The Effect of Job Crafting and Work Engagement toward Readiness

for Change among Millennial Employees

Ros Patriani Dewi

1 a

, Nia Kusuma Wardhani

1 b

and Dian Yudhawati

2 c

Department of Psychology, Mercu Buana University Yogyakarta, Yogyakarta, Indonesia

Department of Psychology, University of Technology Yogyakarta, Yogyakarta, Indonesia

Keywords: Readiness for Change, Job Crafting, Work Engagement.

Abstract: Indonesia has a demographic bonus where the millennial generation of employees is more dominant than

the previous generation. Millennial employees as one of the organizational resources must be ready to face

changes in order to improve organizational performance. There are various factors that can affect employee

readiness for change, including job crafting and work engagement. This study aims to determine the effect

of job crafting and work engagement toward the readiness for change among millennial. This study

involved 150 employees, male or female, aged 23–39 years. The data collection method in this study used a

Likert scale model using the Work Engagement Scale, the Job Crafting Scale, and the Readiness for Change

scale. The results showed that partially job crafting and work engagement had a positive effect on readiness

for change on millennial employees with t-count values of 6.375 and 2.851 with a significance of 0.000

(p<0.005). Simultaneously, the variables of job crafting and work engagement have a significant effect on

the readiness for change of millennial employees with an F-count of 57.443 and a significance of 0.000;

p<0.05). Job crafting and work engagement contributed to the readiness for change by 43.9%

(R-square=0.439).

https://orcid.org/0000-0001-7949-774X

https://orcid.org/0000-0003-1007-0021

https://orcid.org/0000-0002-2811-9682

1 INTRODUCTION

Human resources are dynamic so that changes occur

consistently with the retirement of older workers and

being replaced by younger millennials (Ozcelik,

2015). In reality, it is unlikely that at one time it

would consist of individuals with the same age or

habits, at the same time will consist of senior and

junior employees (Wibowo & Haryanti, 2017), in

other words there will be several generations in the

same period. Currently, there are several millennial

generations in the workforce, namely baby boomers

(1946-1964), generation X (1965-1980), and

millennial generation (1981-2000) (in Delcampo,

Haggerty, Haney, & Knippel, 2011). When the baby

boomers start to retire and leave their jobs, members

of the millennial generation enter the workforce.

Aini (in Hidayati, Jufri, & Indahari, 2017) states

that human resources in several industries have

currently been starting to be dominated by the

millennial generation and estimated to have twice

size as large as generation X. Millennials are capable

of accessing information quickly, have broad

knowledge and high multitasking ability (Tay,

2011). The millennial generation also has high

confidence and optimism and likes challenges so

that when they feel bored and less challenged in

their work, the millennial generation tends to look

for other jobs (Ozcelik, 2015; Saril, Seniati, &

Varias, 2017). According to several studies, the

results show that millennials are twice as likely to

leave their jobs as Generation X after one year of

working (Swiggard 2011; Meister, 2012). Loyalty

and meaningfulness of work have a significant

relationship with work engagement (Geldenhuys,

Laba, & Venter, 2014) so that the millennial

generation is indicated to experience lower work

engagement compared to the older generation

(Coetze & de Villiers, 2010).

Actually, when viewed from another perspective,

the millennial generation is a generation who has big

ambitions, and as fate would have it, the presence of

Dewi, R., Wardhani, N. and Yudhawati, D.

The Effect of Job Crafting and Work Engagement toward Readiness for Change among Millennial Employees.

DOI: 10.5220/0010809000003347

In Proceedings of the 2nd International Conference on Psychological Studies (ICPsyche 2021), pages 75-84

ISBN: 978-989-758-580-7

this generation is welcomed by the advances in the

development of information technology. The

availability of a million information about job

opportunities, experiences and new challenges as

well as the offer of various benefits are used as the

main consideration factors in the world of work. On

the other hand, the millennial generation also has

high confidence in their abilities. Although when

viewed from the experience side, this generation

tends to be lacking, but with the availability of many

opportunities, the millennial generation has the

opportunity to get experience much faster than the

previous generation. The positive side of this

generation's love to move from one company to

another is actually an advantage factor in gathering

experience (KPPA & BPS, 2018).

