Readiness for change is a critical determinant of successful organizational transformation. Armenakis et al. (1993) define it as a cognitive and emotional state in which individuals or groups believe that change is necessary and that they have the capability and support to implement it. It reflects individuals’ perception of the need for change and their willingness to engage in it. Holt et al. (2007) expand this view by emphasizing that readiness also involves emotional factors such as confidence, motivation, and trust. They identify four key dimensions: change appropriateness, change efficacy, management support, and personal valence each representing individual beliefs about the change process and its outcomes. Rafferty et al. (2013) divide readiness into two components: psychological readiness, which reflects attitudes and beliefs, and structural readiness, which refers to the availability of resources and systems supporting change. Sofyandi (2008) highlights that readiness emerges from individuals' understanding, motivation, and organizational support. Similarly, Wibowo (2016) underlines the need for inclusive communication and collective engagement to minimize resistance and ensure effective implementation. Overall, readiness for change is shaped by both individual perceptions and organizational context, making it a foundational element in managing transformation successfully.

Organizational commitment refers to the psychological attachment of individuals to their organization, reflecting their desire to remain, internalize its values, and contribute to its success (Mowday et al., 1979). It plays a crucial role in shaping employee attitudes and behaviors within the workplace. Meyer and Allen (1991) conceptualize organizational commitment through a three- component model: affective commitment (emotional attachment and identification), continuance commitment (perceived costs of leaving), and normative commitment (a sense of moral obligation to stay). These dimensions highlight both emotional and rational factors behind employee retention and engagement. Robbins and Judge (2017) note that organizational commitment influences key work behaviors, including attendance, performance, and openness to change. Higher levels of commitment are associated with greater loyalty, productivity, and readiness for change. Sopiah (2008) further defines commitment as a psychological state of involvement, loyalty, and responsibility toward the organization, shaped not only by personal values but also by work environment, leadership style, rewards, and communication systems. Wibowo (2016) emphasizes that organizational commitment serves as the foundation for trust and long-term collaboration. Committed employees are more likely to show consistent effort, persistence, and active participation in achieving organizational goals.

Employee agility is a modern human resource management concept that refers to an employee’s ability to adapt quickly, flexibly, and effectively to organizational changes, environmental shifts, and unexpected external

challenges (McGowan & Shipley, 2020). It has become increasingly critical in today’s volatile and disruptive work environment. Sutrisno (2016) defines employee agility as an individual’s competence to think and act swiftly in response to dynamic shifts in work processes, technology, or strategic direction. Agile employees are typically open-minded, eager to learn, and continuously ready for change. Similarly, Kurniawan (2021) describes employee agility as the capacity to innovate, adjust rapidly to new conditions, and remain resilient under pressure or uncertainty. It involves not just speed, but also the mental and emotional readiness to face change constructively. Robbins and Coulter (2016) view agility as an essential individual capability within dynamic organizations. Agile employees are proactive, willing to challenge outdated procedures, and able to collaborate across functions to meet evolving organizational demands.

Perceived organizational support (POS) refers to employees’ perception of the extent to which the organization values their contributions and cares about their well-being (Eisenberger et al., 1986). This perception plays a vital role in shaping a positive psychological contract between employees and the organization, which in turn influences performance, loyalty, and readiness for change (Morgan, 2017). Eisenberger et al. (1986) introduced POS as a grand theory to explain how organizational treatment affects employee attitudes and behaviors. Employees who perceived organizational support to feel more committed and motivated, especially in challenging work conditions. Robbins and Judge (2015) define POS as the degree to which employees believe their organization appreciates their work and prioritizes their welfare. This includes both tangible aspects (resources, tools, fair compensation) and intangible aspects (emotional support, recognition, and trust). Wibowo (2016) emphasizes that organizational support involves fulfilling employee needs through training, supportive leadership, incentives, and a conducive work environment, all of which enable employees to perform optimally. Sopiah (2008) also highlights POS as both practical and psychological assistance provided by the organization to help employees accomplish their tasks and grow professionally. Such support fosters a healthy work climate, enhances job satisfaction, and strengthens employee commitment.

Employee agility refers to the ability of individuals to quickly and effectively respond to changes in the work environment (Doz & Kosonen, 2008). It involves cognitive, emotional, and behavioral readiness for change enabling employees to learn rapidly, adjust strategies, and remain productive in uncertain situations. Agile employees tend to possess stronger self-efficacy and optimism, which are essential components of readiness for change (Luthans, 2011). They view change as an opportunity and are more likely to engage actively in organizational transformation. Empirical evidence by Rahmadani et al. (2021) confirms that employee agility positively influences readiness for change, highlighting its role in shaping adaptive behavior.

H1: Employee agility has a positive and significant effect on readiness for change among employees of BNN West Nusa Tenggara Province.

