THE INFLUENCE OF RESILIENCE AND STRESS MANAGEMENT ON EMPLOYEE BEHAVIOR FACING ORGANIZATIONAL CHANGE: EVIDENCE FROM SMES IN GORONTALO

Abstract

Small and Medium Enterprises (SMEs) in Indonesia face increasing challenges from rapid organizational changes, requiring employees with high resilience and effective stress management capabilities. Understanding how these psychological factors influence employee behavior during change is crucial for organizational success. This study investigates the influence of resilience and stress management on employee behavior when facing organizational change in SMEs located in Gorontalo Province, Indonesia. A quantitative approach was employed using a structured questionnaire administered to 31 employees from various SMEs in Gorontalo. The instrument measured three main constructs: resilience (30 items across 6 dimensions), stress management ability (20 items across 4 dimensions), and change behavior (25 items across 5 dimensions). Data were analyzed using descriptive statistics, correlation analysis, and multiple regression analysis. The study found significant positive relationships between resilience dimensions (emotional regulation, impulse control, optimism, personal strength, social support, and negotiation ability) and adaptive change behavior (r = 0.687, p < 0.001). Stress management capabilities, particularly stress awareness and coping strategies, significantly predicted positive responses to organizational change (β = 0.542, p < 0.001). Personal strength and social support emerged as the strongest predictors of change readiness among resilience dimensions. Resilience and stress management capabilities are critical factors influencing employee behavior during organizational change in SMEs. Organizations should invest in developing these psychological capabilities to enhance change management effectiveness and organizational adaptability.