INTERNATIONAL JOURNAL OF LATEST TECHNOLOGY IN ENGINEERING,
MANAGEMENT & APPLIED SCIENCE (IJLTEMAS)
ISSN 2278-2540 | DOI: 10.51583/IJLTEMAS | Volume XIV, Issue X, October 2025
www.ijltemas.in Page 294
From Support to Success: How Perceived Organizational Support
Drives Change Readiness and Performance in Public Universities
Maya Jailani., Dirga Lestari., Anisa Kusumawardani
Department of Management, Faculty of Economics and Business, Mulawarman University, Indonesia
DOI:
https://doi.org/10.51583/IJLTEMAS.2025.1410000039
Received: 08 October 2025; Accepted: 14 October 2025; Published: 07 November 2025
Abstract: This study investigates how perceived organizational support (POS) influences job performance (JP) directly and
indirectly through readiness to change (RTC) among nonacademic civil servants in Indonesian public universities. Drawing upon
the Organizational Support Theory and the Change Readiness framework, this research analyzes responses from 180 administrative
employees at Universitas Mulawarman undergoing institutional transformation. Using Partial Least Squares Structural Equation
Modeling (PLS-SEM), this study found that POS significantly enhanced both RTC and JP. Moreover, RTC positively influenced
JP and mediated the relationship between POS and JP. These findings confirm that organizational support is a vital antecedent to
fostering individual psychological readiness, which in turn promotes adaptive and productive behaviors during periods of change.
The study contributes to the literature by integrating POS and RTC into a cohesive explanatory model of employee performance
within public higher education institutions. The results highlight the need for policy strategies that emphasize inclusive change
communication, supportive leadership, and long-term investment in human capital to improve organizational readiness and
performance. The limitations of this study include the single-institution sample and cross-sectional design. Future research may
explore comparative analyses across multiple institutions and adopt a longitudinal or mixed-method approach to capture the
dynamic processes of organizational transformation.
Keywords : Perceived Organizational Support; Readiness to Change; Job Performance; Public Universities; Organizational
Change; Higher Education; PLS-SEM
I. Introduction
State universities in Indonesia are currently facing great pressure to transform in the wake of digital developments, bureaucratic
policy reforms, and demands for performance efficiency. In this context, civil servants in the administrative realm play a vital role
in ensuring the institution’s operational success. However, the level of performance demonstrated by this group is often not
commensurate with the complexity of the demands for change, indicating a fundamental challenge in the organization's readiness
to face transformation (Utami and Haryono, 2022).
Perceived Organizational Support ( POS) is an important aspect of modern human resource management. POS describes the extent
to which employees believe that an organization values their contributions and cares about their well-being at work (Eisenberger et
al., 2020). Several studies have shown that positive perceptions of organizational support are correlated with increased employee
loyalty, motivation, and performance in both the public and private sectors (Najlaputri & Wahyuningtyas, 2024; Prasetyo et al.,
2022). However, the direct link between POS and individual readiness for change has rarely been explored in the context of public
universities in Indonesia.
In the dynamics of organizational transformation, Readiness to Change (RTC) plays a central role. RTC refers to an individual's
psychological and behavioral readiness to accept, support, and actively engage in the process of organizational change (Vakola,
2022). Employees with high RTC tend to demonstrate greater openness, flexibility, and participatory attitudes toward new policies.
Research in the healthcare and government sectors shows that RTC strengthens the relationship between organizational factors and
employee outcomes, including productivity and job satisfaction (Saleem et al., 2022; Yuliani et al., 2022).
Although the relationship between POS and performance has been widely studied, most studies have not systematically investigated
the role of RTC as a mediator in the context of bureaucratic changes in higher education. Existing studies have focused more on
private organizations and non-academic public sectors (Duong & Ho, 2024). Higher education has a complex cultural and
hierarchical structure and faces different challenges in implementing digital-based work systems.
