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

This study aims to determine the influence of prophetic leadership and job satisfaction toward organizational citizenship behavior (OCB) on employees of Prof. Dr. H. Kadirun Yahya Foundation in Medan. The study used a survey model involving 64 employees of Prof. Dr. H. Kadirun Yahya Foundation in Medan. The data were analyzed using multiple linear regression. The results indicated that prophetic leadership and job satisfaction significantly positively influenced organizational citizenship behavior (OCB). The coefficient of the determinant (R²) of prophetic leadership and job satisfaction showed a value of 0.134, meaning that variation of organizational citizenship behavior is influenced by prophetic leadership and job satisfaction as much as 13.4%, and other factors influenced the rest.

Perubahan telah menjadi kebutuhan primer bagi kehidupan organisasi. Ketika organisasi melakukan perubahan, employee engagement menjadi elemen penting dalam proses perubahan. Karyawan yang mempunyai engagement terhadap perusahaan akan mampu berkontribusi terhadap kesuksesan organisasi dalam menghadapi persaingan maupun tantangan pada serta era globalisasi, menghasilkan pekerjaan yang lebih produktif dan kecenderungan turnover yang rendah. Faktor yang mempengaruhi employee engagement adalah keadilan organisasi, terutama keadilan distributifdan keadilan prosedural. Individu menginginkan adanya keadilan yang diberikan dari organisasi kepada mereka. Individu juga membandingkan apa yang sudah ia berikan kepada organisasi dengan apa yang sudah ia terima. Kondisi yang seimbang antara apa yang telah diberikan dengan apa yang telah diperoleh akan menimbulkan persepsi yang sama mengenai keadilan dalam organisasi dari sisi karyawan dan organisasi. Oleh karena itu, penelitian ini bertujuan untuk mengetahui peranan keadilan organisasi terhadap employee engagement karyawan di masa perubahan organisasi. Subjek penelitian ini adalah karyawan PT. perkebunan X sejumlah 150 orang. Alat ukur yang digunakan adalah skala EmployeeEngagement yang merupakan pengembangan skala Utrecht Work Engagement Scale (UWES) berdasarkan teori Schaufeli dan Bakker dan skala keadilan organisasi yang dikembangkan berdasarkan skala yang disusun oleh Colquitt. Analisis data menggunakan regresi linier berganda.Hasil penelitian ini menunjukkan bahwa keadilan organisasi memiliki pengaruh positif yang signifikan terhadap employee engagement.Jika dilihat per dimensi, hanya dimensi keadilan procedural yang memiliki pengaruh signifikan terhadap employee engagement. Change has been the primary needs for life in an organization. When an organization makes a change, employee engagement becomes an important element in the process of change. The employees who have engagement with a company will be able to give a contribution to the success of the organization is facing competition and challenge and also the globalization era, be more productive and have a low turnover possibility. The factor that influences employee engagement is organizational justice, especially distributive justice and procedural justice. An individual demands justice which is given by their organization. An individual also compares what they have given to the organization and what they have received. The balance condition between these will cause the same perception of justice in an organization for the employees and the organization. Thus, this research aimed to find the role of organizational justice towards employee engagement in the era of organizational change. The subjects in this research were 150 employees of PT. Perkebunan X. The research parameter was Employee Engagement Scale which was a development of the Utrecht Work Engagement Scale (UWES) based on Schaufeli theory and Bakker and the organizational justice scale developed based on Colquitt scale. The data analysis employed a double linear regression. The result of this research showed that organizational justice had positive and significant effects on employee engagement. When it was views per dimension, only procedural justice dimension had significant effects on employee engagement