Abstract

【Abstract】Universitiesaretheplacetospreadknowledgeandtraintalents.Universitystaffaremainlydividedintothreecategories,personnelengagedinteachingorscientificresearchposts,administrativepersonnel,logisticsservicepersonnel.SincethepromulgationoftheLaborContractLawofChina,theattitudeofuniversitiestowardsstaffhaschanged.

Universitystaffwhospreadknowledge,traintalents,doscientificresearchandothersocialservices,mayneedsmorethaneconomicinterests.Personalityanddesiretodevoteoneselfalsoaffectturnovertendency.Thisisimportantforuniversitiestofullyunderstandandactivelyretainoutstandingstaff.Thispaperwilldesignthequestionnairetoexploretheintrinsicfactorsthataffecttheturnovertendencyofstaffinuniversitiesexcepteconomicbenefits,andprovidethebasisforeachuniversitytoimproveitsmanagementmodel.

【Keyword】Turnovertendency；StaffinUniversities;Intrinsicfactors

Analysisoftheintrinsicfactorsaffectingtheturnovertendencyofstaffinuniversities

Introduction

1.1Backgroundofresearch

Withenteringtheknowledgeableeconomyera,thefactorsthatdeterminetheallocationofresourceswillnolongerbenaturalresources,butintellectualresourcessuchastalent,knowledge,skillsandsoon.Andcollegesanduniversities,asaplacetospreadknowledge,traintalents,carryoutscientificresearchandsocialservicework,alsoneedappropriatehumanresourcesmanagement,soitcanhelptheteachingandmakestudents’lifeinanormalandorderlymanner.

Universitystaffaremainlydividedintothreecategories,personnelengagedinteachingorscientificresearchposts,administrativepersonnelandlogisticsservicepersonnel.

Thepromotionofteachingorresearchpostpersonnel,mainlyreflectsthejobtitlerating:lecturers,associateprofessors,professorsandsoon.Thetitlegradesarejustalittle,andthereisnosystematicpromotionsystemandsalarysystem.Theproposalof“topuniversities”constructionspeedsupthedisorderlyflowofhigh-paidandhigh-leveltalents.Andcontractualmanagementredefinestherelationshipofemploymentbetweenhigh-leveltalentsanduniversities.

Foradministrativepersonnel,whatisthemostpopularinrecentyearsisthe“service-oriented”administrativeconcept.ThisconceptwasoriginallyputforwardbyComradeWenJiabaoin2004to“buildaservice-orientedgovernment”.Asaresult,expertshaveinnovatedtheadministrativemanagementofuniversities,whichwilldirectlyinfluencetheallocationofeducationalresourcesinuniversities.

Withthetransformationofmarketeconomysystem,thelogisticsservicedepartmentofuniversitiesgraduallybegantoimplemententerprise-orientedexperience.However,manymanagementmeasuresarestilllackingbecauselogisticsenterpriseshavejustemergedfromtheenterprisesystem.Thelogisticsservicedepartmenthasarelativelyhighseparationrate.

Employeesindifferentdepartmentshavedifferentlevelsofeducation,differenttreatmentanddifferentsocialstatus,sothereasonsforthetendencytoleavearealsodifferent.Onlybyfindingthetruereasonwhythestaffandworkershavethetendencytoleave,canwetakethecorrespondingcorrectmeasurestorealizethestabilityoftheefficientinternalpersonnelmanagement.

1.2Thecurrentsituationofuniversitystaffmanagement

Allalong,universities’internalpersonnelwithacareerestablishmentenjoyacivilservantsmanagementofsocialsecuritymechanism.In2018,theMinistryofFinanceandtheNationalDevelopmentandReformCommissionmadeitclearinGuidanceonacceleratingtheconstructionoftopinstitutionsofhigherlearningthatcollegesanduniversitiesshouldpaymoreattentiontotheeffectiveintegrationandallocationofresourcesandtheconstructionofadynamicandefficientinstitutionalmechanism.

