| Summary: | The increasing of business globalization and diversity within
the workplace has made organizational change as a form of
adaptation becomes a necessity for sustainable development. But
sometimes organizational change meet a dead end or the results
far from expectations. Despite the need for change and the
implementation of organizational change has increased, it has
been estimated that at least two thirds of organizational change
efforts do not result in their intended aims nor do they foster
sustained change (Choi & Ruona, 2011). Employee attitudes and
perceptions on organizational change is critical throughout the
process of organizational change.
This study aimed to determine the effect of procedural justice,
job satisfaction, and affective commitment to overcome the
resistance to change. Procedural justice, job satisfaction, and
affective commitment proposed in this study because they could
have an impact on resistance. Survey responses collected from a
sample of 360 employees at PT. VALE INDONESIA. Tbk,
Sorowako - South Sulawesi - Indonesia, but only 119 have
returned. The research sample will be taken by the random
technique, which every subject in the population has an equal
chance of being selected into the sample (Azwar, 2012). This
research is quantitative research in the form of surveys, data
collection is done by using four scales, namely: Resistance to
Change Scale (RTCs), Procedural Justice Scale, Job Satisfaction
Scale (JSS), and Affective Commitment Scale (ACS) of the TCM
Employee Commitment Survey.
Data analysis was performed using multiple regression
techniques. Results of the analysis in this study suggests that the
hypothesis is rejected, Procedural Justice, Job Satisfaction, and
Affective commitment had no effect on Resistance to Change
simultaneously (F = 1.886, p > 0.05). Based on t test results, only
procedural justice has an influence on resistance to change, while
job satisfaction and affective commitment respectively had no
effect on resistance to change.
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