BUSINESS ANALYTICS-II

PROJECT REPORT

“Factors Influencing Job Choices

Amongst M.B.A Students”

Aakriti Arora - 18BSPHH01C0011

Ashish Tiwari - 18BSPHH01C0256
G. Anurag - 18BSPHH01C1501
G. Tejeswini - 18BSPHH01C0409
B. Mounika - 18BSPHH01C0730
Contents

INTRODUCTION: ....................................................................................................................................... 3

RESEARCH OBJECTIVES: ........................................................................................................................ 4

METHODOLOGY: ...................................................................................................................................... 4

LITERATURE REVIEW: ............................................................................................................................ 5

ANALYSIS: ................................................................................................................................................ 16

BIBLIOGRAPHY: ...................................................................................................................................... 37

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INTRODUCTION:
A job is a defining phase in every individual’s life, MBA students in the case of our research.
The influence of job choice following the job choice has a lasting and a long term impact on an
individual’s life as it determines the level of income, nature of work which consequently leaves a
mark on the personality, behavior and the outlook of an individual.

Choosing a job is one of the biggest dilemma and challenge in any student’s life after choosing a
job. It involves various factors which correlate and influence one another. The process of
decision making is difficult and is not a straightforward task as among various factors some
influence a choice more than the others. Making the right choice is another dilemma and a
challenge in any student’s life. The factors that influence job choices can broadly be categorized
under three categories namely, individual, situational and environmental factors, which can be
expanded as following:

Individual (Interpersonal):

● Friends and Family

● Image and brand of the company
● Freedom and Autonomy
● Reviews and Recommendations (Online/Offline)
● Pay Package
● Designation

Situational (Extrinsic):

● Image and brand of the company

● Market Trends and Economic conditions
● Perks and Benefits associated with the job

Environmental (Intrinsic):

● Working conditions and facilities provided by the employer

● Level of job security
● Challenges, Opportunities and Variety offered at the workplace
● Culture of the firm
● Location of the firm
● Flexibility

Therefore, this research focuses on analyzing the most influential factors which impact the job
choices of MBA students with respect to their job choices for meaningful explanation to the area
of research.

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RESEARCH OBJECTIVES:
The main objective we focused was on the factors influencing job choices amongst M.B.A
students from different colleges and from different places of the country.

We have made this as our main objective because, we wanted to provide insights for our fellow
students regarding the job choices and different factors which influence it, with the obtained
output from our survey students can compare their views with the others and they can also
analyze and draw their personal conclusion regarding what should be their primary factors and
what must be their secondary factors.

The process by which we are going to meet with our objective is explained further in the report.

METHODOLOGY:
Methodology can be described as the method to gather information which is used in a research
study. This study intend to analyse the most influential factors in choosing a job and the
relationship between student job choice which later influences and impacts one’s job choice. The
data would be collected both in the form of primary as well as secondary data.

The primary data will be collected through a survey which would be studying in various B
schools across India. For the purpose of research we have decided to use a classical social
sciences tool-questionnaire. The questionnaire will be distributed among targeted audience i.e.
towards the age group of 18 to 28 years old, students in different B schools and their responses
will be recorded for further analysis.

Questionnaire was chosen for this research because they are a reliable and quick method to
collect information from multiple respondents in an efficient and timely manner. The
questionnaire would have a set of 10-20, questions which would be open-close ended, rating
scale questions such as Likert scale, MCQ’s and Rank order questions.

The secondary data will be collected through literature sciences, journals, articles and web-pages
available online which will help in giving insight on the factors affecting one in choosing the job.

To study the above mentioned variables, we carry out factor analysis, a technique that is used to
reduce large number of variables into fewer number of factors. This technique extracts maximum
common variance from all variables and puts them into a common score.

The factor analysis would help us segregate the most influential variables into groups which
would further help us classify the highly correlated and lowly correlated variables.

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LITERATURE REVIEW:
1. Factors Influencing Job Choice:- (James A. Athanasou)

This research establishes a perceptual- judgmental- reinforcement approach to job selection

in complex and uncertain conditions. It investigates the claim that job choices are based on
seven implicit factors: the specific size of the occupation, the proportion of full- time
employees, earnings, job prospects, gender dominance in the occupation, the level of
occupational unemployment and the predominant age group in the workplace. It was
concluded that the choice of employment was idiosyncratic; that people lacked insight into
their job choices and probably relied on relatively few unspecified indications. The findings
directly affect the relevance of occupational information and key issues in the provisionof
professional guidance.
Reference:-https://link.springer.com/article/10.1023/B:IJVO.0000006600.29754.ff

2. Social influence and job choice decisions (Mukta Kulkarni (Indian Institute of
Management Bangalore, Bangalore, India)

Past research has largely portrayed job selection as a relatively rational and goal -
oriented behaviour in which applicants make decisions depending on organizational
recruitment or job and organizational attributes assessments.A growing research group
informs us, however, that job choices can also be based on social comparisons and social
influence. The purpose of this paper is to add to this knowledge by examining why
social influence is a key factor in choosing jobs for young job seekers.This research tells
us that people compare and follow similar people if there are fewer other sources of
information or influence( Kilduff, 1990).This is because the perceived value of the
decision to choose a job appears higher when many similar people attest to it and
because there can be strong standards for the choice of employers in certain social
contexts( Higgins 2001).Informal words from credible and strong relationships such as
friends and family also influence perceptions of organizational attractiveness and
decisions on the choice of jobs (Van Hoye and Lievens, 2007, 2009; Van Hoye and Saks,
2010).

The current questionnaire- based study adds to this knowledge by examining why social
influence is a key factor in the choice of jobs for young job seekers. The study focuses
on graduating students from all collages in India with a Master of Business
Administration( MBA). We noticed over a few years that we've been here that students

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 seem to make job choice decisions based on social influence more so t han intrinsic or
job and organization‐specific reasons.

Job choice as a series of decisions that an applicant makes, starting with the applicant's
evaluation of information obtained from various sources, leading to employment
pursuance decisions with specific organizations. The notion of choosing a job thus
includes choosing an organization (Kilduff, 1990). Although the link between initial
preferences at the job choice stage and final chosen job can be weak, such initial
decisions can be important in setting the job choice path (Boswell et al., 2003). Thus,
understanding job choices of applicants early in the process is important.With regard to
the career choices of educated workers, such as those with MBA degrees, early careers
can have a lasting influence on their future.

First, applicants compare themselves with similar others and act in accordance with what
others do in the face of decisive ambiguity, when the opinions of colleagues are very
important to the individual and when other information sources are relatively
unavailable. In 1990, Kilduff( 1992). Second, applicants rely on inform ational social
influence or word‐of‐mouth communication from credible strong ties (e.g. friends and
family) when making job choice decisions (Van Hoye and Lievens, 2007, 2009).

