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Table 3 Results of exploratory factor analysis with oblique rotation

From: Quantitative analysis of organizational culture in occupational health research: a theory-based validation in 30 workplaces of the organizational culture profile instrument

Items

Factor 1

Factor 2

Factor 3

Factor 4

SMC

Fairness (OCP1)

.68

.03

.06

-.02

.51

Respect for the individual’s rights (OCP2)

.86

.03

-.08

.00

.71

Tolerance (OCP3)

.74

-.10

-.03

.03

.48

Being socially responsible (OCP4)

.63

.05

.09

.13

.55

Being competitive (OCP5)

.23

-.13

.11

.60

.49

Achievement orientation (OCP6)

.19

-.03

.07

.69

.63

Having high expectations for performance (OCP7)

-.11

.07

-.01

.81

.64

Being results oriented (OCP8)

-.04

.04

-.03

.80

.62

Being analytical (OCP9)

-.06

.17

.14

.44

.32

Being people oriented (OCP10)

.56

.22

.16

-.04

.59

Being team oriented (OCP11)

.44

.20

.23

.05

.53

Working in collaboration with others (OCP12)

.47

.26

.24

-.04

.59

Action oriented (OCP13)

.17

.08

.35

.30

.45

A willingness to experiment (OCP14)

.08

.11

.67

-.06

.55

Not being constrained by many rules (OCP15)

-.34

.11

.22

-.06

.09

Being quick to take advantage of opportunities (OCP16)

.00

.09

.59

.15

.49

Being innovative (OCP17)

.05

.07

.68

.11

.61

Risk taking (OCP18)

-.03

-.15

.73

.02

.47

Being careful (OCP19)

.01

.62

-.23

.09

.37

Paying attention to detail (OCP20)

.01

.62

.18

.05

.52

Being precise (OCP21)

.01

.63

.25

.03

.59

Being rule oriented (OCP22)

.10

.58

-.14

.20

.46

Security of employment Stability (OCP23)

.25

.50

.04

-.10

.43

Stability (OCP24)

.27

.48

.07

-.06

.46

Being aggressive (OCP25)

-.07

-.16

.21

.30

.15

Predictability (OCP26)

.07

.31

.05

.14

.19

Variance explained

.47

.13

.08

.07

 

Factor correlations

1.00

    
 

.56

1.00

   
 

.48

.47

1.00

  
 

.32

.37

.51

1.00

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