The existence of an increasingly rapid change

requires organizations to be able to adapt to change.

Employees must also be more flexible in carrying

out their work and able to adapt to the demands of

the organization. Adjusting to work requires more

effort from employees. They need to think about and

work out how their resources can be used to manage

the current demands. In this situation, what they can

do is that they can freely change their jobs by

choosing tasks, negotiating job content and

assigning meaning to their work (Parker & Ohly in

Bakker & Leiter, 2012). Bakker and Leiter, (2012)

consider this effort to be carried out by employees

who are very engaged with their work. According to

Wrzesniewski and Dutton (2001), the effort to

change the work done by employees is job crafting.

Job crafting has the potential to improve

employees’ balance between job demands and job

resources (Bakker & Leiter, 2012). Bakker and

Leiter (2012) also reveal that job crafting helps

employees in the process of adjusting to their work

(person job-fit). Job crafting is the process of

changing the way/design of work done by

employees both physically and psychologically

(Wrzesniewski, & Dutton, 2001). It is a proactive

behavior and initiative of employees aimed at

aligning their work with their own preferences,

motives, and interests, employees can structure their

work by changing various aspects of their work such

as tasks, relationships at work, and their view of the

work (Wrzesniewski & Dutton, 2001). Job crafting

as a proactive attitude of employees in adapting to

the work environment can help them face an

uncertain and rapidly changing work environment

(Kira, van Eijnatten, & Balkin, 2010). So that it can

be said that employees who do job crafting will have

readiness for change.

Readiness for change, beliefs, intentions,

attitudes, and behaviors regarding the extent to

which change is needed and the extent to which the

organization's capacity can achieve it successfully

(Susanto, 2008) are important for employees to have

and need to be considered by the organization.

Bernerth (in Shah, 2009) defines that readiness for

change is a state of mind during the change process

that reflects a willingness to change one way of

thinking. Shah (2009) also adds that before

developing a positive state of mind towards

organizational change, employees should be able to

visualize the current organizational situation and

organizational environment by comparing the past

and anticipating it with a future perspective.

Employees see themselves as necessary to make

changes to themselves to be ready for changes that

will occur in the organization.

Harvey (in Bandaranaike & Willison, 2015)

states that the ability to work is not only about how

to get a job but also about how to develop attributes,

techniques, or experiences for life. Research

conducted by (Holt, et al, 2007) shows that

employees’ attitudes and behaviors need to be

developed for successful organizational change.

They also add that organizational change affects

employees’ attitudes and behavior because they are

transferred from a known situation to an unknown

situation, which can cause uncertainty, tension, and

anxiety among employees. Change can take place at

any time. Without making changes, organizations

will lose their ability to compete without introducing

adequate changes in a timely and ethical manner,

organizations will face difficult times and

significantly reduce their chances for long-term

survival. Employees who cannot survive will be

displaced by those who can survive. Employees who

can survive in changing conditions in this study are

referred to as employees who have readiness for

change.

