Civil service organizations around the world are confronted with a constant need to change to meet the needs of the public in a more efficient manner. The success of resultant change initiatives depends on the members of the civil service and, in particular, their affective commitment to change. In this case study of the Irish civil service, we examine factors that may foster affective commitment to change, with a focus on the roles of prosocial impact and organizational identification. We also consider the perceived involvement climate. Based on extensive survey data (N = 16,050) collected in the Irish Civil Service, we find that organizational identification acts as a mediator between prosocial impact and affective commitment to change and that this mediated relationship is strengthened when there is a strong involvement climate. Theoretical contributions are discussed along with practical implications.