In particular, when choosing a job based on intrinsic job characteristics and for internal
reasons, people reported more satisfaction and commitment than when choosing a job
due to external constraints, such as family concerns and financial considerat ions.
Reference:-https://www.emeraldinsight.com/doi/full/10.1108/01425451311287844

3. Factors Affecting Job Choice:- Nawaz Ahmad

Job choice is a major factor in employee engagement and the level of discretionary
effort is likely to be achieved by the members of the team. The work performance of
people undoubtedly suffers if they do not feel satisfied with their jobs, not to mention
their quality of life.Of course, everyone is unique in what they want from their work, but
there are some factors of job satisfaction which psychologists usually agree on.

The work performance of people undoubtedly suffers if they do not feel satisfied with
their jobs, not to mention their quality of life.Of course, everyone is unique in what they
want from their work, but there are some factors of job choice which psychologists
usually agree on.

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 Since work is an important aspect of people's lives and most people spend a large part of
their working lives at work, it is crucial to better employee performance and productivity
to understand the factors that contribute to job satisfaction.

 Working Environment:-

Employees must have a working environment that promotes their overall development. They
need a healthy and safe environment that offers personal comfort and makes it easy to do a good
job. If the working conditions are good ( clean, attractive environment), it will be easier for the
staff to carry out their jobs. On the other hand, if working conditions are poor( heat, noisy
surroundings), it will be harder for people to do things. Therefore, a friendly and supportive
environment can lead to greater job choice.

 Fair Policies and Practice:-

Individuals who perceive that promotional decisions are made fairly will likely be satisfied with
their jobs. Employees are very often demotivated and unhappy with their jobs because unfair
policies and practices prevail in their workplace.It is therefore of the utmost importance that an
organization has a fair and equal system of practices and policies so that discrimination and
frustration are not observed.

 Pay:-
Wages and salaries are recognized as a significant but cognitively complex workplace job
choice factor( Carraher& Buckley, 1996). Money not only helps people to meet their basic
needs, but is also instrumental in providing satisfaction at the highest level.Wage
Employees often see pay as a reflection of how management considers their organizational
contribution. Fringe benefits are important, but not as influential.One reason for this is
without doubt that most employees don't even know how much they receive benefits. In
addition, most people tend to underestimate these benefits because they do not realize their
considerable monetary value.

 Age:-

Age is one of the factors that affect job happiness. Different studies in this a rea have
demonstrated that job choice tends to increase with age. Older staff tend to report higher
satisfaction, and younger staff report the lowest job satisfaction rates.

 Promotion:-

Promotional opportunities appear to affect job choice in different ways. This is because
promotions take various forms and receive a variety of benefits. In recent years, the
flattening of organizations and accompanying empowerment strategies, the promotion in

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thetraditional sense of climbing the hierarchical successful corporate level has ceased to be
available.

 Feel of Belongings:-

Most organizations do not understand this fundamental factor, while many have begun to act
on it. If an employee feels that he or she is considered an important part of the team , he or
she is part of the organization, there are higher job satisfaction chances. Texting Or mailing
an employee on his / her birthday, communicating the crisis to even ground- level
employees, making special efforts during the holidays, all these small gestures make the
employee believe that he / she belongs to the company. This brings together job satisfaction
and loyalty.

 Safety and Security:-

These days, companies are taking endless steps to ensure that an employee is provided with
different kinds of facilities, such as health care and medical inspections. Some institutions
offer insurance policies at a lower rate.This aspect of safety and security therefore plays a
significant role. If an employee did not feel safe and secure in the organization in wh ich he
or she works, the job satisfaction level will eventually decline.

 Challenges:-

Some employees love experimenting; they like it when the challenge is assigned to them.
The challenge is always linked to ability and capability. They believe that if an employee
has a challenging job, the leader trusts his or her ability to meet the expectations.Therefore,
the level of job automatically increases wherever challenges are involved.

 Responsibilities:-

It suggests that when an employee is given a greater responsibility, he or she becomes aware
that the employers believe that he or she is a capable and trustworthy applicant. The idea of
responsibility and the feeling that you get when the responsibility is fulfilled cannot be
traded in the world for anything.If an employee has no responsibility, the result is that the
person feels detached and doubts about self- esteem that immediately affects job choice.

 Creativity in Job:-

Job choice is always higher wherever it involves creativity. The freedom of creation gi ves a
sense of fulfilment when a project is completed. It makes an employee feel as if the project
is their creativity. On the other hand, the employee will not feel like he or she belongs to the
project in monotonous jobs

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 Personal Interest and Hobbies:-

People who pursue their hobbies and interest as their job choice, gain the highest level of
satisfaction in whatever they do at their workplace. This is because their work is not their
job, but a way to get closer to their interests and to make money. In any case, they will be
more than just a promotion.

 Relationship with Supervisors:-

One of the main reasons employees think about leaving a company is that they don't care
about their supervisor. A participatory climate created by the supervisor appears to h ave a
more significant impact on the satisfaction of workers than participation in a particular
decision. Effective managers know that their staff need to recognize and praise their efforts
and achievements. Employees also need to know that the door of their supervisor is always
open to them to discuss any concerns that affect their ability to perform their duties. It will
make you happy in the office.

 Flexibility:-

Offering flexibility is an excellent way to demonstrate to the team members what they
expect. Moreover, the gift of time is one of the most appreciated benefits for the workplace.
When they can choose their schedule, intelligent people work best. Hours that are flexible
can increase commitment and productivity. However, bear in mind that these can reduce
collaboration.

 Nature of Work;-

The working nature can define the willingness to work. Most people like certain tasks and
would prefer these tasks to be handled. You should ensure that he / she goes to companies
where he / she fully applies the skills and knowledge.Recent research has shown that such
job characteristics and complexity mediate the relationship between personality and job
choice, and if employees ' creative requirements are met, they tend to be met.
The satisfaction of each workplace has a different meaning. Various factors influence the
level of job choice. The ones listed above are the most common. It is essential for an
employee to have a level of job satisfaction arising from the work he or she do es.

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 Caring Organization:-

Care can be shown in various ways, but it takes care of career development, treatment for
adults, is taken seriously and appreciated for a good job.When people feel that the
organization they work for cares for and acts to improve their work and lives, they are
happy and this creates greater satisfaction.

4. Factors influencing career choice of management students in India :-Tanuja

Agarwala (Faculty of Management Studies, University of Delhi, Delhi, India)

For a large number of students studying in top management collage, a managerial career has
become the most preferred career choice. The main purpose of the study was to identify
important factors that influenced the choice of career of students pursuing an MBA degree
in ibs collage, and Studies have been conducted in different cultural contexts to determine
the range of factors that influenced students in making career choices.

There is 55 percent increase in the number of institutes imparting management e ducation in

India between 2010 to 2018. More than 100,000 students are studying towards an MBA
degree in approximately 1,200 institutions offering MBA degrees in India. Business factors
coupled with several sociocultural changes have led to changing career preferences among
young people in India.

Career selection is one of the fundamental important desire in students plans. Based on their
decisions it will have an impact on throughout their career development. An individual's choice
of career is likely to be influenced by several factors, including personal and cultural values,
family background, career expectations, etc. This desire of choice could have effect on them for
the duration of their lives. Career choice” involves choosing one occupation over another.
Hence, in order for “career choice” to take place, two conditions are necessary:

1. Availability of alternative career options; and

2. An individual/personal preference between these career options

The numbers of career options/alternatives available to an individual at any given point in

time are influenced by external factors (labour market, state of the economy, etc.), as well as
individual factors (education, family background, attitudes, etc.)