This gap in the literature suggests the need for research that positions RTC as an intermediary variable between POS and
performance in higher education. Several recent studies support that RTC can strengthen the influence of POS on performance
improvement, but they are still limited in number, especially in Southeast Asia (Afsar et al., 2023; Nguyen & Kim, 2023). Therefore,
it is important to examine the relationship between these three variables in an integrative conceptual framework based on empirical
data from a public university environment.
Recent empirical studies have shown that organizational support does not always result in better readiness or performance if it is
not accompanied by effective change communication and participative leadership. Chang et al. (2022) showed that high POS does
not necessarily encourage RTC if the speed of change is too drastic and poorly communicated. This suggests that organizational
support must be accompanied by an inclusive and effective change management strategy.
Furthermore, leadership style and organizational culture can strengthen or hinder the relationship between POS and RTC. Van der
INTERNATIONAL JOURNAL OF LATEST TECHNOLOGY IN ENGINEERING,
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Voet et al. (2023) show that, in the context of European bureaucracy, formal POS creates structural dependencies that reduce
employee autonomy and initiative. Likewise, Oreg and Berson (2022) note that RTC do not necessarily impact performance without
the support of a fair evaluation system and an empowering work environment.
In this context, Mulawarman University as a case study provides an important opportunity to investigate the relationship between
POS, RTC, and the performance of educational staff. This campus is undergoing digital transformation and administrative reform,
which directly demands employee readiness to adapt to the changes. However, most change policies have not been accompanied
by strategic efforts to systematically build strong organizational support perceptions and individual readiness.
This study aims to fill this gap in the literature by testing the relationship model between POS, RTC, and employee performance in
the context of state universities. The main focus is to evaluate whether RCT mediates the effect of Perceived Organizational Support
on civil servants’ performance. Thus, this study combines the theoretical frameworks of Organizational Support Theory and the
Change Readiness Model into one complete conceptual design.
Another objective is to provide empirical evidence from the higher education sector in developing countries, which has been under-
represented in the international literature. This is important because the challenges of organizational change in the public education
sector have their own characteristics, both in terms of work culture, organizational structure, and regulatory pressure. Thus, this
study is not only theoretical but also provides policy contributions.
The original contribution of this study lies in mapping the relationship between POS and performance through RTC as a mediator
in the context of Indonesian state universities undergoing digitalization. In addition, this study provides a basis for evidence-based
human resource policy-making, especially in designing training, reward systems and organizational change communication.
By building a deeper understanding of the role of organizational support in driving change readiness and performance, this study is
expected to serve as a reference for managing public organizational transformation in a more humane, adaptive, and sustainable
manner.
II. Literature review
Perceived Organizational Support (POS) is an employee's perception of the extent to which the organization values their
contributions and cares about their well-being (Eisenberger & Stinglhamber, 2021). POS plays an important role in building a
positive work climate and empowering individuals to contribute optimally to their organizations. Najlaputri and Wahyuningtyas
(2024) showed that POS has a significant relationship with increased employee performance in the public sector in Indonesia. When
employees feel supported, they exhibit higher loyalty, motivation, and performance (Nguyen & Kim, 2023).
In the context of organizational change, Readiness to Change (RTC) is a crucial variable that reflects the psychological and
behavioral readiness of employees to accept and support organizational transformation (Vakola, 2022). Research has shown that
POS has a positive relationship with RTC because perceived support strengthens employees' sense of security and confidence in
facing the uncertainty of change (Chang et al., 2022; Afsar et al., 2023). Studies in educational institutions have also shown that
the combination of organizational support and a psychologically safe work environment increases active participation in the change
process (Yuliani et al., 2022).
The relationship between POS, RTC, and performance has attracted researchers' attention in the past two years. Several findings
indicate that RTC can be a mediator that strengthens the effect of POS on individual performance (Saleem et al., 2022; Voet et al.,
2023). In public organizations such as state universities, where bureaucratic changes and digitalization are taking place
simultaneously, the success of the transformation is highly dependent on the level of readiness of non-academic employees to accept
change, and their perception of organizational support is a key factor (Utami & Haryono, 2022; Prasetyo et al., 2022). Therefore, it
is important to systematically test the mediating role of RTC within the framework of the relationship between POS and employee
performance.
