Human resource competency 4.0 and its impact on Bank Indonesia employees' readiness for transformational change

• Published in: Journal of organizational change management Vol. 35; no. 4/5; pp. 749 - 779
• Main Authors: Lubis, Anggia Sari, Lumbanraja, Prihatin, Absah, Yeni, Silalahi, Amlys Syahputra
• Format: Journal Article
• Language: English
• Published: Bradford Emerald Publishing Limited 01.09.2022; Emerald Group Publishing Limited
• Subjects: Employees; Human resources; Industrial Revolution; Leadership; Organizational change; Skill development; Soft skills; Success; Training; Human resource competency 4.0; Soft skill training; Bank Indonesia; Transformational leadership; Individual characteristics; Employee readiness
• ISSN: 0953-4814; 1758-7816
• DOI: 10.1108/JOCM-02-2021-0045

PurposeThe purpose of this paper is to analyze the influence of factors that affect human resource competency (HRC) 4.0, employee readiness for transformational change as well as analyzing the mediating and moderating factors that influence the relationship of factors such as soft skills training and individual characteristics on employee readiness for transformational change and HRC 4.0.Design/methodology/approachThis research is a quantitative research with descriptive statistics. The analytical tool used is a structural equation model of partial least squares (PLS). This research was conducted at five Bank Indonesia Offices in Aceh and North Sumatra Provinces. Using a proportional random sampling technique, 200 respondents of employees were selected.FindingsThe results of this study are as follows: (1) both soft skill training and individual characteristics have a significant effect on HRC 4.0; (2) HRC 4.0, soft skill training and individual characteristic have a significant on employee readiness for transformational change; (3) soft skill training has significant effect on employee readiness for transformational change through HRC 4.0; (4) individual characteristic has a significant effect on employee readiness for transformational change through HRC 4.0; (5) the effect of HRC 4.0 on employee readiness for transformational change moderates by transformational leadership; (6) the effect of HRC 4.0 on employee readiness for transformational change moderates by employee commitment to change.Originality/valueThis research contains valuable novelty, which is a new concept of HRC 4.0 that is linked to soft skill training and individual characteristics variables, and employee readiness for transformational change. Furthermore, transformational leadership and employee commitment variables have significant effect in moderating the influence off HRC 4.0 on employee readiness for transformational change.