The Relationship Between Organizational Readiness for Implementing Change and Employee Work Performance at Government Agency Agriculture

Organizational readiness for implementing change (ORIC) plays a pivotal role in ensuring the effective implementation of transformation initiatives within an organization. ORIC embodies employees’ collective commitment to change and their assurance in the organization’s ability to implement it effectively. The objective of this research is to investigate the relationship between ORIC and work performance among employees. The research was conducted at the Government Agency in the Agriculture industry with a population of 91 and 75 respondents. A quantitative research design was used, utilizing a structured questionnaire scattered through random sampling. The independent variable, ORIC, was measured using the scale developed by Shea et al. (2014), which includes two key dimensions; change commitment and change efficacy. Work performance was measured using the Individual Work Performance Questionnaire (IWPQ) by Platania et al. (2023), which covers task performance, contextual performance, and counterproductive work behavior. The collected data were analyzed using descriptive and inferential statistics. The findings revealed that employees at Government Agency Agriculture exhibit a high level of ORIC and employee work performance. Additionally, the study identified a significant positive relationship between ORIC and high level of employee work performance. The results underscore the importance of strengthening organizational readiness to enhance employee performance during change initiatives.

Organizational readiness for implementing change, employee work performance

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