According to organizational Support theory (Eisenberger & Stinglhamber, 2021), the perception that the organization values
employee contributions can increase positive affection and reciprocal responsibility in the form of higher performance. Empirical
studies by Prasetyo et al. (2022) and Najlaputri and Wahyuningtyas (2024) show that POS directly affects public sector employees’
performance. Therefore, it is assumed that the higher the perceived support, the better the performance. Therefore, the first
hypothesis is proposed as follows:
H1: Perceived Organizational Support has a positive effect on Employee Performance.
Perceived organizational support also acts as a psychological resource that shapes an individual’s readiness to change. According
to the change readiness theory, individuals tend to be more ready to face change if they feel safe and supported by the organization
(Vakola, 2022). The results of the research by Chang et al. (2022) and Afsar et al. (2023) strengthen the positive relationship
between POS and RTC in the public sector and higher education. Therefore, the second hypothesis is formulated as follows:
H2: Perceived Organizational Support has a positive effect on Rtc.
Readiness to Change is believed to increase individual effectiveness in facing new work demands and structural changes. RTC
reflects self-confidence, commitment, and openness to change, which positively impacts work performance (Saleem et al., 2022).
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Recent research in the context of educational organizations has also revealed that RTC is a significant predictor of employee
performance in the institutional transition phase (Yuliani et al., 2022; Duong & Ho, 2024). Therefore, the third hypothesis is
proposed as follows:
H3: Readiness to Change has a positive effect on Employee Performance.
Furthermore, POS can indirectly drive performance through increased RTC. Mediation studies by van der Voet et al. (2023) and
Nguyen and Kim (2023) show that organizational support strengthens readiness for change, which, in turn, increases work
effectiveness. In this context, RTC acts as an intermediary variable that explains how POS impacts performance more
comprehensively. Thus, the fourth hypothesis is as follows:
H4: Readiness to Change mediates the effect of Perceived Organizational Support on Employee Performance.
III. Methodology
Research Design
This study adopts a quantitative research design with an explanatory approach to test the causal relationships between perceived
organizational support (POS), readiness to change (RTC), and employee performance (JP) within public universities. A structured
survey method was used to collect empirical data and evaluate the measurement and structural models using partial least squares
structural equation modeling (PLS-SEM), which is widely used for theory testing and prediction in organizational research (Hair
et al., 2022; Sarstedt et al., 2022). This method is suitable for assessing complex models with latent constructs in the social sciences.
Population and Sample
The target population consisted of administrative civil servant employees in public universities undergoing organizational
transformation. The sample included 180 respondents selected from Universitas Mulawarman based on purposive sampling with
the following criteria: (1) permanent employee status, (2) at least two years of work experience, and (3) involvement in institutional
change initiatives. This sample size meets the recommended threshold for PLS-SEM analysis and ensures statistical power for the
tested model (Kock 2023; Hair et al. 2022).
Data Collection Technique
Primary data were collected using structured questionnaires that were distributed online and offline. Respondents participated
voluntarily and anonymously to minimize social desirability bias and enhance the reliability of their responses. Survey-based data
collection is common and effective in organizational studies for capturing perceptions of latent variables such as organizational
support, psychological readiness, and individual performance (Duong & Ho, 2024; Chang et al., 2022).
Research Instrument
The research instrument was adapted from validated scales in prior studies and modified to fit the context of Indonesian public
universities. Perceived Organizational Support (POS) was measured using six indicators adapted from Eisenberger et al. (2021),
emphasizing emotional support, recognition, and work-life balance. Readiness to Change (RTC) was measured using six items
based on Vakola (2022), covering cognitive understanding, commitment, and adaptability. Job Performance (JP) was measured
using six items reflecting work quality, efficiency, initiative, teamwork, responsibility, and problem-solving, adapted from Prasetyo
et al. (2022) and Saleem et al. (2022).
