Organizational Trust and Cynicism Survey Data from a Federal Agency

Two surveys administered six months apart to members of a division undergoing change in a large federal agency. Data could be matched for 70 respondents across both surveys. The study, authored by Richard Thompson, examines the relationship between cynicism about change and trust in different management levels.

Use Cases

• Modeling the relationship between cynicism about change and trust in division managers based on the study's findings.
• Analyzing the predictive power of cynicism for trust in coworkers and work area managers as described in the results.
• Investigating the link between trust in management and workgroup cohesion during organizational transitions.
• Developing separate intervention strategies for trust and cynicism based on the study's conclusion.

Strengths

• Longitudinal design with two surveys administered six months apart.
• Matched responses from 70 individuals across both survey waves.
• Focus on organizational-level measures within a real-world federal agency undergoing change.

Limitations

• Row count is unknown, which may limit suitability assessment.
• Column-level documentation is absent; field semantics must be inferred after download.
• Last update date is unknown; freshness unverified.

Provenance

Source

Richard Thompson

Collection Method

Two surveys administered to members of a division in a large federal agency.

Time Range

Surveys were administered about six months apart.