Perceived organizational support (POS) refers to employees’ belief that the organization values their contributions and cares about their well-being (Eisenberger et al., 1986). In the context of organizational change, such support helps foster confidence (change efficacy) and perceived benefit (valence) toward the change (Armenakis et al., 1993). Supportive actions such as training, open communication, and leadership involvement reduce uncertainty and enhance psychological readiness. According to Robbins and Judge (2017), a supportive work environment lowers resistance to change by making employees feel guided and secure during transitions. Empirical findings by Pradipta and Nugroho (2020) confirm that perceived organizational support significantly enhances readiness for change in public-sector reform efforts.

H2: Perceived organizational support has a positive and significant effect on readiness for change among employees of BNN West Nusa Tenggara Province.

Organizational commitment reflects employees’ psychological attachment to their organization, encompassing affective, normative, and continuance dimensions (Allen & Meyer, 1990). In the context of change, employees with strong commitment are more likely to adopt positive attitudes and behaviors that support transformation. Herscovitch and Meyer (2002) argue that commitment to change is strongly influenced by organizational commitment. Employees who identify with organizational values are more motivated to accept and support change as part of their responsibility to sustain the organization. Robbins and Judge (2017) further explain that affectively committed individuals often become agents of change, driven by emotional and moral investment in the organization’s success. Empirical evidence from Lestari and Fadli (2020) shows that organizational commitment significantly affects public employees’ readiness to face policy reforms.

H3: Organizational commitment has a positive and significant effect on readiness for change among employees of BNN West Nusa Tenggara Province.

Employee agility refers to the capacity of individuals to adapt quickly and effectively in response to changing and complex work environments (Doz & Kosonen, 2008). Agile employees tend to absorb new information rapidly, adjust behaviors flexibly, and remain resilient amid organizational shifts. These adaptive capabilities foster a stronger sense of confidence, recognition, and belonging—factors that contribute to organizational commitment (Robbins & Judge, 2017). Organizational commitment, as defined by Allen and Meyer (1990), includes affective, normative, and continuance components that reflect psychological attachment to the organization. When employees feel capable of

navigating change successfully, they are more likely to feel emotionally invested and motivated to contribute. Empirical support comes from Dewi and Saputra (2021), who found that employee agility significantly influences organizational commitment in the banking sector.

H4: Employee agility has a positive and significant effect on organizational commitment among employees of BNN West Nusa Tenggara Province.

Perceived organizational support (POS) is defined as employees’ belief that the organization values their contributions and cares about their well-being (Eisenberger et al., 1986). According to social exchange theory (Blau, 1964), when employees perceive fair treatment and organizational care, they reciprocate with positive attitudes, including stronger commitment to the organization (Cropanzano & Mitchell, 2005). Supportive practices such as relevant training, open communication, and fair rewards enhance employees’ sense of belonging and emotional attachment to the organization (Robbins & Judge, 2017). This perceived support encourages loyalty and psychological investment in the workplace.Empirical findings by Putri and Hidayat (2021) show that perceived organizational support significantly strengthens organizational commitment in the industrial sector.

H5: Perceived organizational support has a positive and significant effect on organizational commitment among employees of BNN West Nusa Tenggara Province.

Employee agility refers to the ability of individuals to respond quickly and flexibly to organizational change. Agile employees tend to develop positive perceptions of their organization, which can enhance their psychological attachment and commitment (McGowan & Shipley, 2020; Kurniawan, 2021). According to Meyer and Herscovitch (2001), organizational commitment may mediate the relationship between individual characteristics and readiness for change. Agile employees often exhibit greater self-confidence and emotional connection to their workplace, which fosters a proactive attitude toward change (Luthans, 2011). Empirical research by Prasetya and Indrawan (2021) confirmed that organizational commitment significantly mediates the relationship between employee agility and readiness for change in organizational settings.

H6: Employee agility has a positive and significant effect on readiness for change through organizational commitment among employees of BNN West Nusa Tenggara Province.

(Eisenberger et al., 1986). This perception fosters emotional attachment and loyalty, which form the foundation of organizational commitment (Meyer & Allen, 1997). According to social exchange theory (Blau, 1964), employees reciprocate organizational support with positive attitudes and behaviors. However, this process often occurs through a psychological mechanism— organizational commitment—that enhances readiness to embrace change (Luthans, 2011). When employees feel valued and committed, they are more resilient and proactive during organizational transformations. Aprillia and Budiman (2020) demonstrated that organizational commitment significantly mediates the relationship between perceived organizational support and readiness for change.

H7: Perceived organizational support has a positive and significant effect on readiness for change through organizational commitment among employees of BNN West Nusa Tenggara Province.

Table 1. Characteristics of Respondents

The demographic profile of the respondents in this study consists of 54 active employees of the National Narcotics Board (BNN) of West Nusa Tenggara Province. Most respondents were male (58%) and aged 31–40 years (45%). In terms of education, the majority held a bachelor’s degree (57%), followed by high school (22%), diploma (15%), and master’s degree (9%). These figures indicate that the workforce at BNN NTB is relatively well-educated and predominantly in the productive age group, which may influence their readiness to face organizational change.