Factors influencing career choice

Few studies have examined the factors that influence career choice. Previous studies have
identified a number of varied factors that influence students' career choice (Ginzberg, 1951;

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super, 1951; o’connor and kinnane 1961; paolillo and estes, 1982; Felton et., 1994 ). Factors
affecting students based on certain criteria which drive for the job criteria.

A)Intrinsic factors:-

 Personality:- It can’t be denied that one’s man or woman is one among the most
important issues while choosing a job. People are likely to pick a job for which they have
a passion. A love for one’s job can be a strong motivation, especially when working
under great pressure or challenging task.

B)Extrinsic factors

 Location :- Many students prefer for feasible location for job as some prefer location is
the first factor in career choice, as they first choose where to live and then look for
convenient career options.
 Education:- A person’s education is also of great consideration when determining one’s
career. With proper training, people would be able to do the job better, not only because
they have the required background knowledge, but also for they feel more confident.
 Job security and Image and brand value of the company

C)Interpersonal (influence of parents and significant others):- Parents educational and

occupational background may additionally have an significant effect on decision making process
of students may contemplate on whether to continue with their parents occupation or not.

Reference:- https://emeraldinsight.com/doi/full/10.1108/13620430810880844

Factors influencing management students choice that effect job opportunities:

By Mania Beatric Njeri

The purpose of this study is to examine the impact of personal factors and future job factors on
choice of business management as a major field of study. The study also aims to investigate the
relationship between student’s gender, general secondary average and the branch in general
secondary, and the choice of business as a major. The study reached that the parents have a
significant influence on the major selection, siblings and friends also consider important source
to select the major, while the teachers and media are least amongst the selected factors.

It was examined that many factors that play a vital role in the selection of business management
as major factors like Career option, the interest in the area, enjoyment of learning, teachers,
siblings, friends, media, and future earnings. reported that business students rated interest in the
field as the most important factor when choosing a major, above monetary compensation and job
opportunity. Against this background, this study aims to examine the impact of personal factors
such as(Media, parents, teachers, friends and siblings) and the future job factors (i.e. Future
earnings, career option, occupational prestige and type of work) on business major choice. The

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most factors influencing the choice of major business management are earnings, career options,
initial earnings, and ability/aptitude.

Selection of the major in undergraduate stage is considered an important decision in the person
life. Many scholars explored the factors that may influence the business major selection. The
purpose of this study is to examine the impact of personal factors and future job factors on
business management as a major choice. The study also aims to investigate the relationship
between students gender, general secondary average and the branch in general secondary, and
the choice of business as major field of study, from the perspective of business students. The
study explored that the parents have a significant influence on the major selection, siblings and
friends also consider important source to select the major, while the teachers and media are the
least amongst the selected factors. The respondents give more importance for future job factors;
they agreed that the future earning, career option, occupational prestige and type of work are the
most important factors in selecting the major. The results also indicated that there is a significant
relationship between independent variables (i.e. gender, general secondary average and the
branch in general secondary) and dependent variable (i.e. selection business as a major). Based
on the above mentioned results, the study recommend and brings awareness to the students with
majors and future job opportunities.

References

[1] Beggs, J. M., Bantham, J. H., & Taylor, S. (2008).Distinguishing the factors influencing
college students' choice of major. College Student Journal.

[2] Collins, M. and P. Giordani. (2004).The class of 2003: Opinions and expectations results of
the 2003 graduating student and alumni survey. NACEWeb, http://naceweb.org

Factors of Organizational Attributes Influencing Organizational Attractiveness: A Study

Examining Gen Y MBA Students Vandana Madhavkumar GRG School of Management
Studies, Peelamedu, Coimbatore, india.

The study examines the organizational attributes preferred by Gen Y MBA students and to what
extent these attributes influence their attractiveness towards potential employers. Participants
consisted of 483 MBA students from institutes in Coimbatore offering Masters in Business
Administration (MBA) and in their final year of the full time two year MBA program. Data was
gathered using a self-administered questionnaire. Organizational Attributes exhibited significant
effects on Organizational Attractiveness. The factors ‘Organizational Reputation’, ‘Development
Opportunities’ and ‘Work-Life Balance’ emerge as the most predominant predictor of
Organizational Attractiveness for management students. Further, gender differences were
observed only for the attribute ‘Training and Development’. Gender differences were not
observed in any other attribute. The results of the study would be useful in guiding organizations

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looking to recruit Gen Y MBA graduates to focus their attention towards the attributes that these
young management graduates find attractive. This will enable organizations to frame suitable
recruitment strategies to attract right management graduates and thereby ensure effective
recruitment.

The study objectives are threefold:

1. To identify the preferred factors of job and organizational attributes Gen Y MBA students
seek in their employing organization.

2. To explore the extent to which factors of job and organizational attributes influence
Organizational Attractiveness.

3. To investigate gender differences in the perceived importance of job and organizational

attributes.

It is examined that the preferences of job applicants in these studies, job applicants ranked the
following 10 attributes as important they are benefits, pay, hours, co-workers, advancement,
security, supervisor, working conditions and type of work .The importance of job security when
choosing an organization to work was also studied by a few researchers. During early times, men
assigned more importance to security whereas women considered type of work as most
important. Later it was reported that during the period between 1966-1975, men also assigned
type of work as most important. Later with increase in educational level, there was an increase in
the importance assigned to type of work while the importance of security decreased. The factors
rated highest by management students as helping them differentiate among prospective
employers are advancement opportunity, job security, training programme, retirement plan,
health insurance and pay. Students indicated opportunity for advancement as the single most
important factor. In a study meaningful work was ranked most important followed by income,
advancement, security and working hours.In a study on college students reported that
challenging/interesting work was the highest rated among the 18 job characteristics followed by
learning opportunities and using one’s abilities.It was investigated which job attributes were
preferred by student applicants in their early career stage searching for their first job, and
importance of preferred attributes in the job offer decision. They found that there were different
reasons why accepted job offers like, the type of work, organization, and opportunities for
advancement, co-workers and security, respectively. Also, the most important reasons for
rejecting job offer were the location, type of work, opportunities for advancement, co-workers
and pay. Turban adapted the attribute preference from ]urgensen’s Job Preference Form (having
10 attributes) to measure applicant’s preferences of job attributes by including geographic
location. According to Ng & Burke people differ in their attractiveness to different attributes of a
firm and identified four factors (people, reputation, work and benefits) from 14 items of job and
organizational attributes.

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Gokuladas in a study on the factors that influence the first job choice of engineering students in
India identified good training opportunities available as the most important factor that influenced
both male and female respondents while deciding their first-job. According to Gokuladas the
student’s most preferred factors in job selection are presence of power and authority, peaceful
work environment, opportunity for career advance and pay. Past research has also established the
importance of employer familiarity (i.e. awareness) and organizational reputation in a firm’s
perceived attractiveness as a potential employer. Geographic location is also an important factor
in job offer decisions as discussed by Rynes & Lawler (1983). Literature also reported that
socially responsible firms were perceived as more attractive as potential employers.Cable &
Turban (2001) report that applicants evaluated a firm based on the physical attributes which is
referred as ‘employer information’ like size of the company, its geographical location, and job
attributes like pay, benefits, advancement opportunities which constitutes ‘job information’; and
the type of co-workers they would be working with, which is referred to as ‘people information’.