Change certainly requires employees to make an

effort to deal with uncertain situations that can drain

their energy and mind (Maslach, Schaufeli,

& Leiter,

2001). This condition shows that, currently, the

success of changes carried out by organizations

increasingly depends on employees who can take

personal responsibility for making changes

independently through effective adaptation to

changing conditions and proactively anticipating

new challenges (Ghitulescu, 2013). It is because

when employees are unable to adapt to change they

will tend to resist and trigger negative reactions that

cause the goals of change and the organization

cannot be achieved (Armenakis, Haris, &

ICPsyche 2021 - International Conference on Psychological Studies

Mossholder, 1993). In these situations, job crafting

can play an important role because it allows

employees to flexibly emerge new work roles which

can then be used to deal with relatively unknown

situations as a form of adaptation (Berg, Grant, &

Johnson, 2010; Griffin, Neal, & Parker, 2007). With

the ability of job crafting, employees can adapt to

the demands of a very dynamic workplace (Grant &

Parker, 2009), they can make changes based on their

initiatives that allow them to have a balance between

job demands and work resources with their needs

and needs capabilities of employees (Tims, Bakker,

& Derks, 2012). It will make them feel more

comfortable in doing their job, willing to adapt and

more open to change (Demerouti, Xanthopoulou,

Petrou, & Karagkounis, 2017).

Based on the results of previous research, there

are several factors that affect readiness for change,

including: psychological climate (Martin, et.al,

2005), work engagement (Saks, 2006), and

organizational justice (Foster, 2010). Work

engagement has a significant and positive

relationship to readiness for change (Astelita, 2012).

Employees who have high work engagement tend to

be more ready to change, while employees who have

low work engagement tend to be resistant or less

ready to change. The most compatible work

engagement model for the millennial generation

workforce is the key to the organization's success in

winning the highly competitive business world in the

industrial era 4.0 (Mulyati, et al., 2019).

Macey and Schneider (2008) say that work

engagement is a positive psychological state related

to work which is characterized by a genuine desire

to contribute to organizational success. Schiemann

(2011) states that work engagement describes how

far employees are willing to go beyond the

minimum requirements of their role to provide

additional energy or advocate (defend) their

organization against other companies as a good

place to work or invest. Employees who are engaged

will work harder and stay with the company longer,

satisfy more customers and have a stronger positive

influence on company results. Various research

sources state that work engagement is the main

antecedent that affects the success of the initiation of

organizational change (Saks, 2006). In addition,

Zulkarnain & Hadiyani (2014) also found that work

engagement contributes to employee readiness to

change, namely: personal resources and job demand.

Based on the description above, it can be

concluded that job crafting and work engagement

have a contribution to readiness for change,

especially for millennial generation employees. The

results of this study can be used as a reference to

develop other studies related to readiness for change

in millennial generation employees, as well as

developing appropriate forms of intervention to

increase readiness for change in millennial

employees. The hypothesis formulated in this study

is that there is an effect of job crafting and work

engagement toward the readiness for change among

millennial employees in Yogyakarta.

2 METHOD

2.1 Participants

The subjects in this study were 150 employees aged

24-39 years in the Yogyakarta area and have worked

for at least one year, selected by using purposive

sampling technique. This is because there is a

difference between involvement in the work of

employees with new tenures and employees with long

tenures (Kurniawati, 2014). In line with that,

according to Sedarmayanti (2017), employees who

have worked for a minimum of one year or more than

one year are assumed to have had work experience

and interacted with the workplace environment.

2.2 Research Design

The research design of this research was quantitative

research which referred to an ability to conduct

generalization toward the result of the reseatch, the

degree of generalizability within population, and

belong to one of systematic, planned, and structured

research method. This type of the research belongs

to non-experimental research which measure the

effect of independent variable toward dependent

variable without giving special treatment to the

dependent variable. This research used correlational

type because it was aimed to explore the description

of each variable, which were: work engagement

toward readiness for change among millenial

employees in Yogyakarta.

