Abstract
M.A.
Organisational transformation has become a way of life. Transformation may be prompted by forces internal and external to the organisation. Typical organisational transformation involves the restructuring or elimination of jobs. Transformation of any organisation necessarily balances the elimination of outdated systems alongside the preservation of core assets. Change creates pressure in any organisation. This is especially true when the organisation has not had much experience in dealing with it. The first taste of major change in this situation can be traumatic. Organisational transition is slow, expensive and difficult. There is a tendency to believe that change can be instant, painless and quick. The process of making a major change to an organisation's identity requires people to let go of "how it was" and move through a period of doubt and uncertainty. The focus of this study is on describing the attitude of workers towards transformation. A standardised scale was used as a way of measuring the feelings and attitudes of workers towards transformation. The actual result reported from this study indicates that there is a lot of negative feelings and attitudes towards the whole transformation process.