Table 1 Dimensional analysis of psychological variables (n=60) Dimension Mean (/5.0) SD ρ with Index Interpretation Self-Discipline 4.25 0.35 0.507*** Strength (ceiling) Attitude/Self-Adj. 4.18 0.45 0.514*** Strength (ceiling) Self-Motivation 3.52 0.73 0.759*** Critical deficit Commitment 3.08 0.60 0.757*** Critical deficit Note: *** p < 0.001. Spearman correlations with Productivity Index. The 1.17-point gap between the highest dimension (Discipline, M=4.25) and the lowest (Commitment, M=3.08) evidences workers who know how to perform and do so consistently, but with limited directional energy toward growth. Applying the hierarchical multiplicative formula, workers averaged 50.72 (SD=15.20) against a theoretical maximum of 125, representing only 40.6% of potential capacity. The observed range (22.28–87.35) demonstrates that the highest-potential worker exhibits approximately four times the productive capacity of the lowest, justifying differentiated talent management approaches. Sensitivity analysis confirmed Motivation (ρ=0.759, p<0.001) and Commitment (ρ=0.757, p<0.001) as the strongest predictors, identifying these “soft” dimensions as primary intervention targets. 4.1.1 Counterintuitive Moderator Effects Three findings challenge conventional assumptions about workforce readiness for technological transitions. First, labor reconversion status showed no significant differences in change openness (U=1442.5, p=0.852), indicating that workers displaced from the closed smelter are no less receptive to new technology than original workers. Second, age demonstrated null correlation with resistance (ρ=–0.089, p=0.506); workers over 50 years showed equivalent openness (M=3.87) to those under 35 (M=3.83). This finding directly supports Kraiger and Ford’s (2021) assertion that “well-designed training works for all” regardless of age. Third, work group differences proved significant (H=10.89, p=0.012), with supervisors explaining 15–20% of variance in change readiness—exceeding all demographic predictors—confirming the Burke-Litwin (1992) causal framework positioning immediate supervisors as critical mediators between organizational strategy and individual response. 4.2 Qualitative Findings (1,320 Narratives) Thematic analysis of 1,320 narrative responses (inter-coder reliability Kappa=0.78) using Braun and Clarke’s (2006) six-phase method, complemented by game theory interpretation, revealed four emergent dimensions. Temporal orientation analysis showed 36.4% future-oriented workers (M change openness=4.12), 42.2% present-focused (M=3.84), and 21.4% anchored in the past (M=3.51)—the 0.61-point difference between future and past orientations (t=5.23, p<0.001) demonstrating temporal framing’s impact on adaptability. Among reconverted workers, past-anchoring was particularly prevalent, with narratives revealing unresolved identity loss and 221
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