AfterthepromulgationoftheLaborContractLaw,basedontheencouragementofthestatepolicyandthedemandoftheuniversity'sowndevelopment,theemploymentmodeoflaborcontractsystemisflourishingincollegesanduniversities.Itisaninevitablechoiceforcollegesanduniversitiestoimprovetheefficiencyofhumanresourcestopayattentiontoandstrengthenthemanagementoflaborcontractstaff.Differentfromtheplannedeconomicsystemwhichestablishesofstaffmanagementofthefixedpost,fixedthinkingmode,theemploymentmodelofthelaborcontractsysteminuniversitiesisabottom-up,withspontaneity,initiativeandblindnessoftheemploymentmodel.

Atpresent,therearethreedifferentattitudestowardsthedevelopmentoflaborcontractstaffincollegesanduniversities:oneistheuniversitywithopenattitude,whichmeetthegrowthofteachingassistantpostsmainlybythelaborcontractstaff.Therefore,thiskindofuniversitiespaysattentiontotheconstructionoflaborcontractsystemstaff.Secondly,theconservativecollegesanduniversitiescompletelytaketheworkoflaborcontractstaffasthesupplementofauxiliarypostsandtheirmanagementobjectivesarelimitedtotheabsenceoflegaldisputes.Thethirdistheuniversitieswithmiddleattitude.Theystillexplorehowtodeveloptheteamthattheycanrelyon.

1.3PurposeandSignificance

Turnoverisanormalphenomenon,whichnotonlybenefitsthedevelopmentofcollegesanduniversities,butalsoplaysaroleinabsorbingexternaladvantages.However,whentheturnoverrateofcollegeemployeesistoohigh,itwillcausetheinstabilityoftheschoolmanagementsystem.Thehighpotentialdangersarehidden,whichshouldbepaidattentiontobytheuniversities.Thispaperhopestoexploretherealreasonsfortheturnoverintentionofemployeesindifferentdepartmentsfromdifferentangles.Therefore,thispaperwillstudythestaffinteachingandresearchdepartment,administrativeandlogisticsservicedepartmentinuniversities,andexplorethemainintrinsicreasonsthataffecttheirdeparture,soastoprovidereferenceforuniversitiestofurtherimprovemanagementefficiencyandchangemanagementmodel.

1.4Innovation

Comparedwiththeexistingresearch,theinnovationofthispaperis:

Thispaperstudiesthestaffofthethreedepartmentsofuniversitiesseparately,andfindsthecommonnessanddifferenceoftheturnovertendencybetweenthem,soastoachievetheeffectofcombiningthefacewiththepoint.

Comparedwiththeresearchmainlyfocusingonthemanagementsystemofcollegesanduniversities,thispapermainlyanalyzesthereasonsofturnovertendencyfromthepersonalcharacteristicsofemployeessuchaslocusofcontrol,attributionstyles,values,etc.,soastofindwaystoimproveemployeesatisfactionandpromotepersonnelstabilityaccordingtothetheoryofdemand.

Literaturereviewandhypothesis

Turnovermeanstobeleavingtheexistingposition.Intermsofcareermobility,turnoverreferstothedecisionofapersontolosehispositionandthebenefitsthathecangetfromtheorganization.Turnoverisdividedintovoluntaryseparationandinvoluntaryseparation.Voluntaryseparationreferstotheseparationdeterminedbytheemployee'sposition,whichisusuallycalledresignation,whileinvoluntaryseparationreferstotheseparationdeterminedbythosethatarenottheemployee'sposition,suchasdismissal,downsizing,etc.Thispapermainlytalkedaboutvoluntaryseparation.

Turnovertendencyreferstotheintentionofthestafftoleaveaftersomeconsideration.Althoughitdoesnotnecessarilyleadtoseparation,turnovertendencyemphasizesanattitude.Itisastagepriortothedepartureofworkersfromthepresentworkingenterpriseinsearchofotherjobsandcanpredicttheoccurrenceofseparationbehavior.Whenweexploretheturnovertendency,wetendtolookattwoaspect:economicpeopleorsocialpeople.Thisarticlemainlyexplorethereasonsforturnovertendencyfromthesocialpeople.

