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July 2, 2026Open Access

Linking Work Self-Efficacy To Change-Supportive Behavior Through Career Adaptability And Person–Organization Fit Under Proactive Behavior Conditions

NHNeno HamrionoUniversitas Negeri Surabaya DWDewie Tri Wijayati WardoyoState University of Semarang AWAndre Dwijanto WıtjaksonoUniversitas Negeri Surabaya

Key Points

This study analyzes how work self-efficacy, proactive behavior, person-organization fit, and career adaptability influence change-supportive behavior.
Quantitative approach using a survey method with a Likert-scale questionnaire.
Sample consisted of 184 civil servants with less than three years of service, using purposive and simple random sampling.
Data analyzed using Structural Equation Modeling-Partial Least Squares (SEM-PLS) with SmartPLS 4.0.
Work self-efficacy significantly affects person-organization fit (t = 4.204; p = 0.000).
Person-organization fit significantly impacts career adaptability (t = 21.383; p = 0.000) and change supportive behavior (t = 4.403; p = 0.000).
Career adaptability does not significantly affect change supportive behavior (t = 1.240; p = 0.216) and does not mediate between person-organization fit and change supportive behavior (t = 1.252; p = 0.211).

Abstract

Background The separation of the Coordinating Ministry for Political and Security Affairs into two new ministries through Presidential Regulation No. 141/2024 and No. 142/2024 has necessitated adjustments to organizational structure, work processes, and human resource placement. This situation raises strategic issues regarding how Work Self-Efficacy, Proactive Behavior, Person–Organization Fit, and Career Adaptability influence employees’ Change Supportive Behavior. This study aims to analyze the direct and indirect relationships among these variables, including the moderating role of Proactive Behavior and the mediating role of Career Adaptability. Methods This study employed a quantitative approach using a survey method with a Likert-scale questionnaire. The sample consisted of 184 civil servants from the Coordinating Ministry for Political and Security Affairs with less than three years of service, selected through purposive and simple random sampling. Data analysis was performed using Structural Equation Modeling–Partial Least Squares (SEM-PLS) with SmartPLS 4.0 to test direct effects, indirect effects, reliability, validity, and the predictive power of the model. Results Work Self-Efficacy had a significant effect on Person–Organization Fit (t = 4.204; p = 0.000), and this relationship was strengthened when moderated by Proactive Behavior (t = 5.425; p = 0.000). Person–Organization Fit significantly affected both Career Adaptability (t = 21.383; p = 0.000) and Change Supportive Behavior (t = 4.403; p = 0.000). However, Career Adaptability did not significantly affect Change Supportive Behavior (t = 1.240; p = 0.216) and did not mediate the relationship between Person–Organization Fit and Change Supportive Behavior (t = 1.252; p = 0.211). Conclusions Employee support for organizational change is driven more by the alignment between individual and organizational values than by individual career adaptation capabilities. Proactive behavior serves as a catalyst that strengthens the relationship between work confidence and organizational fit.

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