Communication climate and organisational trust to readiness for change in higher education
SA Journal of Industrial Psychology
| Field | Value | |
| Title | Communication climate and organisational trust to readiness for change in higher education | |
| Creator | Erlyani, Neka Saphira, Yunisa Hartono, Veronica L. Justina, Adelia Zwagery, Rika V. Suhariadi, Fendy Ardi, Rahkman | |
| Description | Orientation: Institutions Higher education institutions (HEIs) Indonesia face challenges from the Society 5.0 era, requiring governance changes to enhance autonomy and improve services. The initial step in implementing this change is to prepare the front-line staff, especially those who are not involved in academic roles. It is crucial to effectively communicate the change message and build trust within the organisation. These actions will greatly contribute to making them more open and receptive towards the forthcoming changes.Research purpose: This study examines how organisational trust and communication climate affect non-academic staff readiness for change in higher education governance.Motivation for the study: This study was motivated by a recent government policy in Indonesia that mandates organisational change in HEIs.Research approach/design and method: Conducted at a university in South Kalimantan, Indonesia, the study used multiple linear regression to analyse the influence of organisational trust and communication climate on staff readiness for change.Main findings: Both variables significantly influence readiness for change. Key factors for achieving success in readiness for change are establishing trust, effectively communicating the message and ensuring their active participation in the process.Practical/managerial implications: This study enhances understanding of readiness for change in higher education governance by incorporating communication climate and organisational trust, thus building upon the findings of a previous study.Contribution/value-add: This study suggests that HEIs undergoing governance change can benefit from promoting two-way communication and cultivating trust among non-academic staff to ensure widespread acceptance and support for the change process. | |
| Publisher | AOSIS | |
| Date | 2024-06-27 | |
| Identifier | 10.4102/sajip.v50i0.2092 | |
| Source | SA Journal of Industrial Psychology; Vol 50 (2024); 10 pages 2071-0763 0258-5200 | |
| Language | eng | |
| Relation |
The following web links (URLs) may trigger a file download or direct you to an alternative webpage to gain access to a publication file format of the published article:
https://sajip.co.za/index.php/sajip/article/view/2092/4006
https://sajip.co.za/index.php/sajip/article/view/2092/4007
https://sajip.co.za/index.php/sajip/article/view/2092/4008
https://sajip.co.za/index.php/sajip/article/view/2092/4009
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