Penelitian ini bertujuan untuk mengembangkan sebuah intervensi guna mengatasi permasalahan persepsi dukungan organisasi tentang keadilan yang diterima karyawan dalam agenda transformasi organisasi PT IN, untuk meningkatkan kesiapan untuk berubah pada diri karyawan. Penelitian ini dilakukan menggunakan pendekatan kuantitatif, dengan teknik pengambilan data menggunakan kuesioner dan terisi oleh 127 karyawan. Kuesioner dikembangkan berdasarkan Readiness for Organizational Change Questionnaire (Holt et al., 2007), Three-component Commitment Scale (Allen & Meyer, 1990), dan Survey of Perceived Organizational Support (Rhoades & Eisenberger, 2002). Kuesioner yang telah dimodifikasi, lalu peneliti uji coba dan selanjutnya dianalisis itemnya dan didapatkan 55 item valid. Hasil penelitian menunjukkan bahwa komitmen organisasi tidak menunjukkan pengaruh yang signifikan dibandingkan dengan persepsi dukungan organisasi. Dibandingkan dengan besarnya nilai Beta dan Sig. milik variabel persepsi dukungan organisasi yang sebesar 0,490 dan 0,000, nilai Beta dan Sig. variabel komitmen organisasi hanya bernilai masing-masing 0,095 dan 0,311. Ditinjau lebih jauh lagi, ditemukan bahwa dimensi yang memiliki nilai rata-rata skor paling rendah dalam variabel persepsi dukungan organisasi adalah dimensi keadilan (fairness). Hasil tersebut menunjukkan bahwa karyawan PT IN mempersepsikan perusahaannya masih belum secara adil dan terbuka dalam menginformasikan agenda perubahan yang dijalankan serta kurangnya pelibatan karyawan dalam pengambilan keputusan. Berdasarkan fakta tersebut, maka dirancang program intervensi untuk meningkatkan persepsi dukungan organisasi di diri karyawan PT IN, khususnya dalam hal memperbaiki gap communication yang terjadi antara karyawan dengan manajemen PT IN serta dimungkinkannya mekanisme pelibatan karyawan dalam pengambilan keputusan. Desain intervensi yang direkomendasikan terdiri dari dua program yaitu (1) reorientasi visi, misi, strategi, dan tujuan perusahaan, dan (2) sosialisasi tentang perubahan.

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This study aimed to develop an intervention to address the problem of employee’s perceived organizational support about the fairness in organizational transformation agenda at PT IN, to increase employee’s readiness for change. This research was conducted using a quantitative approach through questionnaires on data collection and filled by 127 employees. The questionnaire was developed based on the Readiness for Organizational Change Questionnaire (Holt et al., 2007), Three-component Commitment Scale (Allen & Meyer, 1990), and the Survey of Perceived Organizational Support (Rhoades & Eisenberger, 2002). Item analysis was held on the questionnaire that has been modified, then obtained 55 valid items.

The results showed that organizational commitment had no significant effect compared to the perceived organizational support. Compared with the value of Beta and Sig. belong to perceived organizational support variables which valued 0.490 and 0.000, the value of Beta and Sig. of organizational commitment variables each only worth 0,095 and 0,311.Furthermore, it was found that the dimension which had the lowest means score in the perceived organizational support variable is fairness.

This results showed that employees of PT IN perceived that the organization was not fair and open enough on informing the change message and they were also feeling the lack of employee involvement in decision-making. Based on these facts, the intervention program designed to improve employee’s perceived organizational support, particularly in terms of solving the communication gap between employees and the management of PT IN and to create employee involvement in decisionmaking as well. The intervention designed consist of two programs: (1) reorientation of the vision, mission, strategies, and objectives of the company, and (2) change socialization.