In today’s dynamic environment, companies are forced to be agile to respond to changes in their environment and to gain a competitive advantage. The need for agility, in itself requires changes in the organization, both strategic and a large number of changes at the tactical and operational level. This dynamic of change requires the acquisition of new knowledge, skills, and abandonment of old routines. However, these requirements often cause stress for a large number of employees, resulting in employee resistance to change. The aim of the research in this paper was to investigate employee attitudes towards key change management factors that affect employee resistance are: employees, leadership, training and development, reward and recognition, corporate culture, policy, and information systems. The results showed that all these elements can affect the amortization of employee resistance if those implementing the changes take into account the emotional aspects of the employees involved, if they actively involve employees in different phases of change planning, and if employees are provided with training. Also, the results indicated that changes must have a clear and justified purpose and vision, that they must be in line with organizational culture, that the results of change should be seen, and that changes should be supported by information technology.