The Impact of Psychological Capital on Transitional Readiness of Employees

The purpose of this study is to determine how employees’ psychological capital affects their preparedness for change. This study used quantitative correlational approaches with transitional readiness and psychological capital scales as measuring tools. Incidental sampling and snowball sampling are the sample methods employed. Data were collected via a Google form, and 132 subjects were assessed. Simple regression analysis was employed in the hypothesis testing. The correlation value R = 0,788 with a significance value of 0.000 (p 0.01) indicates a substantial association between psychological capital and employee readiness, according to the analysis’s findings. The study’s findings suggest a somewhat strong link between the two factors. R square is equal to 0,573, which suggests that psychological capital is responsible for 48,3% of the workforce’s preparation for changes. The analysis’s findings indicate that the optimism dimension and readiness for change are related, with the optimism dimension having a significance value of 0.010 (p 0.05) and the hope dimension having a significance value of 0.000 (p 0.01), respectively. The self-efficacy dimension, on the other hand, has a significance value of 0.864 (p>0.05), and the resilience dimension has a significance value of 0.554 (p>0.05), indicating that it does not directly relate to preparedness for change.