ABSTRAKSituasi ekonomi global yang dinamis mendorong perusahaan untuk melakukanperubahan demi dapat bersaing dan mempertahankan kredibilitas organisasi. Untukmencapai keberhasilan perubahan, organisasi perlu meningkatkan komitmen perubahanpada karyawan agar karyawan bersedia berkontribusi bagi pelaksanaan perubahanorganisasi. Penelitian ini bertujuan untuk menguji proses komunikasi perubahansebagai parameter komitmen perubahan. Variabel komitmen perubahan diukurmenggunakan Commitment to Change Inventory yang dikembangkan oleh Herscovitch& Meyer (2002), sedangkan variabel komunikasi perubahan diukur menggunakanChange Communication Questionnaire yang dikembangkan oleh Harp (2011).Penelitian dilakukan terhadap 243 karyawan yang bekerja di dua perusahaan asuransidi Jakarta. Hasil penelitian menunjukkan bahwa komunikasi perubahan memilikipengaruh positif dan signifikan terhadap komitmen perubahan (β=0.243, p<0.01, onetailed).Komunikasi perubahan juga menunjukkan pengaruh yang positif dan signifikanterhadap dimensi-dimensi komitmen perubahan, yakni dimensi komitmen perubahanafektif (β=0.278, p<0.01, one-tailed) dan dimensi komitmen perubahan normatif(β=0.274, p<0.01, one-tailed). Di sisi lain, komunikasi perubahan tidak menunjukkanpengaruh positif dan signifikan terhadap komitmen perubahan kotinuans (β=0.037,p>0.01, one-tailed).

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ABSTRACTGlobal economic condition dynamically changes. It forces companies in Indonesia toexecute organizational change to fight the competition and maintain its credibility. Asthe support of individual importance in the successful of change, organization needs toincrease commitment to change among employees to lead them contribute for theimplementation of organizational change. This study aims to examine changecommunication as a parameter of commitment to change. Commitment to change wasmeasured by Commitment to Change Inventory which was developed by Herscovitch& Meyer (2002), while change communication was measured by ChangeCommunication Questionnaire which was developed by Harp (2011). This study wasconducted with 243 employees who work in two insurance companies experiencingorganizational change in Jakarta. The results showed that change communication canindeed predict commitment to change (β=0.243, p<0.01, one-tailed). Changecommunication also positive and significantly predict the dimensions of commitmentto change, which are affective commitment to change (β=0.278, p<0.01, one-tailed)and normative commitment to change (β=0.274, p<0.01, one-tailed). However, changecommunication did not positive and significantly predict continuance commitment tochange (β=0.037, p>0.01, one-tailed).