Validity and reliability tests were conducted to ensure instrument quality. Convergent validity was confirmed through Average
Variance Extracted (AVE > 0.5), and internal consistency was measured using Cronbach’s alpha (α ≥ 0.7) and Composite
Reliability (CR ≥ 0.7) (Henseler et al., 2015; Hair et al., 2022). Discriminant validity was assessed using the Fornell-Larcker
criterion and the HTMT ratio, which met the recommended threshold of HTMT < 0.90 (Sarstedt et al., 2022).
Data Analysis Technique
Data were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) with SmartPLS 4 software. This method
is preferred for its robustness in handling complex models with small-to-medium samples and non-normal data distributions (Hair
et al., 2022; Kock, 2023). The model assessment included the evaluation of the measurement model (outer model) and structural
model (inner model), covering indicator loadings, construct reliability, R², f², VIF, and path coefficients. Mediation testing was also
conducted to explore the indirect effect of RTC on the POS–performance relationship, following procedures recommended by the
recent SEM literature (Sarstedt et al., 2022).
IV. Result
Respondent Demographics
The respondent data in this study were obtained from educational staff with Civil Servant (PNS) status at Mulawarman University.
The number of respondents who completed the questionnaire was 180 . The respondents’ demographic characteristics showed
diversity in terms of gender, age, education level, length of service, and position. Based on gender, the majority of respondents
were male (130 people, 72.2%), while females numbered 50 (27.8%). In terms of age, the 36–45 age group dominated with 64
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respondents (35.6%), followed by the 25–35 age group with 62 people (34.4%), and > 45 years with 54 people (30%). There were
no respondents in the age category of <25 years.
In terms of the last level of education, most respondents were S1 graduates with a total of 101 people (56.1%), then SMA/equivalent
and D3 graduates each 33 people (18.3%), and S2 graduates as many as 13 people (7.2%). In terms of work experience, respondents
with 5-10 years of work experience were the most, namely 69 people (38.3%), followed by 11-15 years as many as 56 people
(31.1%), and > 15 years as many as 55 people (30.6%). No respondents had a work period of <5 years. Based on position, most
respondents worked in the administration sector (107 people, 59.4%), while the IT/finance sector was represented by 19 people
(10.6%), and other categories such as laboratory staff, libraries, or personnel were represented by 54 people (30%).
Descriptive Statistical Analysis
Descriptive analysis was conducted to describe respondents' perceptions of each research variable consisting of Perceived
Organizational Support (POS), Readiness to Change (RTC), and Job Performance (JP). The results of the analysis showed that the
average value (mean) of the three variables was above 3.5 on a Likert scale of 1–5, indicating positive responses from the
respondents. The POS variable obtained the highest average score of 4.12, with a standard deviation of 0.48, indicating that
employees felt quite strong organizational support. RTC had an average value of 3.87, with a standard deviation of 0.52, reflecting
employees' readiness to face change at a fairly good level. Meanwhile, JP showed an average score of 3.94, with a standard deviation
of 0.50, indicating a relatively high level of performance. This finding is consistent with the literature that perceived organizational
support and readiness for change contribute positively to improved performance (Afsar et al., 2023; Vakola, 2022; Saleem et al.,
2022).
Table 1. Descriptive Statistics of Each Variable (n = 180)
Variables
Number of Items
Minimum Score
Maximum Score
Mean
Std. Deviation
Perceived Organizational Support (POS)
8
2.75
5.00
4.12
0.48
Readiness to Change (RTC)
6
2.33
4.92
3.87
0.52
Job Performance (JP)
5
2.60
4.95
3.94
0.50
Source: Primary data processing results, 2025
Measurement Model Evaluation (Outer Model)
The measurement model was evaluated to ensure the validity and reliability of the constructs before testing the structural
relationships. Outer model analysis showed that all indicators in the three variables Perceived Organizational Support (POS),
Readiness to Change (RTC), and Job Performance (PERF had an outer loading value above the minimum threshold of 0.70,
indicating the consistency of the indicator in representing the latent construct (Hair et al., 2022). The Composite Reliability (CR)
value of each variable was in the range of 0.863–0.867, indicating very good internal reliability, while the Cronbach's Alpha (CA)
value was also in the adequate category (above 0.86). Convergent validity was met because all Average Variance Extracted (AVE)
values exceeded the minimum limit of 0.50, with the highest value being 0.595.