Mobley(1978)createdthemediationchainmodel,whichdescribestheprocessofpsychologicalchangesinemployeeturnoverdecisionthroughaseriesofmediationvariables.Themediationvariableoftenreferstojobsatisfaction,whichlinksexogenousvariablesandturnoverbehavior.Mobleythinksemployeeswillfirstevaluatethecurrentjob.Whentheemployeeisnotsatisfiedwiththejob,itwillproducetheideaofleaving.

Thespikemutationmodel(1983),createdbySheridanandAbelson,isbasedonjobsatisfaction.Theythinkthatemployeeswillstrivetomaintainthecurrentemploymentstatus,butchangefrommaintainingthecurrentemploymentstatustoleavingstatuswhenemployeejobsatisfactiondropstoaparticularthreshold.

PriceandMueller(2001)arguedthatemployees’turnoverismainlydeterminedbyfourvariables:environmentalvariables(opportunityandkinshipresponsibility),individualvariables(jobautonomy,allocationequity,workstress,salary,promotionopportunities,jobmonotonicity,andsocialsupport),andintermediaryvariables(jobsatisfaction,organizationalcommitment,jobsearchbehavior).Price-Muellerisnowacommonlyusedmodel.TherearethreeassumptionstobuildthePrice-Muellermodel:firstly,itassumesthatemployeesareenteringtheorganizationwithcertainexpectationsandvalues.Iftheemployee’sexistingvaluesandexpectationsaremetbytheorganization,theemployeewilldevelopasenseofsatisfactionandarewillingtostayintheorganization.Secondly,itisassumedthatthereisanexchangerelationshipbetweenemployeesandorganizations,thatis,employeescontributetheirownlaborandservicetotheorganizationduringtheperiodofservice,andwillalsogetthecorrespondingreturnoftheorganization.Thirdly,itassumesthattheemployeesarerational.

WangFei(2006)believedthatjobburnoutishighlyrelatedtoturnovertendency,andthelocusofcontrolplaysagoodintermediaryroleinit.Locusofcontrolisthedegreetowhichanindividualthinkshecancontrolhisowndestiny.

MartinkoM.J.,HarveyP.andDasboroughM.T.(2011)thoughtthatobserversandactorswillhaveanimpactontheattributionprocess.Therefore,wecanpayattentiontohowthestafffindthereasonsforthecolleaguestoleavesowecandeterminetheimpactontheirmood,attitude,andturnoverintention.

YeBaojuan,FuHaohao(2018)thoughtthatorganizationalfairnessismediatedbytheinfluenceofsalarysatisfactiononturnovertendency,andprofessionalidentityregulatestherelationshipbetweensalarysatisfactionandturnovertendency.

ZhuYueqiao(2018)didresearchontherelationshipbetweenbigfivepersonalitytraitsandturnovertendency.Ithasfivedimensions:Neuroti-cism,Extraversion,Opennesstoexperience,Agreeable-ness,andConscientiousness.

Insummary,wecanknowfromtheseresearchthatmanyresearcherstriedtofindthereasonsaffectingemployees’turnovertendencythroughthepersonalperspectiveinsteadofobjectivereasons.Thispaperwillalsoexploretheinternalfactorsthatinfluencetheturnovertendencyfrompersonalattitudetowardswork,attitudetowardslifeandattitudetowardsinterpersonalrelationship.Sowemakethefollowinghypothesis:

H1a:Peoplewithamorepositiveattitudetowardworkwillhavelowerturnovertendency.

H1b:Peoplewhothinkfailurecausedbythemselvesandhaveahighexpectationonthemselveswillhavelowerturnovertendency.

H1c:Peoplewhodesiretobelongtoagroupandwanttobeneededwillhavelowerturnovertendency.

LiaoXiaotong(2013)didresearchonthefactorsofturnovertendencyoftheuniversitystaffinlogisticservicedepartment.Shefoundthatthehighestturnoverrateswerefoundincatering,maintenanceandpublicservices.

