ADKAR Model Approach to Personnel Readiness to Relocation of PDEA Academy to Tanay, Rizal, Towards Transition Management
DOI:
https://doi.org/10.5281/zenodo.21544103Keywords:
Personnel Readiness, ADKAR Framework, New Public Management, Organizational Relocation, Sustainable Institutional ReformAbstract
This study examined the readiness of personnel at the Philippine Drug Enforcement Agency (PDEA) Academy for the planned relocation to Tanay, Rizal in 2028, using the ADKAR framework (Awareness, Desire, Knowledge, Ability, and Reinforcement) and principles of New Public Management (NPM). The research revealed that demographic factors—such as marital status, tenure, and residency in Cavite—significantly shape readiness, particularly influencing the Desire dimension due to family obligations, commuting distance, and housing adjustments. Findings showed that personnel demonstrated high levels of awareness, strong desire, and confidence in ability, but only moderate knowledge and weak reinforcement. Awareness was very high, reflecting effective communication of relocation plans, while desire was tempered by personal and logistical concerns. Ability was expressed with confidence in technical competence, though emotional resilience varied. Knowledge gaps persisted in logistical clarity and role-specific adjustments, while reinforcement mechanisms were weakest, with personnel citing insufficient policies, incentives, and support systems. Perceptions of relocation were largely positive, consistent with NPM principles, as personnel anticipated improvements in efficiency, training quality, and resource utilization. However, optimism was tempered by concerns about infrastructure readiness, adequacy of facilities, and safety risks. Personnel also identified challenges such as communication gaps, emotional strain, resource limitations, and bureaucratic delays. To address these, collective suggestions emphasized transparent communication, welfare-centered policies, structured orientation, capacity-building programs, and institutionalized reinforcement mechanisms. Overall, the study concludes that while personnel are generally supportive of the relocation and recognize its alignment with modern managerial principles, readiness remains fragile. Targeted managerial interventions across ADKAR dimensions are essential to strengthen knowledge dissemination and reinforcement strategies, ensuring that the relocation achieves its intended organizational outcomes and contributes to sustainable institutional reform.
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