2.3 Measure

The data in this research was collected using a scale

with likert model. The scale used to investigate job

crafting, work engagement, and readiness for change

were: job crafting scale, work engagement scale, and

scale of readiness for change which was constructed

by the researcher according to each aspect from

every variable. Job crafting scale refers to the

The Effect of Job Crafting and Work Engagement toward Readiness for Change among Millennial Employees

following aspects, such as: task crafting, relational

crafting, and cognitive crafting from Wrzesniewski

and Dutton (2001). Work engagement scale refers to

the following aspects, such as: vigor, dedication, and

absorption which was modified from Utrech Work

Engagement Scale (UWES) from Schaufeli &

Bakker (2004). Scale of readiness for change was

constructed according to the following aspects, such

as: self-efficacy, appropriateness, principal support,

and personal balance from Holt (2007). The data

was collected by sending a scale via Google Form to

respondents. This way is done because it is easier

and faster to implement. The readiness for change,

job crafting, and work engagement scales were

prepared using a scale model consisting of four

alternative answers, namely SS (Very Appropriate),

S (Suitable), TS (Not Appropriate), and STS (Very

Unsuitable).

Before the job crafting scale was distributed in the

study, it was first tested on a group of subjects with

the same characteristics to determine the value of the

item's distinguishing power and reliability. Among 17

items, all items are declared valid. The coefficient of

discrepancy among items moves from 0.384-0.554

with a reliability coefficient alpha (α) of 0.851. Before

the work engagement scale was used in research, it

was first tested on a group of subjects to determine

the value of the item's distinguishing power and

reliability. There are no items that fall from 24 items.

The coefficient of discriminating power of items

moves from 0.310 to 0.842 with a reliability

coefficient of alpha (α) of 0.948. Before the readiness

for change scale is distributed in the study, it was first

tested on a group of subjects with the same

characteristics to determine the value of the item's

distinguishing power and reliability. Among 20 items,

all items are declared valid. The coefficient of item

discriminating power moves from 0.317-0.644 with a

reliability coefficient alpha (α) of 0.838.

2.4 Data Analysis Technique

Analysis of the data used in this study is the classical

assumption test and hypothesis testing. Classical

assumption test consists of normality test,

multicollinearity test, and linearity test. Hypothetical

testing in this study using Multiple Linear

Regression Test using SPSS Version 21.0 program.

3 RESULT

This study aims to examine whether job crafting and

work engagement have an effect on readiness for

change. Based on the scale distributed via Google

Form, it can be seen that the characteristics of the

research subjects include gender, age range, years of

service, employee status, and education level, as

shown in Table 1 below:

Table 1: Distribution of research respondents.

Characteristics Amount % Total

Gende

Male 66 44

150

Female 84 56

Age

< 30

ears ol

76 51

150

–

ears ol

74 49

Years of service

–

ears 80 53

150

> 5

ears 70 47

Education

Senior Hi

h School 15 10

Associate degree 15 10

150

Bachelo

110 70

Maste

15 10

The data obtained from the scale of job crafting, work

engagement, and readiness for change were used as

the basis for testing the hypothesis. The description of

job crafting, work engagement, and readiness for

change data can be seen in Table 2 below:

Table 2: Data Description of the Job Crafting Scale, Work Engagement Scale, and Readiness for Change (N=150).

Variable Hypothetical Score Empirical Score

Min Max Mean SD Min Max Mean SD

ob Cra

tin

17 68 42.5 8.5 38 68 54.11 6.967

Work En

emen

24 96 60 12 38 96 78.25 11.914

Readiness

or Chan

e 44 76 62.17 7.522 20 80 50 10

ICPsyche 2021 - International Conference on Psychological Studies

The results of job crafting categorization show

that subjects who have a high score or fall into the

high category are 104 subjects (69%) with 46 people

(31%), and 0 people (0%) in the low category. From

these results it can be concluded that most of the

subjects have a high level of job crafting. The results

of the categorization of work engagement show that

there are no subjects who have high scores or are in

the high category (0%), subjects with medium

categorization are 110 people (73%) and 40 subjects

are in the low category (27%). From these results it

can be concluded that most of the subjects have

work engagement at a moderate level. The results of

the categorization of readiness for change showed

that subjects who had a high score or were included

in the high category were 88 people (59%), subjects

with moderate categorization were 61 people (41%)

and no subject was in the low category. From these

results it can be concluded that most of the subjects

have readiness for change at High and Medium

levels.

