Transisi Kelembagaan dan Manajemen Perubahan SDM Kementerian Haji Umrah di Kabupaten Pamekasan

Abstract

This study analyzes human resource change management during the early phase of establishing the Ministry of Hajj and Umrah as a new public organization resulting from the division of the Ministry of Religious Affairs. The focus includes personnel transition strategies, the formation of work culture and new institutional identity, and employee responses to change dynamics. A qualitative single-case study was conducted at the Ministry of Hajj and Umrah Office in Pamekasan Regency. Data were obtained through semi-structured interviews with ten informants, participatory observation during the first three months of transition, and document analysis. Findings show that the unfreezing phase was marked by confusion of roles and identity. Managerial efforts were carried out through leadership communication and task restructuring, yet constrained by staff shortages temporarily addressed with interns. Employee responses formed three patterns: active adaptation, passive adaptation, and latent resistance. Transitional leadership and religious values accelerated the refreezing process and minimized negative impacts of change.