The Impact of Supervisor Support, Organizational Justice, and Psychological Empowerment on Organizational Change Commitment

This study aims to clarify the mechanisms through which individual and organizational factors shape lecturers' commitment to organizational change, with a particular focus on the mediating role of readiness for change. It examines the influence of psychological empowerment, organizational justice, and supervisor support on commitment to change among public university lecturers in Indonesia. Using a non-experimental quantitative approach, data were collected through structured questionnaires from 213 lecturers across various faculties in Padang. Partial Least Squares Structural Equation Modeling (PLS-SEM) was employed to test the proposed causal model. The findings show high levels of psychological empowerment, organizational justice, supervisor support, readiness for change, and commitment to change. The dimensions of “meaning” (psychological empowerment) and “interpersonal” (organizational justice) emerged as the most salient. The structural model demonstrated strong reliability and validity, confirming that psychological empowerment and organizational justice significantly enhance both readiness and commitment to change. Supervisor support positively influenced readiness, but not directly commitment. Notably, readiness for change served as a key mediator in the model. These findings underscore the importance of fostering an empowering, just, and supportive environment to enhance change readiness and strengthen commitment, particularly in academic institutions undergoing transformation.