The research data were analyzed using Multiple

Linear Regression Test. Before testing the

hypothesis, the assumption test consists of normality

test, multicollinearity test, and linearity test.

Normality test is an analysis conducted to determine

whether each variable has a normal distribution.

This normality test uses the Kolmogrov Smirnov

model analysis (KS-Z). The guideline used to

determine whether the distribution is normal or not,

if p>0.05 then the data distribution follows the

normal distribution and if p<0.05 then the data

distribution does not follow the normal distribution.

On the job crafting scale, the K-S-Z value is 0.855

with a significance of 0.458 (p>0.05). On the work

engagement scale, the K-S-Z value is 0.993 with a

significance of 0.278 (p>0.05). Thus, the three

variables have a normal data distribution. On the

readiness for change scale, the K-S-Z value is 1.249

with a significance of 0.088 (p>0.05).

The results of the multicollinearity test show that

there is no collinearity between the predictor

variables in the study. This conclusion is obtained by

looking at the tolerance value of 0.620 0.10 and the

VIF value of 1.614 10. Thus, it can be concluded

that there is no multicollinearity problem in the

variables used. Linearity test results obtained Fbeda

value of 104.338 with sig. = 0.000 (p <0.05) which

indicates the variable job crafting with readiness for

change is linear. The work engagement variable with

readiness for change is also linear through the

linearity test which obtained the Fbeda value of

66,056 with sig. = 0.000 (p <0.05).

Based on the results of the simultaneous

significance test (F test) obtained an F-count of

57.443 with a significance value of 0.000 (p <0.05),

it can be concluded that there is a simultaneous

influence between job crafting and work

engagement on readiness for change. From the

results of this calculation, the hypothesis in this

study is accepted.

Based on the partial significance test (t test), it

can be seen that job crafting has a partial but

significant effect on readiness for change, which can

be seen from the t-count job crafting value of 6.375

with a significance value of 0.005 (p < 0.05). In

addition, work engagement has a partial effect on

readiness for change, which can be seen from the t-

count value of job crafting of 2.851 with a

significance value of 0.000 (p<0.05). Furthermore,

based on the table above, a linear regression

equation can be arranged as follows:

Y= Y=21,884 +0,540 X

1+0,141 X2

Y = Readiness for change

X1 = Job Crafting

X2 = Work Engagement

The regression equation shows that a constant of

21.884 indicates that if job crafting and work

engagement are considered constant, then the value

of readiness for change is 21.844. The ob crafting

regression coefficient of 0.540 with a significance of

0.000 provides an understanding that every increase

in one unit of job crafting has an impact on an

increase in readiness for change of 0.540 units as

well. The WE regression coefficient of 0.141 with a

significance of 0.005 provides an understanding that

each increase of one RFC unit has an impact on an

increase of 0.141 units of WE as well.

Regression test on each dimension of job crafting

was conducted to find out which dimension had the

greatest contribution in predicting work engagement.

The result of the coefficient of determination test

shows that the R value of 0.662 indicates that there

is a correlation between job crafting and work

engagement on readiness for change. The value of

the coefficient of determination (R2) is 0.439, which

means that the contribution or contribution of the

influence of job crafting and work engagement to

readiness for change in employees is 43.9% while

the remaining 56.1% is influenced by other variables

not examined in this study.

The Effect of Job Crafting and Work Engagement toward Readiness for Change among Millennial Employees

4 DISCUSSION

In this study, it was found that job crafting and work

engagement had a positive and significant

relationship with readiness for change. The

relationship between job crafting and work

engagement on readiness for change can be caused

because these two variables are included in the main

antecedent of creating readiness for change in the

organization. Both are important factors for

organizations to have so that employees can have

readiness to change. High job crafting for millennial

generation employees will increase the meaning of

work for employees (Dvorak, 2014) therefore it will

lead to work engagement. In addition, considering

that millennial generation employees like challenges

and need self-development and will leave their

workplace if they feel their work is stagnant

(Weyland, 2011), high job crafting is needed and

millennial generation employees will be more

attached to their work. An employee is also

considered to have a high level of readiness to

change if the employee is engaged with his work.

