Generally, change in technology means improvement technology and using such techniques org. You can maximize your production at lower cost, but org employees. Resistant in adopting new technology because new technology means new techniques and skills and for employees, they think such changes are detrimental to their work. Technological changes in organizations are a challenge. While there are success stories, the failure rate is alarmingly high. This thesis presents the development and testing of three models on the impact of technological change on employee behavior. The first model examines the current understanding of technology acceptance, as well as the notion of mandatory use. An integrated model is proposed. The results indicate that there are differences in the underlying relationships of the technology acceptance process when use is mandatory. The second study, as an extension of study one, examines the previous effect of deep use on changes in employee outcomes over a period of 18 months. The mediating effect of labor autonomy on long-term labor outcomes is evidenced. Applying the demand-control model of employment, study three examines the effect of increased labor demand on changes in labor performance in the transformation process. The latent growth model was used. These three studies are validated by a longitudinal field study conducted at the Hong Kong Police Department. This research project makes important contributions as we deepen our understanding of employee behavior changes driven by technological change.