The present thesis exploits a concept that lays in the core of human capital, employee satisfaction, under the context of a proactive organizational change. The prior literature depicts organizational change as a strategy applied to increase the efficiency of the company and its relevance to the market involved. The unique element of the matter is that proactive reorganizations are a product of a structural practice initiated by an entity’s human resources department. The department operates under a standardized model of change, which focuses on addressing the technical discrepancies that may occur in the human capital. Mainly analyzed from a company’s perspective, its influence on the employees involved in the change is often been neglected. The thesis was conducted in an effort to assess the need for a change in the current model in order to better address employee’s needs. To achieve that a sample of 100 Intel employees was used to uncover the state of the employees’ job satisfaction after an organizational change has been taken place. Results of the analysis exhibited above average overall satisfaction scores. The areas that employees seem to be the least satisfied were that of job security and company’s policies. Moreover, the elements of culture and the type of reorganization have also seemed to influence the overall satisfaction scores. Upon viewing the results the authors concluded that a need does exist, for a more interpersonal human resource approach to be incorporated within the current reorganizational model of an entity.