Based on the results of the regression analysis, it

can be concluded that job crafting and work

engagement contribute significantly to readiness for

change. It shows that there is a significant effect

between job crafting and work engagement toward

readiness for change for millennial employees in

Yogyakarta as revealed in this study. The effective

contribution given by the variable job crafting and

work engagement is 43.9% towards readiness for

change in millennial generation employees in

Yogyakarta. Meanwhile, the remaining 56.1% is

influenced by other factors not measured in this

study, such as: transformational leadership style and

personality type (Narulita & Meiyanto, 2014).

Nugraheni (2013) also found that self-efficacy and

transformational leadership factors affect readiness

for change. In addition, organizational commitment

also has a relationship that can affect readiness for

change (Pramadani & Fajrianthi, 2012).

Change requires employees to make efforts to

deal with uncertain situations, one of which is a

proactive strategy. According to Munhonen &

Torkelson (2003), individuals who do not use

proactive strategies during organizational change

will easily experience more pressure, which makes

individuals less effective in dealing with change and

less open to change (Liu & Perrewe, 2005). One of

the proactive strategies proposed in dealing with

change is job crafting (Petrou, 2013). Job crafting is

a proactive attitude of employees in adapting to the

work environment that helps them to deal with an

uncertain and rapidly changing work environment

(Kira, et.al, 2010).

Change can be implemented properly if employees

are able to adapt to the changes that occur, however,

the habits that have been carried out so far sometimes

become an obstacle for individuals to make changes,

they tend to choose to be in their comfort zone and

avoid feelings of insecurity and uncertainty at work that

can generated after a change (Gray & Wilkinson,

2016). The desire to stay in the comfort zone makes

employees not want to start new things, including in

terms of adjusting to the new policies that have been set

(Suratinoyo, 2016). With the ability of job crafting,

employees can adapt to the demands of a workplace

that is currently moving very dynamically (Grant &

Parker, 2009), they can make changes based on their

initiatives that allow them to

have a balance between

job demands and work resources with their needs

and needs the capabilities of employees (Tims et al.,

2012).

Employees who are able to change aspects of

their duties (task crafting), such as choosing to do

additional activities both at work and outside the

workplace that can increase their productivity (doing

other jobs that support their main job). In addition,

taking training to improve their abilities at work or

focusing on doing their tasks according to the

resources they have by seeing the urgency of their

respective jobs (Wrzesniewski & Dutton, 2001)

allows them to adapt and know that any changes

made are appropriate and needed by the company

(appropriatness) (Demerouti et al., 2014). They are

also able to establish positive relationships with

colleagues or the wider community (relational

crafting) they can feel the support from various

parties (principal support) (Robinson & Griffiths,

2005) and when they can change perceptions of their

role in the workplace becomes more meaningful

(cognitive crafting) (Wrzesniewski & Dutton, 2001)

they can eliminate feelings of incompetence that

threaten their adjustment during change. Thus, they

can change feelings of burden (personal valance) or

feelings of inadequacy (self-efficacy) at work

becomes more positive so that it can foster self-

confidence and make them feel greater benefits

when doing work for themselves (Terry &

Jimmieson, 2003). The results of this study support

the findings of Hardono & Kurniawan (2017) which

states that there is a positive influence between job

crafting and readiness for change, where according

to them, workers with high initiative related to work

can increase their readiness to face change, because

employees with job crafting skills will have the

ability to solve problems and find solutions to

ICPsyche 2021 - International Conference on Psychological Studies

difficulties at work in order to be better prepared for

work.

