Organizations no matter how big or small are prone to change. Change and its impact has become one of the most widely discussed areas in the field of management sciences. This has been largely due to continuous focus on improvement (Sikdar and Payyazhi 2014). With the advent of concepts like total quality management and six sigma, there are hardly any organizations left out on the idea of change and managing it efficiently (Vora 2013). No matter how big or small, change requires proper management. If properly managed, change leads to improvement in areas such as cost, management, quality, and decision making (van Hoek et al. 2010). This also has a domino effect on the rest of the organization and improvements in totality can be observed (Christiansen and Claus 2015). However, contrary effect can also be seen if change is not managed properly. Organizations, if they fail to effectively manage change, would not only lose resources such as time, efforts and finances, but also, returning to the prior state before the implementation of change process becomes quite difficult (Simoes and Esposito 2014). Change can be managed effectively at the very initial stage if a clear line is drawn as to what kind of outcome is needed. Cummings and Worley (2014), in their book Borganization development and change,^ identified four major types of organizational change processes which are: 1. Human process interventions 2. Techno-structural interventions 3. Human resource management interventions 4. Strategic interventions For change managers to effectively manage the change process, it is very important to understand the kind and level of change being dealt with (Dasborough et al. 2015). Changes are often initiated from the top level and a trickledown effect is observed. Most of the research in the area of change management shows that there is a positive impact of change management on the performance of the organization (Bordum 2010). However, little research has been done to identify the negative impact of change on the organization’s performance. Whenever change processes are introduced and implemented in organizations, employees go through feelings of anxiety, uncertainty, fear and stress (Ronnenberg et al. 2011). It is the responsibility of the change agents to monitor employees during the change process. If employees fail to understand the change process, it would ultimately result in employees feeling stressed (Abrell-Vogel and Rowold 2014). Most employees want to be a part of the change process and provide maximum input but are at times unable to do so because of incapacity to understand the change intervention and its main target (Rusly et al. 2012). As identified before, it is the responsibility of the change agents to facilitate the employees to deal with the change interventions. Change agents should remove those factors that excessively stress employees during the change process (Manning 2012). If employees are left unattended during the change process, it may ultimately result in employees leaving the organization. This would not only put the change process at question but would also negatively affect the performance of the organization (Rusly et al. 2012).