Participation and Commitment to Change on Middle Managers in Indonesia: The Role of Perceived Organizational Support as Mediator

Commitment to change on middle managers was assumed to be an important factor that supported the success of the implementation of the organizational change plan. Based on the social exchange theory, commitment to change on middle managers could develop with a reciprocal relation between the organization and the middle managers. This research aimed to test the participation of middle managers on the commitment to organizational change with perceived organizational support as the mediator. Participation in the period of change was an exchangeable resource, while perceived organizational support was an indicator of the quality of the relationship between the middle managers and the organization. Research data were obtained from 227 middle managers on one of the government organizations in Indonesia which was in a period of change. Research results showed that perceived organizational support could have the role as a partial mediator between participation in period of change with commitment to change. Perceived organizational support and participation in period of change would increase the affective and normative commitment to change, while decreasing the continuous commitment to change. This research result could contribute practically and theoretically in the understanding and discussion regarding the role of middle managers in organizational change.