Sovereignty in working and self-efficacy in company change initiatives: A perspective from an Indonesian manufacturing company

A company must be flexible, adaptable, and able to continuously transform in order to succeed in a competitive business environment. However, in reality, changes made by the company cannot be separated from the emerging risks. Initiative changes made by companies risks failure primarily as a consequence of employee resistance. Thus, the company needs to find a way to manage the resistance: for example, by giving the employees job autonomy and self-efficacy. The research aimed to see the influence of job autonomy and self-efficacy on job performance with the resistance to change as an intervening variable. The variable in this research was measured using a survey on 168 respondents with the Partial Least Square (PLS) statistical tool. The results indicated that job autonomy and self-efficacy have a significant negative relationship with the resistance to change, and the resistance to change has a significant negative relationship with job performance. In addition, there is no significant result from the direct test of the influence of job autonomy on job performance. Furthermore, the test results indicate that resistance to change fully mediated the relation between job autonomy and job performance and partially mediated the relation between self-efficacy and job performance. The result of the study is expected to provide inputs for company management to manage initiative changes in order to achieve the expected result.