| dc.description.abstract | This study aims to analyze change management in the alignment of supervisory positions to functional positions within the Padang Lawas Regency Government. The research employs Jeffrey M. Hiatt's ADKAR change management model to examine five dimensions following the alignment process, namely Awareness, Desire, Knowledge, Ability, and Reinforcement. A qualitative approach with a descriptive method was applied, using data collection techniques such as interviews, observation, and documentation. The data analysis followed the Miles, Huberman, and Saldana model, including data collection, condensation, presentation, and conclusion drawing.
The results indicate that change management in the alignment of supervisory positions to functional positions across the five ADKAR dimensions shows varying levels of achievement. The Awareness dimension, related to understanding the rationale and urgency of the change, achieved a very high level, with most employees comprehending the policy's foundation. Similarly, the Ability dimension, reflecting employees' basic capability and competence in carrying out their new roles, was also at a good level. However, significant challenges remain in the other three dimensions. The Desire dimension, reflecting willingness to support and actively participate in the change, faced obstacles due to concerns about future career development patterns. The Knowledge dimension, related to the implementation of new roles and responsibilities as functional officials, requires further improvement through more systematic and comprehensive socialization and training. Finally, the Reinforcement dimension, which plays a role in sustaining long-term change, has not yet reached optimal conditions, necessitating more consistent and targeted strengthening strategies. | en_US |
