Strengthen the organizational culture of clans

Oct 13, 2025 by wbrum.org 34 views

The Effect of Organizational Culture Clan and Psychological Capital on the Readiness to Change Employees with Organizational Commitment as a Mediator Variable in Branch Office Employees of PT. North Sumatra Bank in Medan City

Introduction

The success of an organization is heavily dependent on the quality of its human resources. Good human resources not only support the process of change that occurs within the organization, but can also be a major force in maintaining competitive advantage. In today's fast-paced and ever-changing business environment, organizations must be able to adapt and evolve in order to remain relevant and successful. One of the organizations that is making changes to its strategy to continue to exist in the midst of an unfavorable situation is PT. North Sumatra Bank. In this context, employee readiness to change becomes an important aspect that must be considered so that these changes can be successful.

The Importance of Employee Readiness to Change

Readiness to change in employees is influenced by various factors, both internal and external. Among these factors, organizational culture and psychological capital of employees play a very significant role. Organizational culture refers to the set of values, norms, and beliefs that are shared by members of an organization. Clan organizational culture, which emphasizes cooperation, mutual belonging, and support between employees, can create a conducive environment for change. This type of culture encourages employees to work together towards a common goal, fosters a sense of community and belonging, and promotes open communication and collaboration.

On the other hand, psychological capital refers to the positive psychological states that are conducive to achieving success. It includes self-confidence, hope, optimism, and resilience. Psychological capital functions as a driver for employees to be more prepared to face change. Employees with high psychological capital are more likely to be motivated, engaged, and committed to the organization, which in turn increases their readiness to adapt to change.

The Role of Organizational Commitment as a Mediator Variable

Organizational commitment refers to the degree to which employees are committed to the organization and its goals. It is a critical factor in determining employee readiness to change. When employees are committed to the organization, they are more likely to be motivated to adapt to change and to work towards the organization's goals. In this study, organizational commitment is used as a mediator variable to examine the influence of organizational culture clans and psychological capital on employee readiness to change.

Methodology

This study was conducted among employees of the Branch Office of PT. Bank of North Sumatra in Medan, with a total population of 203 employees and samples taken as many as 103 employees. Data collection was carried out through four measurement scales which include the organizational culture of clans, psychological capital, organizational commitment, and readiness to change. The data was analyzed using the structural equation model (SEM) to examine the relationships between the variables.

Results

The results of data analysis using the structural equation model (SEM) show that there is no direct influence from the organizational culture of clans and psychological capital on readiness to change. However, there is an indirect influence, where organizational commitment functions as a mediator between the organizational culture of the clan and psychological capital to the readiness to change. This shows that a high commitment to the organization can strengthen positive perceptions to the organizational culture and increase employee psychological capital, which in turn increases their readiness to adapt to change.

Discussion

The findings of this study have several implications for the management of PT. North Sumatra Bank. Firstly, the results suggest that the management needs to focus on strengthening the organizational culture of clans and the development of employee psychological capital to increase their readiness in dealing with change. This can be achieved through training programs and activities that support collaboration and communication, as well as increasing employee involvement in the decision making process.

Secondly, the study highlights the importance of organizational commitment as a mediator variable in determining employee readiness to change. When employees are committed to the organization, they are more likely to be motivated to adapt to change and to work towards the organization's goals. Therefore, the management needs to focus on increasing employee commitment to the organization through various means such as recognition, rewards, and opportunities for growth and development.

Conclusion

In conclusion, this study has provided valuable insights into the factors that influence employee readiness to change in the context of PT. North Sumatra Bank. The findings suggest that organizational culture clans and psychological capital play a significant role in determining employee readiness to change, and that organizational commitment functions as a mediator variable in this relationship. The study has several implications for the management of PT. North Sumatra Bank, and it is hoped that the findings will provide valuable insights to other companies in managing changes and improving the performance of their human resources.