Sutherland (2012) studied worker job attribute preferences in UK and found that among the 15
attributes listed “Work you like doing”; a “secure job”; “friendly people to work with”; and
“opportunities to use your abilities” are the four highest ranked job attribute preference.
Sutherland (2012) also noted that employee’s job attribute preferences varied with their
characteristics including gender among others. Sutherland (2012, pp. 196) describes job attribute
preferences as “the extent to which individuals attach or desire a variety of specific qualities and
outcomes from their paid work”.

In another study by ,Chew & Teo (1993) examined gender differences among undergraduates
when choosing jobs/ employers in Singapore. They reported how job attributes were rated in
terms of their importance to participants and found that the influence of gender on job attribute
preferences. They developed a 17- item questionnaire extensively based on the items used by
Posner (1981) in a study investigating recruiters’ awareness of the importance of job attributes
important to undergraduates in choosing a job. The 17 items were classified into five
dimensions: challenges, benefits/job security, prestige, relationships and non-sedentary work.

Similarly, Tolbert & Moen (1998) analyzed studies of over a period of 22 years focusing on the
changes brought by age over time in men’s and women’s preferences for five key job attributes
such as job security, high income, short hours, chances for promotion and meaningful work.
They reported stability of gender differences in preferences and noted widening gender gap in
preferences among the younger workforce. Gender was found to be a significant predictor of
three job attribute preferences having a sense of accomplishment, opportunities for promotion
and job security. As compared to men, women place higher value to jobs that provided a sense of
accomplishment than those that gave promotion opportunities or job security. Also women
ranked meaningful work as a first preference, on the other hand men ranked promotion
opportunities and security higher.

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 Konrad (2000) in a meta-analysis of studies carried out in US found small but significant
differences in men’s and women’s job attribute preferences. Men assigned more importance to
earnings, freedom, challenge, leadership, promotion and power than women. Women were found
to value good interpersonal relationships, good hours, an easy commute, and helping others more
than men.

Overview:

The principal objective of the study is, therefore, to contribute to the understanding of what
organizational attributes potential applicants of Generation Y pursuing MBA look for when
considering employment with an organization. The study also aimed to investigate the influence
of organizational attributes on Organizational Attractiveness towards an organization. The goal
of this research was also to help organizations understand the preferences and expectations of
Gen Y MBA students regarding organizational characteristics of their targeted applicants so they
can develop suitable recruitment strategies that will help generate the most applicants with the
right skill set and attitude.

Hypothesis:

The following Hypotheses were framed for the study based on the review of literature: H1:
Preferred factors of Job and Organizational Attributes will positively impact Organizational
Attractiveness. H2: Male and female respondents will show differences in their preferences of
factors of job and organizational attributes. Research Methodology Sample and Data Collection
The participants are Generation Y

Factor Analysis, Correlation, Multiple regression, and t-test were performed to analyze the data
and arrive at the results.

References

1. AndresenL.W. (2000) A useable, trans-disciplinary conception of scholarship. Higher Education

Research and Development, 19, 137-153

[Taylor & Francis Online]

2. BrymanA. and CramerD. (2001) Qualitative data analysis with SPSS release 10 for Windows: a
guide for social scientists. Hove, UK: Routledge

Page 15 of 37
ANALYSIS:

Factor analysis is a method of data reduction. It does this by seeking underlying unobservable
(latent) variables that are reflected in the observed variables (manifest variables). There are
many different methods that can be used to conduct a factor analysis (such as principal axis
factor, maximum likelihood, generalized least squares, unweighted least squares), There are also
many different types of rotations that can be done after the initial extraction of factors, including
orthogonal rotations, such as varimax and equimax, which impose the restriction that the factors
cannot be correlated, and oblique rotations, such as promax, which allow the factors to be
correlated with one another. You also need to determine the number of factors that you want to
extract. Given the number of factor analytic techniques and options, it is not surprising that
different analysts could reach very different results analyzing the same data set. However, all
analysts are looking for simple structure. Simple structure is pattern of results such that each
variable loads highly onto one and only one factor.

Factor analysis is a technique that requires a large sample size. Factor analysis is based on the
correlation matrix of the variables involved, and correlations usually need a large sample size
before they stabilize. Tabachnick and Fidell (2001, page 588) cite Comrey and Lee’s (1992)
advise regarding sample size: 50 cases is very poor, 100 is poor, 200 is fair, 300 is good, 500 is
very good, and 1000 or more is excellent. As a rule of thumb, a bare minimum of 10
observations per variable is necessary to avoid computational difficulties.

For the example below, we are going to do a rather "plain vanilla" factor analysis. We will use
iterated principal axis factor with three factors as our method of extraction, a varimax rotation.
The determination of the number of factors to extract should be guided by theory, but also
informed by running the analysis extracting different numbers of factors and seeing which
number of factors yields the most interpretable results. We have used the priors = smc option
on the proc factor statement so that the squared multiple correlation is used on the diagonal of
the correlation matrix.

In this example we have included many options, including the original correlation matrix, the
scree plot and the eigenvectors. While you may not wish to use all of these options, we have
included them here to aid in the explanation of the analysis. We have also created a page of
annotated output for a principal components analysis that parallels this analysis.

Factor AnalysisResults

The FACTOR Procedure

Input Data Type Raw

Data
Number of Records 101
Read
Number of Records 101
Used
N for Significance 101
Tests

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 Means and Standard Deviations from 101
Observations
Variable Mean Std Dev
Brand & Image 3.5742574 1.2437567
working condition & 3.7425743 1.1717804
facilities
Market trend 3.7524752 1.0526722
family & friends influence 3.0297030 1.1441630
job security 3.8217822 1.0334025
freedom & autonomy 3.7821782 1.0450259
perks & benefits 3.8415842 1.1809545
challenges & opportunities 3.8118812 1.1109714
culture 3.8712871 1.0455942
reviews &reccomendations 3.6435644 0.9548210
pay package 4.0099010 1.2206150
location 3.7821782 1.0257091
flexibility at work 3.9108911 1.0305242
designation & position 4.0099010 1.1179897

Correlatio
ns
workin
g family freedo
Brand conditio Mark &friend jo m perks
& n et b & &
& s
Imag tren influenc securit autonom benefit
facilitie
e d e y y s
s
Brand & Image 1.00000 0.74057 0.61375 -0.06832 0.4850 0.48958 0.6480
0 6
working
condition &
facilities 0.74057 1.00000 0.67746 0.06543 0.6306 0.60706 0.7217
5 8
Market trend 0.61375 0.67746 1.00000 -0.12668 0.4738 0.52319 0.5231
3 8
family &
friends - 0.06543 - 1.00000 0.1736 -0.06144 0.0035
influence 0.06832 0.12668 7 2
job security 0.48500 0.63065 0.47383 0.17367 1.0000 0.56558 0.6813
0 2
freedom &
autonomy 0.48958 0.60706 0.52319 -0.06144 0.5655 1.00000 0.6605
8 1
perks & 0.64806 0.72178 0.52318 0.00352 0.6813 0.66051 1.0000
benefits 2 0
challenges &
opportunities 0.53490 0.67682 0.54979 -0.11357 0.5192 0.69648 0.6401
5 7
culture 0.44188 0.56850 0.46138 -0.03857 0.4505 0.58726 0.6150
5 0

