Introduction The constant changes in the business environment and the economic situation require the organization to reassess its positions and consider organizational transition. Organizational transition can be defined as “an event that results in a change in assumptions about oneself and the world and thus requires a corresponding change in one’s expectations, behaviors, and relationships” (Marks). The aims of such transitions might vary, although usually, they revolve around improving the process of reaching particular objectives, overcoming obstacles, or adapting to organizational changes and accelerating all of the aforementioned. Organizational changes in that matter can be considered such events as mergers, acquisitions, or restructuring. In that regard, the management of organizational transition can be a two-fold issue, where on the one hand there are the changes on the organizational level downsizing, restructuring and etc, and there is the individual change, which accordingly implies adaptations of the employees, such as meeting new business models, coping with work done with the new resources, and the revision of the work expectations (Marks, 2003, p. 87). The inevitability of organizational transitions occurring through the company’s lifetime, along with the focus of the top executive management on the adaptation to the organizational change, and the resistance of the middle to lower rank employees to the new organizational order, but the issue of individual adaptation to organizational transition among as a problem that should be addressed. Problem Statement Taking the perspective of the individual adaptation as the main analyzed pattern, the problem that should be addressed is the role of HR management in facilitating the individual adaptation of the employees. Taking the examples of such organizational changes such as internal restructuring and acquisitions, the importance of assigning the role of HR management can be seen through the interventions that should be made to “retain employees and keep them attentive to business results during the period” and help employees “feel confident in and, to the extent possible, in control of their ability to deal with the tremendous sense of loss, other conditions of organizational death, and their personal transition” (Marks & Vansteenkiste, 2008, p. 810). The contribution of researching the role of HR management in managing the individual adaptation in organizational transition can be seen in avoiding the consequences of mismanaged or undermanaged transitions. In that regard, such consequences are documented in the literature, where such consequences include trust falls, the deterioration of communication within the company, and an increase in managerial rigidity. (Marks & Vansteenkiste, 2008). In terms of employees, the consequences might include the inability to prioritize the work, avoid risks, and dysfunctions in their works. (Marks & Vansteenkiste, 2008). Additionally, the consequences of mismanaged transition can be measure in financial terms, which can be considered as the main indicator in organizations, where “[e]xpenses ranging from increased health care claims to unanticipated training expenditures spike following a combination” (Marks & Vansteenkiste, 2008, p. 811). Thus, the relation intended to measure can be formulated into a question that can be stated a