This thesis investigates how employees align with organizational change initiatives, focusing on the variations in attitudes based on hierarchical levels and work experience. A structured survey was designed and implemented, consisting of three parts: organizational-level changes, team-level changes, and employees’ characteristics. The survey assessed employee responses to initiatives such as remote work options, continuous learning programs, and diversity efforts, as well as modifications in team roles and job responsibilities. The goal was to identify patterns of alignment and misalignment across different employee groups and to understand how these alignments are influenced by job level and tenure within the organization.

The findings reveal variations in employee responses based on their hierarchical level and tenure. Newer employees generally showed more support for flexible remote work and agile methodologies, whereas those with longer tenure exhibited higher resistance to changes disrupting established structures. Consistency in attitudes across different subgroups was noted, with high correlation coefficients suggesting a shared perspective on change initiatives. However, discrepancies between perceived and actual alignment, as highlighted by prior research, suggest that traditional survey methods may not fully capture deeper misalignments within organizations.

The study underscores the need for change management strategies that consider employee characteristics to effectively manage resistance and foster adaptability. By aligning change initiatives with employee perspectives and experience levels, organizations can enhance engagement, drive positive outcomes, and ensure successful implementation of change processes. This research contributes valuable insights into the dynamics of organizational change and provides a foundation for future studies aimed at refining change management approaches.