Page 17 of 37
reviews
&reccomendati 0.32565 0.42663 0.28941 0.11048 0.3099 0.43253 0.4194
ons 6 5
pay package 0.61539 0.64502 0.47667 -0.12194 0.5722 0.60536 0.7503
1 2
location 0.45961 0.53529 0.44969 0.02261 0.5762 0.52438 0.5078
4 3

Correlatio
ns

challenges reviews pa flexibilit designatio

& culture &reccomendat y locatio y at n&
opportunitie ions packa n work position
s ge
0.53490 0.44188 0.32565 0.61539 0.4596 0.39922 0.52086
1

0.67682 0.56850 0.42663 0.64502 0.5352 0.43628 0.50577

9
0.54979 0.46138 0.28941 0.47667 0.4496 0.28367 0.34199
9

-0.11357 - 0.11048 - 0.0226 0.13797 -0.15658

0.03857 0.12194 1
0.51925 0.45055 0.30996 0.57221 0.5762 0.56713 0.44297
4

0.69648 0.58726 0.43253 0.60536 0.5243 0.53894 0.58389

8
0.64017 0.61500 0.41945 0.75032 0.5078 0.52238 0.54653
3

1.00000 0.66764 0.53949 0.62820 0.4551 0.39573 0.54899

1
0.66764 1.00000 0.57461 0.58866 0.4398 0.36048 0.48016
1

0.53949 0.57461 1.00000 0.37201 0.4304 0.50603 0.33121

7
0.62820 0.58866 0.37201 1.00000 0.6327 0.54130 0.57884
3
0.45511 0.43981 0.43047 0.63273 1.0000 0.66261 0.44664
0

Correlatio
ns

Page 18 of 37
 workin
g family freedo
Brand conditio Mark &friend jo m perks
& n et
& s b &&
Imag tren influenc securit autonom benefit
facilitie
e d e y y s
s
flexibility at 0.39922 0.43628 0.28367 0.13797 0.5671 0.53894 0.5223
work 3 8
designation &
position 0.52086 0.50577 0.34199 -0.15658 0.4429 0.58389 0.5465
7 3

Correlatio
ns

challenges reviews pa flexibilit designatio

& culture &reccomendat y locatio y at n&
opportunitie ions packa n work position
s ge
0.39573 0.36048 0.50603 0.54130 0.6626 1.00000 0.62571
1

0.54899 0.48016 0.33121 0.57884 0.4466 0.62571 1.00000

4

Partial Correlations Controlling all other Variables

workin
g family freedo
Brand conditio Mark &friend jo m perks
& n et s b & &
Imag & tren influenc securit autonom benefit
e facilitie d e y y s
s
Brand & Image 1.00000 0.36962 0.24879 -0.03532 - -0.09695 0.17233
0.0756
5
working
condition &
facilities 0.36962 1.00000 0.29481 0.23683 0.1416 0.00956 0.16279
2
Market trend 0.24879 0.29481 1.00000 -0.20196 0.0797 0.14266 -
7 0.04266
family &
friends - 0.23683 - 1.00000 0.2097 -0.03025 -
influence 0.03532 0.20196 0 0.00840
job security - 0.14162 0.07977 0.20970 1.0000 0.04043 0.31061
0.07565 0

Page 19 of 37
freedom &
autonomy - 0.00956 0.14266 -0.03025 0.0404 1.00000 0.17334
0.09695 3
perks & 0.17233 0.16279 - -0.00840 0.3106 0.17334 1.00000
benefits 0.04266 1
challenges &
opportunities - 0.19711 0.08118 -0.11640 0.1100 0.30618 -
0.05615 1 0.01906
culture - 0.00656 0.09171 0.04564 0.0181 0.09890 0.15702
0.11475 1
reviews
&reccomendati 0.04577 0.05380 - 0.08226 - -0.05621 0.03009
ons 0.06827 0.2156
2
pay package 0.13910 0.03829 - -0.15737 - -0.02962 0.36802
0.10860 0.0428
9
location 0.00613 0.08671 0.12719 -0.06441 0.1834 0.05886 -
9 0.20485
flexibility at - -0.12007 - 0.19469 0.2140 0.14943 0.07345
work 0.03142 0.02879 1
designation &
position 0.20003 0.07187 - -0.23210 - 0.12779 -
0.15276 0.0548 0.03700
0
Partial Correlations Controlling all other Variables

challenges reviews pa flexibilit designation

& culture &reccomendat y locatio y at & position
opportunities ions packa n work
ge
-0.05615 - 0.04577 0.13910 0.0061 - 0.20003
0.11475 3 0.03142

0.19711 0.00656 0.05380 0.03829 0.0867 - 0.07187

1 0.12007
0.08118 0.09171 -0.06827 - 0.1271 - -0.15276
0.10860 9 0.02879

-0.11640 0.04564 0.08226 - - 0.19469 -0.23210

0.15737 0.0644
1
0.11001 0.01811 -0.21562 - 0.1834 0.21401 -0.05480
0.04289 9

0.30618 0.09890 -0.05621 - 0.0588 0.14943 0.12779

0.02962 6
-0.01906 0.15702 0.03009 0.36802 - 0.07345 -0.03700
0.2048
5

Page 20 of 37
 1.00000 0.13765 0.31441 0.15547 - - 0.16923
0.0683 0.19208
9
0.13765 1.00000 0.38568 0.16026 0.0511 - 0.18102
8 0.24332

0.31441 0.38568 1.00000 - 0.0768 0.40319 -0.20705

0.16487 8
0.15547 0.16026 -0.16487 1.00000 0.3262 0.08907 0.04264
0
-0.06839 0.05118 0.07688 0.32620 1.0000 0.37797 -0.13671
0
-0.19208 - 0.40319 0.08907 0.3779 1.00000 0.49615
0.24332 7

0.16923 0.18102 -0.20705 0.04264 - 0.49615 1.00000

0.1367
1

The correlation and partial correlation matrices are the result from the CORR and MSA options.
An examination of these matrices can be a rule of thumb to decide whether or not the data are
appropriate for factor analysis. Next measure, the Kaiser-Meyer-Olkin (KMO) measure of
sampling adequacy is a popular diagnostic measure. It is suggested that KMO measure of below
.50 is unacceptable and the overall KMO measure should be greater than .80; however, a
measure of above .60 is tolerable. The overall KMO measure can sometimes be increased by
deleting the offending variables whose KMO value is low.