Recommendations

Based on the findings of this study, the following recommendations are made:

Strengthen the organizational culture of clans: The management needs to focus on strengthening the organizational culture of clans by promoting cooperation, mutual belonging, and support between employees.
Develop employee psychological capital: The management needs to focus on developing employee psychological capital by providing training programs and activities that support collaboration and communication, as well as increasing employee involvement in the decision making process.
Increase employee commitment to the organization: The management needs to focus on increasing employee commitment to the organization through various means such as recognition, rewards, and opportunities for growth and development.
Provide opportunities for growth and development: The management needs to provide opportunities for growth and development to employees, which will increase their motivation and engagement to the organization.

Limitations of the Study

This study has several limitations. Firstly, the study was conducted among employees of the Branch Office of PT. Bank of North Sumatra in Medan, and the findings may not be generalizable to other organizations. Secondly, the study used a cross-sectional design, which may not capture the dynamic nature of organizational culture and psychological capital. Finally, the study did not examine the impact of other factors such as leadership style and organizational structure on employee readiness to change.

Future Research Directions

Future research should focus on examining the impact of other factors such as leadership style and organizational structure on employee readiness to change. Additionally, future research should use a longitudinal design to capture the dynamic nature of organizational culture and psychological capital. Finally, future research should examine the impact of employee readiness to change on organizational performance and outcomes.
Frequently Asked Questions (FAQs) about the Effect of Organizational Culture Clan and Psychological Capital on the Readiness to Change Employees with Organizational Commitment as a Mediator Variable

Q: What is the main focus of this study?

A: The main focus of this study is to examine the effect of organizational culture clan and psychological capital on the readiness to change employees with organizational commitment as a mediator variable.

Q: What is organizational culture clan?

A: Organizational culture clan refers to the set of values, norms, and beliefs that are shared by members of an organization, which emphasizes cooperation, mutual belonging, and support between employees.

Q: What is psychological capital?

A: Psychological capital refers to the positive psychological states that are conducive to achieving success, including self-confidence, hope, optimism, and resilience.

Q: Why is organizational commitment important in this study?

A: Organizational commitment is important in this study because it functions as a mediator variable between organizational culture clan and psychological capital and employee readiness to change.

Q: What is the significance of this study?

A: The significance of this study lies in its ability to provide insights into the factors that influence employee readiness to change, which is critical for organizational success in today's fast-paced and ever-changing business environment.

Q: What are the implications of this study for organizational management?

A: The implications of this study for organizational management are that they need to focus on strengthening the organizational culture of clans and the development of employee psychological capital to increase their readiness in dealing with change.

Q: What are the limitations of this study?

A: The limitations of this study are that it was conducted among employees of the Branch Office of PT. Bank of North Sumatra in Medan, and the findings may not be generalizable to other organizations. Additionally, the study used a cross-sectional design, which may not capture the dynamic nature of organizational culture and psychological capital.

Q: What are the future research directions based on this study?

A: The future research directions based on this study are to examine the impact of other factors such as leadership style and organizational structure on employee readiness to change, to use a longitudinal design to capture the dynamic nature of organizational culture and psychological capital, and to examine the impact of employee readiness to change on organizational performance and outcomes.

Q: What are the practical implications of this study for organizational managers?

A: The practical implications of this study for organizational managers are that they need to focus on creating a positive and supportive organizational culture, developing the psychological capital of their employees, and increasing employee commitment to the organization to increase their readiness to change.

Q: How can organizational managers apply the findings of this study in their organizations?

A: Organizational managers can apply the findings of this study in their organizations by implementing training programs and activities that support collaboration and communication, increasing employee involvement in the decision making process, and providing opportunities for growth and development to employees.

Q: What are the benefits of implementing the recommendations of this study in an organization?

A: The benefits of implementing the recommendations of this study in an organization are that it can increase employee readiness to change, improve organizational performance and outcomes, and enhance the overall well-being of employees.