Convergent Validity

Table 2. Outer Loading Sensors

Based on the outer loading results, all indicators for the variables Employee Agility, Perceived Organizational Support, Readiness for Change, and Organizational Commitment show loading values above 0.70. This indicates that each indicator strongly contributes to measuring its respective construct and meets the criteria for convergent validity. Therefore, the research instrument is considered construct valid and appropriate for further analysis in the structural model.

Table 3. Average Variance Extranced (AVE)

Based on the results in Table 3, all variables show AVE (Average Variance Extracted) values above 0.50. This indicates that the constructs meet the criteria for convergent validity, as more than 50% of the variance is explained by the

indicators within each construct. Thus, the variables Readiness for Change, Employee Agility, Perceived Organizational Support, and Organizational Commitment are all considered valid in terms of convergent validity.

Table 8. Cross Loading

Discriminant validity is used to assess whether each construct in the model is truly distinct from other constructs by comparing the cross-loading values. Based on Table 8, each indicator shows the highest loading value on the latent variable it is intended to measure, compared to its loading on other constructs. For instance, all indicators for Employee Agility (X1.1 to X1.12) have higher loadings on the Employee Agility variable than on Perceived Organizational Support, Readiness for Change, or Organizational Commitment. Similarly, indicators of Perceived Organizational Support, Readiness for Change, and Organizational Commitment load more strongly on their respective variables. These results indicate that all constructs meet the criteria for discriminant validity, meaning the indicators are well differentiated from one another and validly measure their respective constructs.

Table 4. Composite Reliability

Composite reliability is used to assess the internal consistency of indicators in measuring their respective constructs. According to Table 4 all variables Readiness for Change, Employee Agility, Perceived Organizational Support, and Organizational Commitment—demonstrate high reliability. The Cronbach’s Alpha values for each variable are above the threshold of 0.70, indicating good internal consistency. Additionally, the composite reliability values (rho_a and rho_c) for all constructs exceed 0.90, further confirming the robustness of the measurement model. These results suggest that the indicators used in the study are reliable and consistently reflect the intended latent variables. Therefore, it can be concluded that all constructs meet the reliability criteria and are appropriate for further analysis.

R-Square

Table 5. R-Square

The R-square (R²) value is used to measure the explanatory power of the independent variables toward the dependent variables in the structural model. As shown in Table 10, the R-square value for Readiness for Change is 0.365, which means that 36.5% of the variance in readiness for change can be explained by the variables Employee Agility, Perceived Organizational Support, and Organizational Commitment. Meanwhile, the R-square value for Organizational Commitment is 0.512, indicating that 51.2% of the variance in organizational commitment can be explained by Employee Agility and Perceived Organizational Support. The adjusted R-square values (0.327 and 0.493 respectively) show the model’s stability when generalized to the population. R- square value above 0.25 is considered weak to moderate, and above 0.50 is

considered moderate. Therefore, the model has acceptable predictive accuracy for both dependent variables.

Table 6. Direct Effect

Based on the results shown in Table 6, the hypothesis test on direct effects presents several important findings. First, the path coefficient from Employee Agility to Readiness for Change is 0.248 with a t-statistic of 1.515 and a p-value of 0.130, indicating that the effect is positive but not statistically significant at the 5% significance level. Similarly, the effect of Perceived Organizational Support on Readiness for Change yields a coefficient of 0.198 with a t-statistic of 1.268 and a p-value of 0.205, also showing a non-significant direct effect. In contrast, Organizational Commitment has a significant positive effect on Readiness for Change, with a coefficient of 0.677, a t-statistic of 4.017, and a p-value of 0.000. This suggests that employees with stronger organizational commitment are significantly more ready to adapt to change. Moreover, the direct influence of Employee Agility on Organizational Commitment is statistically significant, with a coefficient of 0.286, a t-statistic of 3.191, and a p-value of 0.001. Similarly, Perceived Organizational Support has a very strong and significant effect on Organizational Commitment, with a coefficient of 0.549, a t-statistic of 7.418, and

a p-value of 0.000. These findings support the mediating role of organizational commitment, indicating that while agility and support may not directly influence readiness for change, they do so indirectly through commitment.

Table 7. Indirect Effect

Table 7 presents the results of the hypothesis testing for indirect effects. The indirect path from Employee Agility to Readiness for Change through Organizational Commitment shows a coefficient of 0.193, with a t-statistic of

2.468 and a p-value of 0.014. This indicates that the effect is positive and statistically significant at the 5% level, suggesting that employee agility indirectly increases readiness for change when mediated by organizational commitment. Similarly, the indirect effect of Perceived Organizational Support on Readiness for Change through Organizational Commitment is also positive and significant, with a coefficient of 0.371, a t-statistic of 3.162, and a p-value of 0.002. These findings reinforce the role of organizational commitment as a key mediating variable, implying that support and agility influence change readiness more effectively when they enhance employees’ commitment to the organization.