Table 2. Outer Loading Measurement
Variables/Indicators
Outer Loading
CA
CR
AVE
Employee Performance
0.863
0.867
0.595
PERF1
Work quality is maintained according to organizational standards.
0.782
PERF2
Tasks are completed efficiently and on time.
0.711
PERF3
Initiative is taken to complete tasks without waiting for instructions.
0.790
PERF4
Teamwork is done to achieve common goals.
0.803
PERF5
Responsibility for work results is carried out and consequences are
accepted.
0.732
PERF6
Work issues are resolved effectively and quickly.
0.805
Readiness to Change (RTC)
0.863
0.864
0.594
RTC1
The importance of change in organizations is well understood.
0.776
RTC2
High commitment is demonstrated in supporting organizational
change.
0.808
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RTC3
Interest is demonstrated in actively participating in the change
process.
0.765
RTC4
Organizational leaders have a clear vision regarding the direction of
change.
0.750
RTC5
Ability to adapt to changes in the work environment is well possessed.
0.773
RTC6
The organization provides the support needed to deal with change.
0.749
Perceived Organizational Support (POS)
0.862
0.863
0.594
POS1
The organization provides emotional support in facing work
challenges.
0.743
POS2
The organization appreciates work contributions and achievements.
0.826
POS3
The organization demonstrates concern for well-being through an
inclusive and collaborative work culture.
0.744
POS4
The organization provides opportunities for training and career
development.
0.748
POS5
The organization provides assistance in unexpected situations, such
as disasters.
0.753
POS6
The organization supports balance between work and personal life.
0.805
Source: Data processing results, 2025
Furthermore, the discriminant validity test using the Fornell–Larker criterion shows that the AVE square root value (diagonal value)
is greater than the correlation between constructs (off-diagonal value), which means that each construct is empirically different
from each other (Henseler et al., 2015; Kock, 2023). This indicates that the research instrument met the statistical requirements for
the validity and reliability of the measurement model, supporting the feasibility of the structural model for further testing (Sarstedt
et al., 2022; Afsar et al., 2023).
Table3. Fornell-Larcker Criterion
PERF
POST
RTC
PERF
0.775
POST
0.770
0.873
RTC
0.770
0.834
0.865
Source: Data processing results, 2025
Structural Model Testing (Inner Model)
An inner model evaluation was conducted to measure the predictive power between latent constructs and assess the structural
validity of the research model. The R-squared (R²) value shows that the Readiness to Change (RTC) variable is substantially
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explained by Perceived Organizational Support (POS) by 69.5%, and the Job Performance (PERF) variable is explained by the
combination of POS and RTC by 79.1%. This value is relatively high and indicates strong predictive power (Hair et al., 2022). The
results of the F-square test indicate that the contribution of POS to RTC is very large ( 2.283 ), indicating a large effect, while the
influence of POS on PERF ( 0.551 ) and RTC on PERF ( 0.140 ) shows medium and small effects, respectively (Sarstedt et al.,
2022). Multicollinearity analysis using the Variance Inflation Factor (VIF) value shows that all predictors are below the critical
threshold of 5, with the highest value of 3.283; thus, there are no symptoms of multicollinearity in the model (Henseler et al., 2015;
Kock, 2023). Overall, these results indicate that the structural model has strong predictive quality and can be relied upon to test
causal relationships between variables.
Path Coefficient Analysis
Path coefficient testing was conducted to evaluate the strength and significance of the relationships between the constructs in the
structural model. The results showed that all relationship paths between variables were statistically significant (p < 0.001),
indicating strong empirical support for all hypotheses.
Table 5. Hypothesis Testing Results
No.
