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respond to it.
Findings: The following codes for stressors resulting from transformational change were
formed as per the details received from the responses. Stressful events were attributed
not to transformational change per se but to five principal sources of stress that were
triggered by the changes. Five of these categories were true to the a priori coding
categories in all the departments. These were increased workload, perceived loss, and
uncertainty and ambiguity, career path disruption and interpersonal disruption. In
addition to these the other categories of stress were also identified and some of them
varied department wise. The final taxonomy of individual coping strategies that
participants reported as ways of dealing with the transformational change was derived.
Sixteen coping responses are categorized into four higher-order categories: task-centered
coping, social support-based coping, cognitive coping, and emotion-focused coping. This
taxonomy was the most parsimonious solution for the data, given the diversity of
responses to the open-ended questions. In addition to the stressful event that were
identified during the research process, certain positive effects were identified too which in
turn boosts the employee morale and motivates them to smooth the process of
organizational change.

Research Limitations/Implication: Overall the transformation change process was
considered to be a smooth process. But the target organization being a government
organization difficulty was faced at the time of data collection as the employees had a
firm mindset, and language was a barrier too. Time constraint also was experienced as a
limitation.

Keywords: Organization Change, Transformational Change, Transformation of Gujarat
Electricity Board, Stress, Coping with Stress.

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