The study aimed to explore the relationship between perceived organizational support and readiness for change mediated by affective commitment. The empirical data was collected from 144 non-probability convenient samples of the government employees from various levels and positions. Readiness for change was measured using the Readiness for Change Scale, how much support employees felt they got from their organization was assessed using the Survey of Perceived Organizational Support, and an Affective Commitment subscale was used to measure employees' affective commitment. The study results showed that perceived organizational support improves employee readiness for change as a consequence of the mediation of affective commitment. Employees who perceive their organization as supportive will have a higher positive emotional attachment to the organization and a more positive response to the change process in their organization. Additionally, this paper discusses the theoretical and methodological implications of these findings and offers direction for the future research in this area.
Stress is something that cannot be avoided, especially stress related to one's work. Employees who experience job stress have been found to be less motivated and healthy, and, thus, less productive at work. The teachers and operational staff at the HIJ School confirmed that they felt job stress due to the unpredictable job demands of the school. The purpose of this study is to examine the relationship between job demands and job stress, and determine the appropriate interventions. Participants in this research included 56 teachers and staff who filled out an online questionnaire and who fit the following criteria: Indonesian citizens, minimum education level of a bachelor's degree, and a minimum of two years' work experience. The design of this research was quantitative and used Pearson correlation analysis using SPSS. The measuring tools used were the Job Stress Scale to measure job stress (DV) with Cronbach's alpha = .86, and the Challengeand-Hindrance-Related Self-Reported Stress Measures to measure job demands (IV) with Cronbach's alpha = .90. The respondents that took part in the intervention were six operational staff participating in a job crafting programme. The results of the research indicate that job demands significantly affect job stress (p < .05), and that job crafting interventions can decrease the perception of job demands with a pre-test/post-test difference of 38.33 and 31.00 respectively.
This study shows the effect of perceived organizational virtuousness on work engagement. Based on social identity theory, the researchers hypothesize that organizational identification mediates the relationship between perceived organizational virtuousness and work engagement. This study analyzes data from online and offline questionnaires given to 84 participants from various work sectors. The measurements of the study are the Short Utrech Work Engagement Scale (UWES-9), Organizational Identification Scale, and Organizational Virtuousness Perceived Scale. The data were analyzed with regression analysis using SPSS 25.0. The results show that perceived organizational virtuousness significantly affected work engagement, perceived of organizational virtuousness was significantly related to organizational identification, organizational identification was significantly related to work engagement, and the relationship between perceived organizational virtuousness and work engagement was fully mediated by organizational identification. These findings support the social identity theory that organizational identity mediates the relationship between perceived organizational virtuousness and work engagement. This study provides a needed step forward to building a virtuous climate in an organization.
This paper presents a model on how the degree of fit between a person and a work environment within the six areas of work life-including workload, control, reward, community, fairness, and values-determines the extent to which the employee experiences what is described as engagement and burnout. A sample of 160 full-time Indonesian employees was involved in cross-sectional research. The data were collected using a questionnaire consisting of the Maslach's Burnout Inventory-General Survey, the Utrecht Work Engagement Scale, and the Areas of Work-life Scale to measure employees' level of burnout and engagement, as well as the degree of congruence with their work environment. To explore the relationships among measured variables, the hypothesized models were tested using a structural equation model. The proposed model shows a good fit in which the result satisfies all the fit indices used. The influence of employees' match with workload, reward, community, and fairness on burnout was negative and statistically significant. A match in the workload had a positive, statistically significant influence on work engagement. Management must realize employees' degree of congruence with the work environment is an essential predictor of their engagement and burnout experience. This article complements the literature on occupational health psychology by explaining the degree of congruence with the work environment influences engagement and burnout level in the Indonesian workforce.
This study developed an application for the job-demands-resources (JD-R) model of work engagement to test the moderating effects of quantitative workload on the relationship between job autonomy and work engagement in millennials. A cross-sectional study design was employed on 145 millennial employees in Indonesia. The Utrecht Work Engagement Scale (UWES) was used to measure work engagement, the Autonomy Task Characteristic scale was used to measure job autonomy, and the Quantitative Workload Inventory (QWI) was used to measure quantitative workload. Regression analysis based on a simple moderation model was then applied to the results from which it was found that there was a positive and significant moderating effect of quantitative workload on the relationship between job autonomy and work engagement. The results clearly expanded the job demands-resources (JD-R) model and suggested that job autonomy as a job resource had the salience to increase the work engagement of the millennial generation in a high workload (quantitative workload) context. The results of this study provide guidance to organizations in terms of the job demands and job resources to ensure millennial well-being and good job performance in Indonesia.
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