Recent studies have shown that an organization must adapt to change to succeed in a constantly changing market. However, most change efforts fail due to employee resistance to change. It is critical to address employee readiness for change to avoid employee resistance. Employees’ perceptions of fair treatment by their organizations have positively predicted their Readiness for organizational change. This research aims to investigate the influence of organizational justice on employee readiness for change using perceived organizational support (POS) as a mediator. This study was carried out on the Ethiopian Revenue and Customs Authority (ERCA) and conducted with 359 employees. The study used a structural equation model and multiple regression analysis to analyze the data. The model developed explains how POS mediates the positive relationship between organizational justice and employee readiness for change. The result shows that organizational justice is a significant influencing factor on employee readiness for change. Furthermore, POS mediates the positive influence of organizational justice on employee readiness for change. This study can assist public and private organizations, as well as policymakers and practitioners, in improving and encouraging different organizational change practices in Ethiopia. Moreover, this study can also contribute to the literature on organizational change by filling the gaps in the relationship between organizational justice and employees’ Readiness for organizational change. Overall, this study concludes that organizations in Ethiopia, including ERCA, should investigate the influence of organizational justice on employee readiness for change to have successful organizational change.

Employees have different reactions to change initiative, because they have different personal experiences, motivation levels, socio-demographic characteristics, knowledge, values and different behavior models. The aim of this study is examining employees' reaction to organizational change using the following specific perceptions: 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. The study used quantitative data by using survey method and structured survey questionnaires were distributed to 359 (three hundred fifty-nine employees in Mekelle Revenue and Custom Authority (MRCA) in seven branches were selected by using stratified sampling technique). Beside this simple random sampling technique used to select the employees as respondent. SPSS used for data analysis. The result of this study suggests that measuring employees' reaction is important for effective organizational change and further studies are important to solve the problems.