Commitment, employee engagement and readiness to change among oil palm plantation officers
SA Journal of Human Resource Management
| Field | Value | |
| Title | Commitment, employee engagement and readiness to change among oil palm plantation officers | |
| Creator | Zulkarnain, Zulkarnain Hadiyani, Sherry Ginting, Eka D.J. Fahmi, Fahmi | |
| Description | Orientation: Organisations must continually adapt to the external environment to remain competitive. However, employees often resist change because of fear and uncertainty.Research purpose: This study has two objectives. The first is determining how commitment and engagement influence employee readiness to change. The second is to identify the most significant predictor of readiness for change, using aspects of commitment and dimensions of employee engagement.Motivation for the study: Change is vital for an organisation’s survival, and employees are central to this process. Overcoming employee resistance to change is critical. By understanding the factors that influence employee readiness, organisations can better manage change and increase their chances of success.Research approach/design and method: The study involved 206 oil palm plantation employees. It employed a hierarchical regression analysis to assess the influence of commitment and engagement on employee readiness for change.Main findings: The study reveals that commitment and engagement have a significant impact on employee readiness for change. Employees who demonstrate higher levels of commitment and engagement are more likely to be prepared for and open to change.Practical/managerial implications: The study findings provide practical insights for organisations aiming to implement successful change initiatives. Encouraging change, creating a climate of readiness, and addressing resistance are essential components of effective change management.Contribution/value-add: This research contributes valuable insights into the dynamics of employee readiness for change in organisations. Prepared employees are more likely to view change as a challenge, rather than an obstacle, which is a significant value-add in organisational change. | |
| Publisher | AOSIS | |
| Date | 2024-02-26 | |
| Identifier | 10.4102/sajhrm.v22i0.2471 | |
| Source | SA Journal of Human Resource Management; Vol 22 (2024); 8 pages 2071-078X 1683-7584 | |
| Language | eng | |
| Relation |
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https://sajhrm.co.za/index.php/sajhrm/article/view/2471/3661
https://sajhrm.co.za/index.php/sajhrm/article/view/2471/3662
https://sajhrm.co.za/index.php/sajhrm/article/view/2471/3663
https://sajhrm.co.za/index.php/sajhrm/article/view/2471/3664
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