The study examined mitigating employees’ resistance to change through internal marketing strategies in Edo State civil service. It specifically focused on theextent empowerment, training and development, clear communication, and leadership support relate to employees’ resistance to change. The study was guided by four research questions and four hypotheses. The study employed a correlational research design. The population of the study comprised 2,901 civil servants in the 28 ministries in Edo State. Using Krejcie and Morgan table of sample size determination, 352 civil servants were sampled. The instrument used for data collection was a structured questionnaire designed by the researchers. The instrument was validated by two professionals in the field of measurement and evaluation of the researchers’ institution. The reliability of the instrument was determined with test re-test which yielded a correlation coefficient of 0.86. Data was collected through physical contact with the respondents. Data collected was analysed with Mean (x̄) and Pearson Product Moment Correlation Co-efficient (r). analysis of the data collected revealed that empowerment, training and development, clear communication and leadership support have a very strong positive relationship with employees’ resistance to change. Based on the findings, it was recommended that organizations should involve employees in the change design process to reduce the loss of control that often sparks resistance; organization should create personalized development plans that specifically address the new skills required by the change; organizations should establish a two-way feedback loop communication strategy to eliminate the fear of the unknown, and leaders or managers of organizations at all levels should be trained to function as change champions.