Kaiser's Measure of Sampling Adequacy: Overall MSA =

0.89113514
workin family
Brand g Mark &friend jo freedom perks
& condition et s b & &
Imag & tren influenc securit autonom benefit
e facilities d e y y s
0.913905 0.917499 0.907645 0.335479 0.915007 0.948808 0.918889
24 97 42 98 87 03 40
Kaiser's Measure of Sampling Adequacy: Overall MSA = 0.89113514

challenges reviews pa flexibilit designatio

& culture &reccomendat y location y at n&
opportunitie ions packa work position
s ge
0.913533 0.9059032 0.795672 0.915317 0.8915295 0.792984 0.856661
04 3 36 71 9 72 68

Page 21 of 37
 Eigenvalues of the Correlation
Matrix: Total
= 14 Average = 1
Eigenval Difference Proportio Cumulativ
ue n e
1 7.399248 6.1139790 0.5285 0.5285
15 2
2 1.285269 0.2985741 0.0918 0.6203
12 1
3 0.986695 0.0650222 0.0705 0.6908
01 7
4 0.921672 0.3007684 0.0658 0.7566
75 6
5 0.620904 0.0650901 0.0444 0.8010
28 2
6 0.555814 0.0640382 0.0397 0.8407
16 0
7 0.491775 0.1349886 0.0351 0.8758
96 6
8 0.356787 0.0246669 0.0255 0.9013
30 4
9 0.332120 0.0345495 0.0237 0.9250
36 1
10 0.297570 0.0563836 0.0213 0.9463
85 2
11 0.241187 0.0467944 0.0172 0.9635
23 3
12 0.194392 0.0331316 0.0139 0.9774
80 6
13 0.161261 0.0059602 0.0115 0.9889
14 6
14 0.155300 0.0111 1.0000
88
14 factors will be retained by the NFACTOR criterion.

a. Prior Communality Estimates: SMC – This gives the communality estimates prior to the
rotation. The communalities (also known as h2) are the estimates of the variance of the factors,
as opposed to the variance of the variable which includes measurement error.

b. Eigenvalue – This is the initial eigenvalue. An eigenvalue is the variance of the factor.
Because this is an unrotated solution, the first factor will account for the most variance, the
second will account for the second highest amount of variance, and so on. Some of the
eigenvalues are negative because the matrix is not of full rank. This means that there are
probably only four dimensions (corresponding to the four factors whose eigenvalues are greater
than zero). Although it is strange to have a negative variance, this happens because the factor
analysis is only analysing the common variance, which is less than the total variance. If we were
doing a principal components analysis, we would have had 1’s on the diagonal, which means that
all the variance is being analysed (which is another way of saying that we are assuming that we
have no measurement error), and we would not have negative eigenvalues. In general, it is not
uncommon to have negative eigenvalues.

Page 22 of 37
c. Difference – This column gives the difference between the eigenvalues. For example, 5.05 =
5.77 – 0.72. This column allows you to see how quickly the eigenvalues are decreasing.

d. Proportion – This is the proportion of the total variance that each factor accounts for.

e. Cumulative – This is the sum of the proportion column.

The scree plot graphs the eigenvalue against the factor number. You can see these values in the
first two columns of the table immediately above. From the third factor on, you can see that the
line is almost flat, meaning each successive factor is accounting for smaller and smaller amounts
of the total variance.

Eigenvector
s
1 2 3 4 5 6 7 8
Brand & Image 0.27512 - 0.29716 - - 0.55775 - -
0.18373 0.13880 0.09854 0.20073 0.06145
working
condition &
facilities 0.30953 - 0.34876 0.04615 - 0.17904 - -
0.05614 0.02064 0.00084 0.01054
Market trend 0.25085 - 0.38860 0.04607 - - 0.40685 0.14134
0.26891 0.42199 0.02652
family &
friends - 0.73924 0.41835 0.16110 0.21740 0.15599 0.05485 0.34258
influence 0.00886

Page 23 of 37
job security 0.27454 0.22422 0.22947 - 0.15346 - 0.08653 -
0.22388 0.39686 0.43085
freedom &
autonomy 0.29527 - - 0.04645 0.21234 - 0.48507 0.07177
0.04170 0.11522 0.25124
perks & 0.31283 - 0.12674 - 0.29716 - - -
benefits 0.01753 0.04001 0.08473 0.29458 0.31750
challenges &
opportunities 0.29673 - - 0.31532 0.15473 - 0.18025 -
0.15910 0.05641 0.09256 0.05631
culture 0.27178 - - 0.46274 0.14948 - - 0.42814
0.06255 0.12261 0.16952 0.23174
reviews
&reccomendati 0.21813 0.24804 - 0.56644 - 0.23343 - -
ons 0.30051 0.34222 0.06878 0.39363
pay package 0.30385 - - - 0.07876 - - 0.16751
0.08496 0.06545 0.17300 0.14282 0.52269
location 0.26598 0.20303 - - - - - 0.33710
0.12557 0.26221 0.54940 0.28789 0.14009
flexibility at 0.25362 0.38506 - - - 0.15366 0.15219 -
work 0.34192 0.30813 0.13953 0.14245
designation &
position 0.26113 - - - 0.34156 0.43052 0.23386 0.25254
0.06729 0.36953 0.26192
Eigenvect
ors
9 10 11 12 13 14
- 0.05557 - 0.45920 0.02821 -
0.11069 0.42859 0.08617

- - - - - -
0.06615 0.24340 0.09176 0.72723 0.33737 0.17311
0.24749 0.24951 0.44395 0.10425 0.05778 0.11195

- 0.00816 0.13219 0.11106 0.07716 0.09410

0.12581
0.41986 - - 0.21988 - 0.18330
0.26222 0.17557 0.19899

- 0.39518 - 0.01596 - 0.12361

0.47098 0.34754 0.18076
- 0.38386 0.13205 - 0.60744 0.00799
0.02503 0.25817

- - 0.22878 0.24864 0.26752 -

0.29830 0.59415 0.29686
0.49559 0.15877 - 0.06631 - -
0.22807 0.06969 0.26997

- 0.04019 0.01618 - - 0.37152

0.01298 0.02320 0.08850
- 0.03447 0.44375 0.16792 - 0.20476

Page 24 of 37
 0.27364 0.44189
- - - - 0.35296 0.12008
0.12133 0.21370 0.27001 0.11502
0.07325 0.20485 0.20970 0.04172 - -
0.12558 0.61661

0.27897 - 0.07661 - 0.12230 0.39583

0.18551 0.10905

Eigenvectors – Eigenvectors are linear combinations of the original variables. They tell you
about the strength of the relationship between the original variables and the (latent) factors