In this study, it is also proven that work

engagement has a contribution to readiness for

change. It means that the higher the level of work

engagement, the more ready employees will be to

change. It is in line with the results of research

conducted by Hewitt (2004) which says that engaged

employees have greater readiness to change than

other employees. Employees who feel ready to

change will show the behavior of accepting,

embracing, and adopting the planned change (Holt et

al, 2007). Mangundjaya (2012) said that employees

are an important element for organizational success,

this is because employees are actors who carry out

daily organizational activities. In addition, Saks

(2006) also sais that employee engagement is one of

the things that determines the success or failure of

implementing organizational change. This is in line

with the results of research by Piderit (2000) which

states that employee engagement has a significant

relationship with employee readiness to change,

especially in the process of organizational change.

The latest research supports research from

Mangundjaya (2012), Prasad (2014) and Hung et.al

(2013) which found that work engagement is

positively related to readiness to change. The

statement shows that employees who support change

are generally more enthusiastic at work, feel

connected to their work, and have a better ability to

deal with job demands. The results of research by

Bakker (2009) say that engaged employees have

certain characteristics that are useful for

organizational success. The results of research from

Schaufeli et al (2002) which say that employee

engagement is a characteristic needed by the

organization. Hewitt (2004) also found that engaged

employees have greater readiness to change than

other employees.

Based on the results of the regression analysis, it

was found that there are two of the three aspects of

job crafting that make a significant positive

contribution to readiness for change, namely aspects

of relational crafting and cognitive crafting. Between

these two aspects, it is the cognitive crafting aspect

that contributes the most to readiness to change.

Employees who understand and live up to the goals

of the organization are physically, mentally and

psychologically prepared to participate in

organizational change. Furthermore, two of the three

dimensions of work engagement that provide a

significant positive contribution to readiness for

change, namely the dedication dimension and the

absorption dimension.

Between these two dimensions, the absorption

dimension provides the greatest contribution to

readiness for change. Dedication is a strong

identification with work, including feelings as well

as enthusiasm, inspiration, pride, and challenge

(Schaufeli & Bakker, Chunghtai and Buckley, in

Peng-Lin, 2009). Absorption can be described as a

concentration of blissful feeling, which is felt by the

person doing his work, when he feels that time

passes so quickly and it is difficult to get to work.

(Schaufeli & Bakker, Bakker and Demerouti, in

Peng-Lin, 2009). All dimensions of work

engagement will affect individual readiness to

change. The higher the work engagement, the higher

the readiness to change.

Meanwhile, Weiner (2009) found that when

readiness for change is high, organizational

members are more likely to initiate change, exert

greater effort, and exhibit more cooperative behavior

so that the result is an effective change

implementation. Organizational change will not

succeed without changing the individual. Managing

organizational change is actually managing the

human aspects involved in the organizational change

process because humans are the source and tool in

change (Smith, 2005).

The limitation of this research is the data

collection method that uses a scale/questionnaire

whose filling cannot be monitored by the researcher

so there is a possibility that the subject does not fill

out the scale with the instructions given. In addition,

the number of research subjects, which was only 150

people, may still not describe the real situation.

5 CONCLUSION

The results of this study indicate that job crafting

and work engagement are factors that affect the

readiness for change of millennial employees. It

means that the higher the job crafting and work

engagement of employees, the higher the readiness

for change for millennial employees. Job crafting

and work engagement simultaneously have a

significant positive effect on readiness to change in

millennial employees in Yogyakarta. The amount of

the effective contribution of job crafting and work

engagement to the readiness for change of millennial

employees is 43.9% while the remaining 56.1% is

influenced by other variables not examined in this

study. Thus, the higher the job crafting and work

engagement, the better readiness for change for

millennial employees.

The Effect of Job Crafting and Work Engagement toward Readiness for Change among Millennial Employees

In further research, it is recommended to take

more sample, it aims for better data accuracy in the

research, conducting continuous research. It is in

order to see and assess any changes in respondent

behavior from time to time, and it is expected that

additional variables which may also influence many

things in this study.

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