The Effect of Readiness to Change and Work Engagement on High Performance Work System Through Learning Orientation
DOI:
https://doi.org/10.59211/mjpjetl.v4i2.388Keywords:
High Performance Work System; Learning Orientation; Readiness to Change; Work Engagement; Public HospitalAbstract
Public hospitals were required to improve organizational performance while adapting to continuous organizational transformation. In this context, implementing a High Performance Work System (HPWS) became essential for strengthening human resource management and service quality. This study aimed to examine the effects of Readiness to Change and Work Engagement on High Performance Work System by investigating the mediating role of Learning Orientation among employees of Madiun City Regional General Hospital. A quantitative explanatory design was employed using a survey of 152 employees selected through proportionate random sampling. Data were collected using structured questionnaires and analyzed with Partial Least Squares–Structural Equation Modeling (PLS-SEM) using SmartPLS 4. The findings indicated that Readiness to Change, Work Engagement, and Learning Orientation positively and significantly affected High Performance Work System. In addition, Readiness to Change and Work Engagement significantly influenced Learning Orientation, which partially mediated their effects on High Performance Work System. These findings suggested that strengthening employees' readiness for change, work engagement, and learning orientation was essential for enhancing HPWS implementation and improving organizational performance in public hospitals.
Downloads
References
[1] V. Sondakh, “Kualitas Pelayanan Kesehatan Rawat Jalan Di Rumah Sakit Umum Daerah Noongan,” 2022.
[2] L. Meria Yohana, C., Purwohedi, U., Saukani & Apriliasari, D., “Reinforcing Lecturer Readiness To Change By Increasing Psychological Capital And Engagement,” 2023.
[3] N. P. I. Rosita Septa Wijaya, I.W. & Citra Mutiarahati, N.L.A., “Strategi Manajemen Rumah Sakit Dalam Meningkatkan Kualitas Pelayanan Pasien,” 2023.
[4] A. N. & F. Maulidina A., “Pengaruh High Performance Work System (HPWS) Dan Konflik Peran Terhadap Kepuasan Kerja,” 2021.
[5] M. & H. Matthysen C., “The Relationship Between Readiness To Change And Work Eengagement: A Case Study In An Accounting Firm Undergoing Change,” 2018.
[6] W. A. Kahn, “Psychological Conditions of Personal Engagement and Disengagement at Work,” Acad. Manag. J., vol. 33, no. 4, pp. 692–724, 1990, doi: 10.2307/256287.
[7] R. P. Dewi Wardhani, N.K. & Yudhawati, D., “Readines For Change Ditinjau Dari Work Engagement Pada Karyawan Millenial,” 2021.
[8] H. Kadarusman & Mauludin, “Peran Mediasi Competitive Advantage Pada Pengaruh Antara Learning Orientation Dengan Organization Performance,” 2020.
[9] I. Holy, H. Haedar, and S. R. Dewi, “Pengaruh Pelatihan Dan Pengembangan Karyawan Terhadap Produktivitas Kerja Karyawan,” Jesya, vol. 6, no. 2, pp. 1761–1771, 2023, doi: 10.36778/jesya.v6i2.1134.
[10] D. T. Holt, A. A. Armenakis, H. S. Feild, and S. G. Harris, “Readiness for Organizational Change: The Systematic Development of a Scale,” J. Appl. Behav. Sci., vol. 43, no. 2, pp. 232–255, 2007, doi: 10.1177/0021886306295295.
[11] J. M. Sinkula, W. E. Baker, and T. Noordewier, “A Framework for Market-Based Organizational Learning: Linking Values, Knowledge, and Behavior,” J. Acad. Mark. Sci., vol. 25, no. 4, pp. 305–318, 1997, doi: 10.1177/0092070397254003.
[12] Sugiyono, “Metode Penelitian Kuantitatif, Kualitatif, dan R&D, Alfabeta, cv., Bandung,p.,” 2016.
[13] D. R. Rahadi, “Pengantar Partial Least Squares Structural Equation Model (PLS -SEM) 1st ed,” 2023.
[14] J. F. Hair, G. T. M. Hult, C. M. Ringle, and M. Sarstedt, A Primer on Partial Least Squares Structural Equation Modeling (PLS-SEM), 3rd ed. Thousand Oaks, CA: SAGE Publications, 2022.
[15] J. Cohen, Statistical Power Analysis for the Behavioral Sciences, 2nd ed. Hillsdale, New Jersey: Lawrence Erlbaum Associates, 1988.
[16] E. Appelbaum, T. Bailey, P. Berg, and A. L. Kalleberg, Manufacturing Advantage: Why High-Performance Work Systems Pay Off. Ithaca, NY: Cornell University Press, 2000.
[17] W. B. Schaufeli and A. B. Bakker, “Job Demands, Job Resources, and Their Relationship with Burnout and Engagement: A Multi-Sample Study,” J. Organ. Behav., vol. 25, no. 3, pp. 293–315, 2004, doi: 10.1002/job.248.
[18] R. Cropanzano and M. S. Mitchell, “Social Exchange Theory: An Interdisciplinary Review,” J. Manage., vol. 31, no. 6, pp. 874–900, 2005, doi: 10.1177/0149206305279602.
[19] B. J. Weiner, “A Theory of Organizational Readiness for Change,” Implement. Sci., vol. 4, no. 1, p. 67, 2009, doi: 10.1186/1748-5908-4-67.
[20] D. J. Teece, G. Pisano, and A. Shuen, “Dynamic Capabilities and Strategic Management,” Strateg. Manag. J., vol. 18, no. 7, pp. 509–533, 1997, doi: 10.1002/(SICI)1097-0266(199708)18:7<509::AID-SMJ882>3.0.CO;2-Z.
Downloads
Published
Issue
Section
URN
License
Copyright (c) 2026 Riski Mukti Arum
This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.
Authors grant the journal the right of first publication. which permits unrestricted use, distribution, and reproduction in any medium, provided that the original work is properly cited. Authors are responsible for ensuring that any third-party materials included in their work have proper permissions.