The FACTOR Procedure

Initial Factor Method: Principal Components

Factor
Pattern
Factor Factor2 Factor3 Factor Factor Factor6 Factor7 Factor
1 4 5 8
perks & 0.8509 - 0.12589 - 0.2341 - - -
benefits 4 0.01987 0.0384 6 0.06317 0.20658 0.1896
1 5
working
condition &
facilities 0.8419 - 0.34643 0.0443 - 0.13348 - -
7 0.06364 0 0.0162 0.00059 0.0063
7 0
pay package 0.8265 - - - 0.0620 - - 0.1000
3 0.09632 0.06501 0.1660 6 0.10647 0.36655 6
9
challenges &
opportunities 0.8071 - - 0.3027 0.1219 - 0.12640 -
4 0.18037 0.05603 2 2 0.06901 0.0336
4
freedom &
autonomy 0.8031 - - 0.0446 0.1673 - 0.34016 0.0428
7 0.04727 0.11445 0 2 0.18731 7
Brand & Image 0.7483 - 0.29518 - - 0.41582 - -
8 0.20830 0.1332 0.0776 0.14076 0.0367
6 5 0
job security 0.7468 0.25420 0.22794 - 0.1209 - 0.06068 -
0 0.2149 2 0.29587 0.2573
3 5
culture 0.7392 - - 0.4442 0.1177 - - 0.2557
9 0.07091 0.12179 5 8 0.12638 0.16252 4
location 0.7235 0.23018 - - - - - 0.2013
0 0.12473 0.2517 0.4329 0.21463 0.09824 6
3 1
designation &
position 0.7103 - - - 0.2691 0.32097 0.16400 0.1508
1 0.07629 0.36706 0.2514 4 4
6

Page 25 of 37
flexibility at 0.6898 0.43654 - - - 0.11456 0.10673 -
work 7 0.33963 0.2958 0.1099 0.0850
2 5 9
Market trend 0.6823 - 0.38601 0.0442 - - 0.28531 0.0844
5 0.30486 3 0.3325 0.01977 2
2
Factor
Pattern
Factor Factor1 Factor1 Factor1 Factor1 Factor1
9 0 1 2 3 4
- 0.20939 0.06485 - 0.2439 0.0031
0.0144 0.11383 3 5
2

- - - - - -
0.0381 0.13277 0.04507 0.32063 0.1354 0.0682
2 8 2
- 0.01880 0.21793 0.07404 - 0.0806
0.1577 0.1774 9
0 5

- - 0.11236 0.10963 0.1074 -

0.1719 0.32411 3 0.1169
1 9

- 0.21557 - 0.00704 - 0.0487

0.2714 0.17068 0.0725 1
3 9
- 0.03031 - 0.20246 0.0113 -
0.0637 0.21048 3 0.0339
9 6
0.2419 - - 0.09695 - 0.0722
6 0.14304 0.08622 0.0799 4
1
0.2856 0.08661 - 0.02924 - -
1 0.11201 0.0279 0.1063
8 9
- - - - 0.1417 0.0473
0.0699 0.11658 0.13261 0.05071 4 2
2

0.1607 - 0.03763 - 0.0491 0.1559

7 0.10120 0.04808 1 9
0.0422 0.11175 0.10298 0.01839 - -
1 0.0504 0.2430
3 0
0.1426 0.13611 0.21803 0.04597 0.0232 0.0441
3 0 2
Factor
Pattern
Factor Factor2 Factor3 Factor4 Factor Factor6 Factor7 Factor
1 5 8
reviews
&reccomendati 0.5933 0.28120 - 0.54381 - 0.17403 - -

Page 26 of 37
 ons 6 0.29851 0.2696 0.04823 0.2351
6 2
family &
friends - 0.83807 0.41556 0.15466 0.1713 0.11629 0.03846 0.2046
influence 0.0241 1 3
0
Factor
Pattern
Factor Factor1 Factor1 Factor1 Factor1 Factor1
9 0 1 2 3 4

- 0.02193 0.00794 - - 0.14641

0.0074 0.01023 0.0355
8 4

- 0.00445 0.06492 0.04896 0.0309 0.03708

0.0725 9
1

Factor Pattern – This table contains the unrotated factor loadings, which are the correlations
between the variable and the factor. Because these are correlations, possible values range from -
1 to +1.

Variance Explained by Each Factor

Factor1 Factor2 Factor3 Factor4 Factor5 Factor6 Factor7 Factor8
7.399248 1.285269 0.986695 0.921672 0.620904 0.555814 0.491776 0.356787
1 1 0 7 3 2 0 3
Variance Explained by Each Factor
Factor9 Factor10 Factor11 Factor12 Factor13 Factor14
0.332120 0.297570 0.241187 0.194392 0.161261 0.155300
4 9 2 8 1 9

Final Communality Estimates: Total = 14.000000

workin
g family freedo
Brand conditio Mark &friend jo perks challenges
m
& n et b & &
s &
Imag & tren influenc securit autonom benefit opportunitie
e facilitie d e y y s s
s
1.00000 1.00000 1.00000 1.00000 1.00000 1.00000 1.00000 1.00000
00 00 00 00 00 00 00 00
Final Communality Estimates: Total = 14.000000

reviews pa flexibilit designatio

culture &reccomendat y location y at n&
ions packa work position
ge

Page 27 of 37
 1.000000 1.00000 1.00000 1.000000 1.00000 1.00000
0 00 00 0 00 00

Final Communality Estimates – This is the proportion of each variable’s variance that can be
explained by the factors. The values here indicate the proportion of each variable’s variance that
can be explained by the retained factors prior to the rotation. Variables with high values are well
represented in the common factor space, while variables with low values are not well
represented. (In this example, we don’t have any particularly low values.) They are the
reproduced variances from the factors that you have extracted. You can find these values on the
diagonal of the reproduced correlation matrix.

BEFORE ROTATION

Page 28 of 37
Page 29 of 37
 The FACTOR Procedure Rotation Method:Varimax

Orthogonal Transformation Matrix

1 2 3 4 5 6 7 8 9 10
1 0.32267 0.30200 0.26529 0.29384 0.30456 0.29144 0.29168 - 0.29213 0.23710
0.00954
2 - - 0.24372 - 0.19958 0.21173 - 0.76910 - 0.34303
0.18817 0.27147 0.04322 0.07819 0.04139
3 0.33970 0.43298 - - 0.22821 - - 0.43202 - -
0.31739 0.36741 0.13210 0.10300 0.10123 0.32437
4 - 0.05984 0.58448 - - - 0.45057 0.15417 0.05095 -
0.13732 0.26564 0.22521 0.28675 0.31535

