ABSTRACT An increasingly dynamic and complex environment is making it imperative for organizations to undertake capacity enhancement. Public bureaucracies are no exception. The only way public organizations can continue to be effective in current conditions that are characterized by ever changing global developments and dynamics is public bureaucracies to become adaptive to change. This is the case as bureaucracies do not operate in a vacuum. The objective of this research was to assess the readiness of public employees for change encapsulated in bureaucracy reforms. The research used three variables that included psychological empowerment, trust toward leader and openness to experience. The study used survey method with civil servants in Yogyakarta city government serving as the population of the study. Cluster random sampling and purposive sampling techniques were used collect primary data. Meanwhile, the scales used were the organizational change recipients beliefs scale, the psychological empowerment scale, the trust toward leader scale and the openness to experience scale based on the BFI-44. Limit items Cronbach alpha reliability 0.60 and validity of the items > 0.30. Data from 241 respondents were analyzed using multiple linear regression resulted adjusted R-square values 0.429 with a significance level of 0.000 (p <0.010). Research results showed that psychological empowerment, trust toward leader, and openness to experience, both independently and in simultaneously returned positive and significant influence on employee readiness for change. Path analysis results showed that psychological empowerment influenced employees readiness for change by as much as 26.4 %, trust toward leader by 8.2 %, and openness to experience by 9%. Meanwhile based on regression results of psychological empowerment, meaningfulness, competence and self determination dimensions had positive and significant influence on employee readiness for change as regards trust toward leader, benevolence was the only dimension that returned positive and significant influence on employee readiness for change. Research results also showed that education, tenure, and marriage status has positive and significant influence on the readiness of civil servants to change. However, age, cluster institution where civil servants work, and gender, did not show influence on employee readiness for change. Key Words: readiness for change, bureaucracy reforms, empowerment, trust, and openness