YanHuaandZhangXiaochuan(2015)paidattentiontotheturnovertendencyofteachersinuniversities.

PengBo(2018)triedtofindthedifferencebetweentheturnovertendencyofpeoplewhoareinthelogisticservicedepartmentbutindifferentpost.

WangYaojunandWuYunxiao(2019)alsodidresearchonthefactorsofuniversitiescounselors’turnovertendency.

ZhangXuening(2019)thinkthatthepeopleborninthe1980shavespecialcharacteristicsinsenseandpersonality,whichmakethisgroupshowdifferentcharacteristicsfromothergroupsintermsofturnovertendency.

Wecanseethattherearemanyresearchershavedoneresearchontheturnovertendencyofdifferentgroups.Justinuniversities,therearealreadyseveraldepartments:logisticsservicedepartment,administrationandteachingandresearchdepartment.Sowemakethefollowinghypothesis:

H2a:Theemployeesfromlogisticservicedepartmentinuniversitieswillhavethehighestturnovertendency.

H2b:Theemployeesfromadministrationinuniversitieswillhavethelowestturnovertendency.

Maslowdivideshumanneedsintofivelevels,withtheimportanceofphysicalneeds,securityneeds,belongingneeds,respectneedsandself-actualizationneedsfromlowtohigh.Whenoneneedismet,peoplebegintopursueanotherhigherpursuit.Onthebasisofmeetingthebasicphysiologicalandsafetyneedsofemployees,organizationsshouldalsopayattentiontothehigherlevelofspiritualneedssuchasemployeebelonging,respectandself-realization.

Thestaffinuniversitiesdotheworkofcultivatingtalents,doingscientificresearchandsocialservice,haveasenseofresponsibility,asenseofhistoricalmissionandasenseofprofessionalhonor,andhaveloftyideals.Soweshouldconsiderbothbasiclifeneedsandhigherlevelneedswhenwestudytheturnoverrateofstaffinuniversity.

AnemployeewhochoosestobecomeaPartymemberneedsahighleveloforganizationalresponsibilityandadesiretodevotehimselftoservingthecommunity.Thiscorrespondstotheself-actualizationlevelinthedemandlevel.

Universitiesaretheplaceswherecantraintalentsanddoscientificresearchandsocialservicework,manyexpertsbelievethattheprofessionofuniversityalsobelongstotheserviceindustryjustliketheconceptof“service-orientedgovernment”.Itcanbeseenthatworkinginauniversityisagoodchoicetorealizeone’sownvalue.SowewonderwhetherthestaffwhoarePartymembersworkinginuniversitieswillhavealowertendencytoleavebecauseoftheirhighrecognitionoftheuniversities’work.

Sowemakethefollowinghypothesis:

H3:Partymembersworkinginuniversitieswillhavelowerturnovertendencythannon-Partymembers.

Totesttheseassumptions,onthebasisoftheinvestigation,thispaperusesSPSS21.0datastatisticalanalysissoftwaretocarryoutthereliabilityanalysis,validityanalysis,correlationanalysis,factoranalysisandregressionanalysisofthedata.

Statisticalanalysisofsurveyresults

4.1Datacollection

4.1.1Questionnairedesign

ThetheoreticalbasisofquestionnairedesignisthePrice-Muellermodel.Thequestionnairehastwoparts,thefirstpartistheinvestigationoftheemployee'spersonalbasicsituation,andthesecondpartistheinvestigationofthefactorsthatinfluencetheemployees’turnovertendency.Thepersonalbasicsituationincludeseducation,departmentandfamilystatus,etc.;thesecondpartwilldescribethefactorsthataffectemployeeturnoverfromenvironmentalvariables,individualvariables,structuralvariables,andendogenousvariables.

Becausethispaperfocusesonfindingthereasonsforleavingfromtheindividualcharacteristicsofemployees,onlytheindividualvariablesandstructuralvariablesinthePrice-Muellermodelareselectedtocreatethequestionnaire.Individualvariablesincludejobparticipation;structuralvariablesincludejobautonomy,workstress,promotionopportunities,jobmonotonicity,andsocialsupport.