Hypothesis
Path
Coefficient
T-
Statistic
P-
Value
Decision
H1
Perceived Organizational Support → Employee Performance
0.614
10,331
0,000
Accepted
H2
Perceived Organizational Support → Readiness to Change
0.834
45,655
0,000
Accepted
H3
Readiness to Change → Employee Performance
0.310
5,042
0,000
Accepted
H4
Perceived Organizational Support → Readiness to Change →
Employee Performance (significant mediation)
0.259
4,926
0,000
Accepted
Source: Data processing results, 2025
The path from ((POS) to Employee Performance (PERF) shows a strong positive direct effect, with a coefficient of 0.614 ( t =
10.331), supporting the argument that organizational support has a direct impact on improving work performance (Afsar et al.,
2023). In addition, the path from POS to Readiness to Change (RTC) had the strongest effect, with a coefficient of 0.834 ( t =
45.655), indicating that perceptions of organizational support greatly determine employee readiness to face change (Chang et al.,
2022; Vakola, 2022). The path from RTC to PERF is also significant, with a coefficient of 0.310 ( t = 5.042), confirming that
readiness for change is an important predictor of improving individual performance (Saleem et al., 2022). Finally, the results of the
mediation test show that RTC significantly mediates the effect of POS on PERF, with a coefficient of 0.259 ( t = 4.926), indicating
that the impact of organizational support on performance occurs partly through increased readiness for change (Sarstedt et al.,
2022). Overall, these results strengthen the theoretical validity of the model and support the implementation of structured
organizational intervention.
V. Discussion
Perceived Organizational Support on Employee Performance
The results of this study indicate that the perception of organizational support has a significant positive effect on employee
performance. This finding indicates that when employees feel consistent support from the institution, either in the form of
appreciation for hard work, attention to welfare, or career development opportunities, they are more motivated to perform at their
best. This finding is consistent with the previous literature, which emphasizes that the perception of organizational support increases
employee affection for the organization and drives higher performance (Afsar et al., 2023; Prasetyo et al., 2022). Theoretically, this
finding strengthens the validity of the Organizational Support Theory, which explains how reciprocal expectations drive positive
contributions in the work context (Eisenberger & Stinglhamber, 2021). The practical implication is that organizations need to design
a reward system, supportive leadership, and internal communication that encourages perceptions of support to improve the
performance output of educational staff in the higher education sector. Thus, the first hypothesis of this study was strongly
confirmed.
Perceived Organizational Support terhadap Readiness to Change
This study also found that perceived organizational support has a positive effect on employee readiness to face organizational
changes. When individuals feel that the institution provides emotional, instrumental, and professional support in facing change,
they tend to respond with a more open, cooperative, and anticipatory attitude towards organizational dynamics. These results
support the findings of Chang et al. (2022) and Vakola (2022), who showed that a supportive work environment increases individual
readiness to face structural change. From a theoretical perspective, these findings contribute to the change readiness literature by
placing organizational support as an important antecedent that shapes employees' cognitive and affective readiness. The practical
implication is that universities, as public organizations, must prepare for a change in infrastructure supported by transformative
communication and ongoing support for employees. These results directly confirm our second hypothesis.
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Readiness to Change on Employee Performance
Individual readiness for change has been shown to significantly improve the work performance of educational personnel.
Individuals who are mentally and emotionally ready to face organizational transformation show higher adaptability, complete tasks
more efficiently, and remain productive, even in unstable conditions. These results are consistent with the findings of Saleem et al.
(2022) and Yuliani et al. (2022), who explained that readiness for change strengthens task commitment, proactivity, and work
completion in the public sector. Theoretically, these results broaden the scope of understanding that readiness to change is not only
an indicator of psychological readiness but also a major determinant of the quality of operational performance. In managerial
practice, organizations are advised to build readiness through adaptive training, change simulations, and active management roles
in facilitating policy transitions. These findings strengthen the third hypothesis and open up opportunities for designing
interventions based on readiness for change in the education sector.
