Employees’ support for change is a key for succeeding with change implementation. The purpose of the present paper was to explore potential factors influencing employees’ commitment to change. In addition to investigating the role of organisations’ HRM practises and individual disposition during change, we also aimed to broaden the current approach to the research on commitment to change by examining supervisors’ commitment to change and change turbulence. Data were collected from a large governmental organisation. As this study included data from both supervisors (N = 30) and employees (N = 356), multilevel modelling was chosen as the appropriate method for analysis. Results indicated that both change-related information and change-related participation were associated with employees’ commitment to change. Change turbulence displayed a significant relationship with employees’ change commitment. Further, and contrary to what was expected, supervisors’ affective commitment to change had a negative relationship with employees’ affective commitment to change. Our study implies that the broader change context should be taken into account when investigating factors that predict employees’ commitment to change. We suggest that our findings may be used as guidance for organisations that strive to form a sustainable change process where the employees’ change support is ensured.