WechoosesomevariablesinPrice-Muellermodel,butwewillexplainthemintermsoftheemployee'spersonality.Thesevariablesaredefinedasfollows:Jobparticipationreferstothedegreetowhichemployeesarewillingtoworkhardfortheirwork.Jobautonomyisthedegreetowhichemployeescanworkautonomously.Therearefourdimensionstoworkstress:resourcescarcity,roleambiguity,roleconflict,andworkload.Asanemployeeconsideringthattheworkcannotbeachievedbecauseoftheseaspects,hewillhavemorestressonworking.Thepromotionopportunityreferstothepotentialupwardverticaljobflowwithintheorganization,correspondingtotheself-actualizationneedsinthehierarchyofneeds.Inthisarticle,wewilluseexpectationtodescribehowmuchheightapersonwanttoreachinhiswork.Theworkmonotonicityisthedegreetowhichworkisrepeated.Employeespursuinginnovationtendtohavelesstoleranceforjobmonotonicity.Socialsupportreferstothedegreeofsupportwithintheorganization(suchasbossesandcolleagues)fortheworkofemployees,whichcorrespondstotheneedforbelonginginthehierarchyofneeds.

Besidesthesevariables,westilladd:locusofcontrol,values,attributionstyle,conflicttoleranceandsenseofbelonging.Locusofcontrolisthedegreetowhichanindividualthinkshecancontrolhisowndestiny.Valuesreferstowhetherapersonregardsdedicationasthemeaningoflife.Attributionstylemeanswhetherapersonthinksthecauseoffailureisexternalorinternal.Conflicttolerancereferstowhetherapersoncanacceptabadrelationshipwithacolleague.Senseofbelongingisthatapersonwantstoberecognizedandacceptedbyothersorgroups.Thequestionnaireisatthebottomofthepaper.

Instatistics,thispaperwillusefive-pointscoringmethod:1toexpressverydisapproval,2toexpressdisapproval,3toexpressgeneral,4toexpressapproval,5toexpressveryapproval.

4.1.2Surveystatistics

Wedistributed183questionnairesthroughthenetwork,thequestionnairerecovered183copiesandvalidquestionnaire158copies.Thesurveyobjectisthestaffofteachingorscientificresearchdepartment,administrativeandlogisticsservicedepartmentinuniversities,whichensuresthevalidityofthequestionnaire.Thequestionnairerecoveryratewas100%andthequestionnairevalidityratewas86.3%.

4.2Descriptivestatisticsofsamplecharacteristicvariables

Thesamplepopulationcharacteristicvariablesaremainlydescribedbygender,age,education,marriage,postcategory,andworkingyearsinthisunit.Thisarticleaddstwovariables,Partyandchildren,asshowninTable4-1.

Variable

Classification

Frequency

Effectivepercentage(%)

Gender

Male

76

48.1

Female

82

51.9

Age

Below25

2

1.3

From25to30

52

32.9

From30to35

56

35.4

From35to40

33

20.9

Above40

15

9.5

Marriage

Married

127

80.4

Unmarried

31

19.6

Education

Doctor

30

19.0

Master

74

46.8

Bachelor

34

21.5

SeniorHighSchoolandbelow

20

12.7

Department

TeachingandResearchDepartment

56

35.4

Administration

55

34.8

LogisticsServiceDepartment

47

29.7

Workingyearsinthisunit

Below1year

31

19.6

From1yearto3years

63

39.9

Above3years

64

40.5

Party

Partymembers

36

22.8

Non-Partymembers

122

77.2

Children

Havechildren

69

43.7

Havenochildren

89

56.3

Table4-1

Wecandrawtheconclusionfromthetable4-1:Totalsamplesizeis158.Amongthem,thereare76males,accountingfor48.1%,and82females,accountingfor51.9%.Furthermore,29ofthemalesampleswereintheteachingandresearchdepartment,22intheadministrativedepartmentand25inthelogisticsservicedepartment.Ofthefemalesample,27wereintheteachingandresearchdepartment,33intheadministrativedepartmentand22inthelogisticsservicedepartment.Itcanbeseenthatintheteachingandresearchdepartmentandthelogisticsservicedepartment,theratioofmenandwomenisbasicallyequal.Butintheadministrative,thenumberofwomenismorethanmen.