Page 30 of 37
5 - - - 0.35542 0.17448 - 0.18527 0.20660 0.23372 -
0.06987 0.40713 0.33557 0.54292 0.12483
6 0.56552 - 0.22789 0.43263 - - - 0.15266 - 0.13256
0.01572 0.40225 0.29216 0.18833 0.25589
7 - 0.40996 - 0.23746 0.06288 - - 0.05776 0.47025 0.14097
0.23783 0.06067 0.15409 0.24673
8 - 0.14128 - 0.25260 - 0.34267 0.43335 0.30537 0.05926 -
0.07600 0.38973 0.46874 0.15015
9 - 0.22533 - 0.25971 0.40712 - 0.47086 - - 0.06945
0.13631 0.01741 0.13370 0.10447 0.49629
1 0.03530 0.21596 0.02478 - - - 0.15029 0.00709 0.38948 0.23425
0 0.18211 0.25101 0.21183
1 - 0.42530 0.01943 0.09286 - - - 0.10770 - 0.21673
1 0.42516 0.16841 0.25324 0.21575 0.34214
1 0.35724 0.04127 - - 0.17155 - 0.05498 0.07074 0.00675 0.05544
2 0.02652 0.10975 0.11511
1 0.00593 0.03618 - 0.11372 - 0.31267 - 0.05764 - -
3 0.07548 0.18397 0.05496 0.16744 0.13337
1 - 0.09332 0.31633 0.37194 0.16826 0.10667 - 0.06730 0.11047 -
4 0.10464 0.28255 0.64680
Orthogonal Transformation
Matrix
11 12 13 14
0.27368 0.26251 0.24493 0.19935
- - - -
0.06913 0.14370 0.02050 0.04602
- - 0.11342 0.25343
0.03872 0.02391
- 0.27991 - 0.03904
0.14963 0.03670
0.10769 0.17227 0.27684 0.00967
- - - 0.12803
0.14014 0.09590 0.08139
- 0.16463 - -
0.52178 0.28768 0.01619
0.14271 - - -
0.04621 0.30233 0.02087
- - - -
0.28816 0.32297 0.04744 0.07699
0.05142 - 0.37480 -
0.61408 0.24706
0.47896 0.23500 0.15289 -
0.08175
0.14555 0.22009 - -
0.31021 0.79891
- 0.26886 0.63688 -
0.43810 0.35555
0.21066 - 0.00127 -
0.32567 0.19207

Page 31 of 37
Rotated Factor Pattern:

Rotated Factor
Pattern
Factor1 Factor2 Factor Factor4 Factor Factor Factor7 Factor8
3 5 6
Brand & Image 0.85129 0.27282 0.1006 0.19026 0.1400 0.1350 0.11030 -
6 7 3 0.03537
Market trend 0.24499 0.88431 0.0830 0.06895 0.1516 0.1454 0.14071 -
3 3 7 0.07975
reviews
&reccomendati 0.08830 0.07860 0.9133 0.08236 0.0559 0.1384 0.21221 0.07063
ons 4 0 1
designation &
position 0.19093 0.07989 0.0958 0.85780 0.1249 0.1259 0.15494 -
1 1 2 0.10619
job security 0.15467 0.18111 0.0675 0.13420 0.8355 0.2175 0.12961 0.12999
9 8 9

Rotated Factor Pattern

Factor9 Factor1 Factor1 Factor1 Factor1 Factor1
0 1 2 3 4
0.10885 0.09147 0.16578 0.11849 0.1487 0.13929
6
0.15058 0.04444 0.09253 0.13735 0.0956 0.12161
4

0.10704 0.16353 0.06334 0.14582 0.0724 0.06349

0

0.17845 0.23553 0.14230 0.14231 0.1053 0.08069

3
0.16660 0.18490 0.14220 0.13075 0.1701 0.11507
9

Rotated Factor
Pattern
Factor Factor2 Factor Factor Factor Factor Factor7 Factor8
1 3 4 5 6
location 0.1388 0.16487 0.1657 0.1262 0.2010 0.8529 0.11838 0.01100
3 0 0 7 6
culture 0.1221 0.16560 0.2817 0.1622 0.1301 0.1231 0.83531 -
9 0 7 2 6 0.01996
family &
friends - - 0.0540 - 0.0769 0.0087 - 0.98836
influence 0.0202 0.05366 2 0.0667 0 0 0.01362
2 2
freedom &
autonomy 0.1354 0.20385 0.1552 0.2217 0.1917 0.1680 0.20280 -
3 2 8 4 9 0.03679
flexibility at 0.1053 0.05348 0.2444 0.3035 0.2110 0.3046 0.05053 0.10129

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work 6 8 9 2 0
pay package 0.2470 0.14333 0.1019 0.2068 0.1920 0.2714 0.21840 -
2 1 3 9 0 0.08919
challenges &
opportunities 0.1749 0.22164 0.2628 0.2016 0.1734 0.1122 0.26080 -
9 1 2 1 8 0.07844
perks & 0.2800 0.18274 0.1442 0.1793 0.3015 0.1272 0.23368 0.01015
benefits 5 7 3 2 0
working
condition &
facilities 0.3839 0.34667 0.1558 0.1658 0.2430 0.1731 0.18502 0.07768
6 1 4 3 1
Rotated Factor Pattern
Factor Factor1 Factor1 Factor1 Factor1 Factor1
9 0 1 2 3 4
0.1369 0.23862 0.17917 0.08444 0.0780 0.08398
3 0
0.1759 0.04762 0.15977 0.18717 0.1395 0.09217
1 0

- 0.05161 - - 0.0030 0.02155

0.0206 0.03890 0.03519 2
8

0.7946 0.16629 0.14437 0.21501 0.1530 0.09868

3 4
0.1619 0.78984 0.13680 0.04684 0.1051 0.04410
8 1
0.1690 0.16410 0.74368 0.17472 0.2161 0.11518
2 5

0.2584 0.05462 0.17321 0.74593 0.1352 0.13864

2 2
0.2224 0.14919 0.27313 0.16445 0.6909 0.15011
8 9

0.1727 0.07294 0.17462 0.21736 0.1901 0.63423

9 5

Page 33 of 37
After the rotation, you can see that each variable has a high loading on one factor and a low
loading on the other. Therefore, it is easier to interpret the factors.

Variance Explained by Each Factor

Factor1 Factor2 Factor3 Factor4 Factor5 Factor6 Factor7 Factor8
1.234441 1.226948 1.183104 1.132713 1.121041 1.117984 1.077976 1.049999
0 4 7 0 3 1 9 9
Variance Explained by Each Factor
Factor9 Factor10 Factor11 Factor12 Factor13 Factor14
0.988081 0.897605 0.867379 0.844570 0.715226 0.542927
8 4 2 5 7 0

Final Communality Estimates: Total = 14.000000

workin
g family freedo
Brand conditio Mark &friend jo perks challenges
m
& n et b & &
s &
Imag & tren influenc securit autonom benefit opportunitie
e facilitie d e y y s s
s
1.00000 1.00000 1.00000 1.00000 1.00000 1.00000 1.00000 1.00000
00 00 00 00 00 00 00 00
Final Communality Estimates: Total = 14.000000

reviews pa flexibilit designatio

culture &reccomendat y location y at n&
ions packa work position
ge
1.000000 1.00000 1.00000 1.000000 1.00000 1.00000
0 00 00 0 00 00

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After Rotation:

This is after the rotation. In the first figure, we can observe that most of the variables are close to
either Factor 1 axis or Factor 2 axis. Variables pay package, perks & benefits are highly loaded
on Factor 2, whereas Market trend is highly loaded on Factor 1. But before rotation friends and
family influence is the variable which was highly loaded on factor 1. In this way we can see and
compare with other factors comparisons.

Page 35 of 37
Page 36 of 37
BIBLIOGRAPHY:
 https://link.springer.com/article/10.1023/B:IJVO.0000006600.29754.ff

 https://www.emeraldinsight.com/doi/full/10.1108/01425451311287844

 https://emeraldinsight.com/doi/full/10.1108/13620430810880844

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