Bekele, Teshome (PhD)Eyassu, Genet2018-10-302023-11-042018-10-302023-11-042015http://etd.aau.edu.et/handle/123456789/13409Examining employees’ reaction to organizational change using employees’ perception about organizational change variables was the aim of this study. The independent variables are perceived organizational support, perceived procedural justice, perceived fear of consequences of a change, perceived self-confidence for learning and development, perceived trust in management and perceived Need for change and the dependent variable is reaction to change. The study used quantitative data by using survey method and structured survey questionnaires were distributed to 373 (three hundred seventy three) Employees of Ethiopian Revenue and Custom Authority in seven branches were selected by using stratified sampling technique. Beside this simple random sampling technique used to select the employees as respondent. SPSS version 20 also employed to analysis the data. Pearson's correlation matrix was used to show the relationship' between the dependent and the independent variables. The researcher also used multiple regression tools to examine the effects of independent variables on dependent variable. The multiple regression result indicates that, perceived organizational support, perceived procedural justice, perceived self-confidence to learning and development, perceived trust in management and perceived need for change have negative and significant effect on resistance to change while it is positive and significant effect on support to change. Unlike this perceived fear of consequence of change is positive and significant effect on resistance to change whereas it is insignificant to support to change. Key words: organizational change, attitude, perception, resistance to change, support to change, reaction to changeenorganizational changeattitudeperceptionresistance to changesupport to changereaction to changeThesis