Economics Research Journal, 5, (4), 143-166
Storseth, F. (2006). Changes at work and employee reactions: Organizational elements, job insecurity, and short-term stress as predictors for employee health and safety. Scandinavian Journal of Psychology, 47(6), 541–550.
Thibaut J. dan L. Walker (1975). Procedural Justice: A Psychological Analysis. Hillsdale, NJ: Erlbaum
Vakola, M., A. Armenakis, dan S. Oreg (2009). Reactions to organizational change from an individual differences perspective: a review of empirical research.
Walk, M., & Handy, F. (2018). Job Crafting as Reaction to Organizational Change. The Journal of Applied Behavioral Science, 54(3), 349–370.
Downloads
Published
How to Cite
Issue
Section
License
Authors who publish with this journal agree to the following terms:
- Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution License that allows others to share the work with an acknowledgement of the work's authorship and initial publication in this journal.
- Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgement of its initial publication in this journal.
- Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work (See The Effect of Open Access).
INOVASI: journal of managenet have CC-BY-SA or an equivalent license as the optimal license for the publication, distribution, use, and reuse of scholarly work.
In developing strategy and setting priorities, INOVASI: JOURNAL OF MANAGEMENT recognize that free access is better than priced access, libre access is better than free access, and libre under CC-BY-SA or the equivalent is better than libre under more restrictive open licenses. We should achieve what we can when we can. We should not delay achieving free in order to achieve libre, and we should not stop with free when we can achieve libre.
