Purpose of the Questionnaire (Scale)

The main objective of the Change Survey is to measure employees’ level of acceptance of organizational change, to identify sources of resistance—such as lack of communication or trust—and to assist in developing strategies for effective change management.
The questionnaire is addressed to employees across all hierarchical levels, primarily within organizations undergoing significant transitions such as mergers, restructurings, or technological transformations.
It is used by researchers and professionals in business administration, organizational psychology, and HR management.

Questionnaire (Scale) Analysis

The Change Survey was developed by Cameron, K.S. and Green, C. in 1989. It is an instrument designed to measure employees’ attitudes toward organizational change, based on established change management theories.
It consists of 25 items organized into 4 subscales:
Communication and Transparency (7 items)
Participation and Involvement (6 items)
Trust in Leadership (5 items)
Need for Training/Support (7 items)

Question Scoring

Responses are rated on a 5-point Likert scale, where:
1 = Strongly Disagree to 5 = Strongly Agree.
The score for each subscale is calculated as the mean value of its related items.
High scores (4–5) indicate a positive attitude toward change.
Low scores (1–2) reflect resistance and dissatisfaction.

Statistical Analysis

The total scale ranges from 1 to 5, as do the subscales.
Example interpretations:
4.5 on “Trust in Leadership” → Indicates strong trust and positive expectations toward leadership.
2.0 on “Need for Training/Support” → Suggests significant gaps in training and a need for additional employee support.

Validity of the Questionnaire (Scale)

The validity of the Change Survey was confirmed through factor analysis and correlations with other psychometric tools, such as the ADKAR model.
International research supports the tool’s structure and applicability across diverse organizational contexts.
Greek studies have validated the Greek translation, adapting it for use in both public and private sectors.

Reliability of the Questionnaire (Scale)

The Change Survey demonstrates high reliability:
Internal consistency: Cronbach’s α = 0.88 – 0.92
Test–retest reliability: r = 0.86
This indicates that the scale produces consistent and reliable results across different times and populations.

References

Greek References
(Users are encouraged to add the Greek sources used in their application or study of the questionnaire.)
International References
Armenakis, A.A., & Bedeian, A.G. (1999). Organizational Change: A Review of Theory and Research. Journal of Management, 25(3), 293–315.
Cameron, K.S., & Green, C. (1989). Organizational Change: A Processual Perspective. McGraw-Hill.
Kotter, J.P. (1996). Leading Change. Harvard Business School Press.

Keywords

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