Organizations are expected to enhance their capacity to ensure employees are provided with the necessary
support for the acceptance for change initiatives. Review of relevant literature reveals that high extents
of organizational activities towards acceptance of change are unsuccessful as studies have generally
agreed that employee resistance is one of the leading causes for the failure of change initiatives (Bovey
and Hede, 2001; Beer and Nohria, 2000). In studies that have inspected the conditions in which workers
support authoritative change, specialists have concentrated on different attitudinal factors that represents
employees’ states of mind toward hierarchical change. These factors include preparation for change,
responsibility to change, openness to change, and pessimism about authoritative change. These factors
have distinct meaning and implications for the organization and thus serve as representative assessment
of employees’ evaluation and worries about specific change activities. This study examines the attitudes
of employees towards organizational change through review of relevant literature and discusses how
attitudinal factors relate to organizational change, the inherent antecedents of each factor and its influence
on employee commitment. Based on the discussion, possible recommendations will be made for industry
practitioners and policy makers