Intermsofage,theageofthesubjectswasdividedintofivestages,accordingtothedatainthetable,whichshowedthattheagegroupwasmainlybetween25and40yearsold,accountingfor88.6%.Formaritalstatus,80.4%ofthesampleismarried,and54.3%ofmarriedpeoplealreadyhavetheirownchildren.

Intermsoftheworkingyearsinthisunit,19.6%ofthesurveysampleswereemployedforlessthanoneyear,39.9%wereemployedforoneyeartothreeyears,and40.5%wereemployedformorethanthreeyears.

4.3ReliabilityandValidityAnalysis

4.3.1Reliabilityanalysis

Reliabilityistotesttheconsistencyofrepeatedmeasurementresultsofthesamething,andtheresultsreflectthestabilityorreliability.Thereliabilitycoefficientαisusedtomeasuretheconsistencybetweenmultiplequestionscoresinthescale,andthetestdataorquestionnairedatasuitableformultiplescoresareinaccordancewiththescaleusedinthispaper.Wegenerallythinkthatifα>0.9,thereliabilityofthescaleisverygood;if0.8<α<0.9,thereliabilityisacceptable;if0.7<α<0.8,thescalecanbeused;ifα<0.7,thescaleneedstoberedesigned.Inthispaper,theconfidencecoefficientofthegaugesinvestigatedisshownintable4-2.

ReliabilityStatistics

Cronbachα

Standard-basedprojectsofCronbachα

Numberofprojects

.814

.803

12

Table4-2

Itcanbeseenthatthereliabilitycoefficientofthescaleusedinthispaperis0.814,andthereliabilitymeetstherequirements,whichcanbeused.

4.3.2Validityanalysis

Validityistheextenttowhichatoolcanaccuratelyreflectwhatisrequired.Throughthevaliditytest,itcanreflectthedegreeofproximitybetweentheactualmeasurementresultsandthedesiredmeasurementobject,andthemoreconsistentthemeasurementresultswiththecontenttobeinvestigated,thehigherthevalidity.ValiditytestingcanbeverifiedbyKMOtestandBartlettsphericaltest.

KMOstatisticsrangefrom0to1.WhenthecommonlyusedKMOmetricisabove0.9,itmeansverysuitable;0.8meanssuitable;0.7meansgeneral;0.6meansnotverysuitableandbelow0.5meansextremelyunsuitable.TheclosertheKMOvalueisto1,itmeansthatthestrongerthecorrelationbetweenvariables,themoresuitabletheoriginalvariablesareforcooperativefactoranalysis.

WeuseBartlettsphericaltesttotestwhetherthesamplecomesfromunrelatedvariables,anditssignificanceneedstobelowerthan0.01.Aftertesting,thevalidityanalysisofthisscaleisshownintable4-3.

KMOandBartletttest

Kaiser-Meyer-Olkinmeasurementofsamplingadequacy

.832

Bartlettsphericaltest

Approximatechi-square

704.136

df

55

Sig.

.000

Table4-3

Accordingtothedatainthetable,theKMOtestvalueofthisscaleis0.832,whichisacceptable.ThesignificanceofBartlettsphericaltestis0.000,lessthan0.01,whichindicatesthatthevalidityofthescaleusedinthispaperiswellenough.

4.4Factoranalysis

Factoranalysisreferstothestatisticaltechniqueofstudyingtheextractionofcommonfactorsfromvariablegroups.Becausetherearemanyvariablesinthispaper,factoranalysiscanreducethedimensionofvariables.

4.4.1Feasibilityoffactoranalysis

WehavegottheKMOtestvalueof0.832,whichismorethan0.8.Itmeansthatthedatacandofactoranalysis.Furthermore,Bartlettsphericaltestchi-squareapproximationis704.136,thedegreeoffreedomis78,andthevalueofSig.islessthan0.01,whichindicatesthatthefactormodelisreasonable.

