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Organizations are continually confronting challenges to remain competitive and successful, which compels organizations to regularly re-evaluate their strategies, structures, policies, operations, processes and culture. Managing change effectively is however a main challenge in the change management domain because of massive and decisive human involvement. Thus, managers and change agents are eager to know how to encourage and effectively prepare employees for change situation. The aim of this study is to investigate the determinant of employees’ readiness for organizational change with special consideration of BGRS public service bureaus. The study used quantitative approach survey design. Structured survey questionnaires were distributed to 215 employees of BGRS public service bureaus who were chosen by using simple random sampling with stratified sampling technique. SPSS version 22.0 also employed to analyses the data. Data analyzed by using descriptive statistics showed that the three components of readiness for change (emotional, cognitive and intentional) of employees of BGRS public service bureaus had medium to higher level of perceived level of readiness to change. Furthermore, there were moderate to high level of perceived level of determinants that are history of change, trust in top management, participatory management and quality of communication as determinant of change readiness. Pearson's correlation matrix was used to show the relationship' between the dependent and the independent variables and revealed positive correlation. The researcher also used multiple regression tools to examine the effects of independent variables on dependent variable. Regression analysis has proved that trust on top management and history of change had significant contribution and effect on employee readiness for change in BGRS public service bureaus. More work to be exercised to strengthen these determinants contribution in the employees’ perception since change success could rely on them. As it described before, these two determinants have a lion share for change success, more effort has to be paid for deep rooting the concept of the role of these determinants.
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