JOSS - Journal of Social Science - Volume 2 Number 8 August 2023 - Employee Resistance and the Agent of Change Management Model on the Juridical Implications of PTN-BH Status

Sep 10, 2026

Studies on Legal Entity State Universities (PTN-BH) in this decade focus more on financial management and student rejection. This study complements prior work by examining holistic PTN-BH management through change management and internal employee resistance. Using a method to collect in-depth and extensive data, it finds that emphasizing transition management in the work system and leveraging the UNNES Rector’s power as an agent of change reduces resistance while increasing support for juridical implications of UNNES PTN-BH status. Integrative, inclusive governance and effective communication are key to bridging the results.

LanguageEnglish

CategoryResearch & Report

FormatPDF

Pages15

Reading Time38 min

AccessFree to download

Introduction

Study objectives and research focus

Research gap and novelty

Method Research

Research design (sequential mixed methods)

Data collection and respondents

Findings and implications

Transition management and agent of change

JOSS : Journal of Social Science Volume 2 Number 8 August 2023 p-ISSN 2963-1866-e-ISSN 2963-8909 EMPLOYEE RESISTANCE AND THE [AGENT OF] CHANGE MANAGEMENT MODEL ON THE JURIDICAL IMPLICATIONS OF PTN-BH STATUS Mulyo Widodo1, Wahyu Beny Mukti Setiyawan2, Siti Mursidah3 Universitas Negeri Semarang, Indonesia [Email: mulyo@mail.unnes.ac.id](Email: mulyo@mail.unnes.ac.id) KEYWORDS Employee Receiptsin PTN-BH Change, Change Management, Organizational Change Strategy ABSTRACT Studies on Legal Entity State Universities (PTN-BH) in this decade are more related to the study of money management and student rejection. Trying to complement the study, this study tries to see the holistic management of PTN-BH through a change management approach and resistance of PTN-BH employees internally. Using a method to obtain in-depth and massive data, finally, this study found that emphasizing transition management in the work system, as well as the use of the UNNES Rector's power as an agent of change is a good way to reduce resistance and increase support for the juridical implications of UNNES PTN-BH. In more detail, the optimization of 86.17% of juridical support and reduction of resistance, amounting to 15,054% of UNNES PTN-BH status, can be bridged through integrative and inclusive management governance and good communication between structures and implementers. Based on these findings, this paper has provided a sensitive frame of mind and complemented previous studies on the change in the status of PTNBLU (State University-Umunm Service Agency) to PTN-BH. In practical terms, this study has also become a strategic study for UNNES in determining the attitudes and steps needed. INTRODUCTION As a reality, law number 12 of 2012 concerning higher education PTN-BH has created a new standard space for universities in Indonesia (Anggraini, 2019) . Furthermore, any university that holds PTN-BH status will usually be considered a national/world standard university (Azis & Gugus, 2021, p. 9) . The image of this partial meaning, simultaneously [at least] will produce two possible facts, namely accelerating the growth of Indonesian education or strengthening the problem of discrimination at local universities (Darlis, Lubis, Farha, Laoli, & Lestari, 2023; Diyanto, Putranti, & Yuwono, 2021) . Nevertheless, Semarang State University [UNNES] responds to this phenomenon by accelerating the growth of inclusive world-class education as UNNES's vision and mission from the beginning. Until finally UNNES in 2022 changed its status to PTN-BH, namely after the government regulation of the Republic of Indonesia number 36 of 2022 concerning PTN-BH UNNES officially came out. UNNES's status as PTN-BH, then has parallel consequences on the management transformation that must be carried out. The implications of this juridical transformation often create a camp that is resistant to all maneuvers of certain actions carried out later (Saputra, 2023; Arrahmah, 2022; Hanafi, 2017; Setyawan & Listiara, 2017) . Thus, the objectives of this study are (1) to look for resistance [seeds] that may be present along with mapping the attitude-actions of actors who are resistant to changes in the status of PTN-BH UNNES; (2) find the right management model in response to the juridical implications of PTN-BHUNNES. When viewed from previous studies, the focus of this study has also had a complementary, different and more holistic context. This is because the literature study on resistance in the body of PTN-BH is explicit, quite difficult to find. Even if present, studies on PTN-BH resistance arise more from the student side rather than from the internal management side (Wasi, 2023; himatepfip, 2021; Susilo, 2021) . On the other hand, management studies as a response from PTN-BH are also still minimally found. Management studies that answer changes in the status of PTN-BH still focus a lot on money management studies (Rudhianto, Utami, & Widarjo, 2022; Azis & Gu

FAQs

What is the main focus of this study on PTN-BH status at UNNES?

The study examines employee resistance and applies an [agent of] change management model to address juridical implications of UNNES’s PTN-BH status.

What research method does the paper use?

It uses sequential mixed methods: qualitative research first, followed by quantitative research, where the outputs are connected between stages.

How does the study suggest reducing resistance and increasing support?

By emphasizing transition management in the work system and using the UNNES Rector’s power as an agent of change, supported by integrative and inclusive governance and good communication.

Sep 10, 2026

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