Thecommunalitiesofthefactorsareshownintablebelow.Wecanseethatallthevaluesaremorethan0.5,whichmeanssuitableforthefactorsanalysis.

Variables

Communalities

Origin

Extraction

Jobparticipation

1

0.742

Jobautonomy

1

0.765

Jobmonotonicity

1

0.629

Workstress

1

0.703

Expectation

1

0.574

Locusofcontrol

1

0.721

Attributionstyle

1

0.696

Values

1

0.540

Socialsupport

1

0.620

Conflicttolerance

1

0.612

Senseofbelonging

1

0.527

Table4-4

4.4.2Factorextraction

Wemakeagravelmap,asshownintable4-5.Itcanbefoundthatfromthecriterionthateigenvaluemustbegreaterthan1,threecommonfactorsshouldbeselected.

Factors

Eigenvalue

Table4-5

Principalcomponentanalysiswascarriedouton11financialriskevaluationindexes.WeusetheKaiserstandard(eigenvalue>1criterion)andextractthreepublicinfluencefactors.Thecumulativecontributionratewas64.81%.Theeigenvaluesandvariancecontributionratesofthethreefactorsextractedareshownintable4-6.

Factors

Originaleigenvalue

Extractsquaredandload

Eigenvalue

Variancecontribution

Cumulativevariancecontribution

Eigenvalue

Variancecontribution

Cumulativevariancecontribution

1

4.607

41.881

41.881

4.607

41.881

41.881

2

1.284

11.676

53.557

1.284

11.676

53.557

3

1.238

11.254

64.811

1.238

11.254

64.811

4

0.837

7.613

72.424

5

0.715

6.496

78.92

6

0.531

4.823

83.743

7

0.515

4.685

88.429

8

0.419

3.805

92.234

9

0.346

3.143

95.377

10

0.342

3.109

98.486

11

0.167

1.514

100

Table4-6

4.4.3Factornamingandinterpretation

Werotatethedatamatrixandextractfourcommonfactors.Sowecananalyzethefactorloadmatrixafterobliquerotation.Fromtable4-7,wecanseethattheloadoff11、f12、f13、f14inthefirstcommonfactoris0.069,0.601,0.789and0.702,whichislargerthanthatofotherindexesrespectively.Thefourindicatorsarejobparticipation,jobautonomy,jobmonotonicityandworkstress,wecanseethatallofthemareabouttheemployees’attitudetowardtheirwork.SothefirstcommonfactorF1isnamed“workingattitudefactor”.

Thef21,f22,f23andf24loadsinthesecondcommonfactorare0.669,0.786,0.521and0.61,respectively,largerthanthoseinotherindicators.Thesethreeindicatorsarevalues,socialsupport,conflicttoleranceandsenseofbelonging,allofwhicharerelatedtointerpersonalrelationships.SowenamethesecondcommonfactorF2“socialattitudefactor”.

Theloadsoff31,f32andf33inthethirdcommonfactorare0.567,0.844and0.615,whicharelargerthanthoseofotherindexes.WenamedthethirdpublicfactorF3“socialattitudefactor”becausethethreeindicatorsareexpectation,locusofcontrolandattributionstyle,whichreflecttheattitudehowapersonthinkofhislife.

Variables

1

2

3

Jobparticipation

0.690

0.273

0.437

Jobautonomy

0.601

0.031

0.534

Jobmonotonicity

0.789

-0.082

0.001

Workstress

0.702

0.421

0.182

Expectation

0.224

0.450

0.567

locusofcontrol

-0.081

0.048

0.844

Attributionstyle

0.467

0.315

0.615

Values

0.190

0.669

0.237

Socialsupport

0.048

0.786

0.001

Conflicttolerance

0.565

0.521

-0.144

Senseofbelonging

0.035

0.610

0.392

Table4-7RotatingCompositionMatrix

4.5Correlat