The role of Readiness to Change as a mediator
The mediation findings reveal that RCT plays an important role as a psychological mechanism that bridges the influence of
Perceived Organizational Support on employee performance. In other words, organizational support not only has a direct impact
on performance but also indirectly increases individual readiness to change. These results are in line with the studies of van der
Voet et al. (2023) and Nguyen and Kim (2023), which state that the full effect of organizational interventions on performance will
only be optimal if the organization is able to shape the individual's internal readiness. Theoretically, these results offer an important
contribution to integrating Organizational Support Theory and the change readiness model into a mutually reinforcing conceptual
framework. In practice, public organizations, such as state universities, need to develop a change management strategy based on
continuous support that focuses on employees’ mental and behavioral readiness. Therefore, the fourth hypothesis is supported
statistically and theoretically, reinforcing the importance of a mediative approach in improving employee performance.
VI. Conclusions
This study reveals that Perceived Organizational Support (POS) plays an important role in shaping Readiness to Change (RTC) and
improving Job Performance (JP) of employees in state universities. The findings show that perceived organizational support not
only has a direct impact on improving performance, but also indirectly through individual readiness to face institutional change.
Thus, readiness for change is an important psychological mechanism that bridges the relationship between perceived support and
job performance. Theoretically, these results enrich the understanding of Organizational Support Theory by including readiness
elements as relevant mediators in the context of public bureaucracy (Eisenberger & Stinglhamber, 2021; Sarstedt et al., 2022).
These findings also broaden the scope of the change readiness model, which has so far been more widely applied in the private or
corporate sectors (Vakola, 2022).
From a practical perspective, public organizations, such as state universities, need to develop human resource management
strategies that not only focus on achieving performance targets but also strengthen the perception of organizational support as a
long-term investment. Strengthening transformative communication, providing adaptation-based training, and implementing
consistent reward systems can increase individual readiness to face rapid and complex changes (Afsar et al., 2023; Chang et al.,
2022). In a policy context, these results recommend that bureaucratic reform and digitalization in the higher education sector be
accompanied by institutional policies that pay attention to the psychological and emotional dimensions of employees and not just
structural aspects.
Despite making important theoretical and practical contributions, this study has some limitations. First, the focus of data collection
on a single public institution limits the generalizability of the results to other organizations. Second, the cross-sectional design
cannot capture the dynamics of changes in individual perceptions of support and readiness over the long term. Third, the quantitative
approach does not allow for an in-depth exploration of employees' subjective experiences, which may influence the relationships
between variables. Therefore, further research should use a longitudinal or mixed-method approach to enrich contextual and causal
understanding. The addition of other variables, such as transformational leadership or organizational culture, is also recommended
to expand the conceptual model and improve predictive accuracy (Nguyen & Kim, 2023; van der Voet et al., 2023).
VII. Acknowledgments
The authors would like to express their sincere gratitude to the leadership and staff of Universitas Mulawarman, particularly the
administrative civil servants who participated in this study and provided valuable insight. We also appreciate the Faculty of
Economics and Business for their institutional support throughout the research process. Special thanks are due to the peer reviewers
and academic advisors, whose constructive feedback significantly improved the quality of this manuscript. This study was
conducted as part of a broader initiative to enhance public sector transformation and human resource development in Indonesian
higher education institutions.
AI Acknowledgments
This article benefited from the use of artificial intelligence tools provided by OpenAI's ChatGPT, which supported the authors in
drafting, editing, and improving the clarity and structure of this manuscript. All intellectual content, interpretations, and conclusions
are the sole responsibility of the authors.
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Author Contributions
Maya Jailani led the conceptualization of the research framework, coordinated the data collection, and wrote the original draft of
the manuscript. Dirga Lestari was responsible for the statistical analysis using PLS-SEM, contributed to the methodology section,
and conducted the interpretation of empirical findings. Anisa Kusumawardani reviewed and revised the theoretical background
and discussion, ensured alignment with current literature, and edited the final manuscript for academic quality and coherence. All
authors contributed equally to the design, critical review, and approval of the final version of the manuscript.
Conflict of Interest Statement
The authors declare no conflicts of interest regarding the publication of this article. No financial, professional, or personal
relationships influenced the conduct or outcomes of this study.
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