The current study investigates how supervisors’ engaging leadership, as perceived by their employees, increases employees’ job outcomes at the individual and team level, as mediated by (team) work engagement. Job outcome indicators at the team level are team performance, team learning, and team innovation; and at the individual level, job performance, employee learning, and innovative work behavior. The novel concept of engaging leadership is presented as the specific type of leadership to foster (team) work engagement. A multi-level longitudinal study is conducted among 224 blue collar employees nested in 54 teams in an Indonesian state-owned holding company in the agricultural industry using a one-year time lag. The findings show, as expected, that at the team level, engaging leadership at time 1 predicted team learning and team innovation (but not team performance) at time 2, via team work engagement at time 2. Additionally, an expected cross-level effect was observed from engaging leadership at the team level at time 1 predicting individual job performance (but not employee learning and innovative work behavior) at time 2, via team work engagement at time 2. Finally, an expected second cross-level effect was observed for engaging leadership at the team level at time 1, which predicted individual job performance, employee learning, and innovative work behavior at time 2, via work engagement at time 2.

This study had two objectives, the first was to find out the role of organizational commitment and employee engagement to readiness for change. Second was to find out the determinants of readiness for change based on aspects of organizational commitment (i.e., identification, involvement, and loyalty) and dimensions of employee engagement (i.e., organization, leadership, team member, job and individual). Self-administered questionnaires were used to measure the three variables. There were 206 plantation employees involved in this study. The result showed that organizational commitment and employee engagement contributed to employee readiness for change. This study also found two aspects of organizational commitment and two dimensions of employee engagement contributing to employee readiness for change. This study could be the guidelines for the policy makers in implementing policies of better human resources. Keywords: organizational commitment, employee engagement, readiness for change, plantation employees, human resource

Homesickness, Locus of Control and Social Support among First-Year Boarding-School Students. Established in 2008, the Russian Psychological Society's Journal «Psychology in Russia: State of the Art» publishes original articles.

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.

Orientation: The development of quality of work life (QWL) in line with the needs of employees will balance personal growth and social life in the workplace. Improving the QWL has an impact on employee efficiency and organisational productivity. Research purpose: This study determines how organisational justice and work-family conflict determine the QWL. We conducted a cross-sectional study. Participants were selected based on characteristics and the objective of the study. Motivation for the study: Employees’ well-being and fairness in the workplace are crucial factors that can significantly impact their job satisfaction, productivity and overall organisational outcomes. Research approach/design and method: Data collection used questionnaires and involved 508 oil palm plantation officers. The hierarchical regression analysis was used to find out the determinant of QWL. Main findings: We found that organisational justice and work-family conflict are predictors of QWL. Work-family conflict is associated with low levels of QWL. Interactional justice and time-based conflict was the best predictor of QWL. Practical/managerial implications: The emergence of work-family conflict will reduce employee job satisfaction, and ultimately, the QWL will decrease. Contribution/value-add: These findings could be guidelines for managing a healthy work culture that eventually leads to the organisation’s success.