Many organizations today have to change and adjust themselves with the changing external environment. However, not all organizational change had been succeeded. One of the reasons why the change process often failed was due to lack of readiness for change. The aim of this study is to identify the role of psychological capital and psychological empowerment on individual readiness for change (IRFC). The results from 175 respondents collected from state own construction company in Indonesia showed that both psychological capital and psychological empowerment have positive and significant influence on individual readiness for change (R 2 = 0.451). The results also showed that psychological empowerment has slightly higher influence on individual readiness for change (R 2 = 0.341), compared to psychological capital (R 2 = 0.341).
Entrepreneurship is becoming a very relevant instrument to promote economic growth and development of the country. In this regard, entrepreneurship has been a topic that is interesting to be discussed in developing country. The objective of this study is to identify the role of self efficacy as well as parent’s influence on entrepreneurial intention. Respondents consists of 215 new under graduate students in reputable university in Indonesia. The results showed that self-efficacy has positive and significant influence on entrepreneurial intention. However, parent’s influnce has no signifcant influence on entrepreneurial intention. The implications of the study can be used for government as well as university’s management to develop self-efficacy of their students in order to develop their entrepreneurial intention, by providing them with training, coaching, and mentoring. Furthermore, the results also revealed that entrepreneurial experience has positive and significant influence on entrepreneurial intention.
Organizational change plays an important to achieve the success of organizational change. The objective of this paper is to identify the role of leadership and employee condition on reaction to organizational change. This study was conducted at state-owned organizations with 539 respondents. The results showed that job satisfaction act as mediator between change leadership and individual readiness for change and commitment to change, and employee engagement was not significantly correlated with commitment to change. This research is important for organizational change management in order to plan and implement changes more effectively.
Globalization is everywhere, in this regard, every organization should change according to the needs and requirement of the environment. In addition, in today's economy, it's critical to have effective, and efficient organization. Failure to effectively engage employees can result in wasted resources, unboptimal organizational performance, and deteriorating employee morale. On the other hand, successfully engaging and committing employee can result in higher levels or organizational performance as well as higher levels of job satisfaction, both of which are much needed in today's environment.The question arises whether organizational commitment, and employee engagement are related to individual readiness for change. The objective of this research is to identify the relationship and impact between organizational commitments, employee engagement to individual readiness to change. This study done in four financial companies, that consist of three private owned banks and one government owned financial company (N= 502), with quantitative methods and correlation survey. The results showed that both organizational commitment and employee engagement are positively relatd and have contributed to individual readiness to change. The results also show that the correlation of organizational commitment is stronger than employee engagement to individual readiness to change.
The purpose of this paper is to investigate the mediating effects of job satisfaction on the relationship between change leadership and commitment to change in the Indonesia's State Owned Companies setting. Data were gathered from 539 State-Owned Enterprise employees. Data were collected using questionnaires about job satisfaction, change leadership, commitment to change. Descriptive analysis reported by factor analysis, reliability analysis, pearson correlation with additional hypothesis testing using hierarchical multiple regression. The results shows as follows: Job Satisfaction can be regarded as mediation variable between Change Leadership and Commitment to Change.
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