Table 3 Correlation matrix.

From: Perceived diversity and skill diversity to utilise demographic diversity: evidence from the factors of employee attitudes in a large Japanese company

Category	No	Variable	1	2	3	4	5	6	7	8	9	10	11	12	13	14	15	16	17	18	19	20	21	22	23	24	25	26	27	28	29	30	31	32	33	34
Loyalty	1	LOY_1
	2	LOY_2	0.8
	3	LOY_3	0.7	0.7
Organizational identification	4	ORG_1	0.5	0.6	0.5
	5	ORG_2	0.4	0.5	0.4	0.5
	6	ORG_3	0.3	0.4	0.3	0.4	0.5
Meaningful work	7	MEA_1	0.4	0.4	0.4	0.4	0.2	0.3
	8	MEA_2	0.3	0.4	0.3	0.4	0.3	0.3	0.7
	9	MEA_3	0.3	0.3	0.3	0.3	0.2	0.2	0.5	0.4
Burnout	10	BUR_1	−0.2	−0.2	−0.2	−0.2	−0.1	−0.1	−0.2	−0.2	−0.2
	11	BUR_2	−0.2	−0.2	−0.2	−0.1	−0.1	−0.1	−0.1	−0.1	−0.2	0.7
	12	BUR_3	−0.2	−0.2	−0.2	−0.2	−0.1	−0.1	−0.2	−0.2	−0.2	0.4	0.4
Purpose	13	PUR_1	0.5	0.5	0.5	0.4	0.4	0.3	0.4	0.4	0.3	−0.1	−0.1	−0.2
	14	PUR_2	0.5	0.5	0.5	0.5	0.4	0.4	0.4	0.4	0.3	−0.2	−0.1	−0.2	0.6
	15	PUR_3	0.5	0.5	0.4	0.4	0.3	0.3	0.4	0.4	0.3	−0.1	−0.1	−0.2	0.6	0.6
Skill acquisition	16	SKI_1	0.4	0.4	0.4	0.4	0.3	0.2	0.5	0.5	0.5	−0.2	−0.1	−0.2	0.4	0.4	0.4
	17	SKI_2	0.4	0.4	0.4	0.4	0.3	0.3	0.5	0.5	0.5	−0.3	−0.2	−0.2	0.4	0.4	0.4	0.8
	18	SKI_3	0.4	0.3	0.3	0.3	0.2	0.2	0.3	0.3	0.3	−0.2	−0.1	−0.2	0.3	0.3	0.4	0.5	0.5
Psychological safety	19	PSY_1	0.3	0.3	0.3	0.3	0.1	0.1	0.4	0.3	0.3	−0.2	−0.1	−0.2	0.3	0.3	0.3	0.4	0.4	0.3
	20	PSY_2	0.3	0.3	0.3	0.3	0.1	0.2	0.4	0.3	0.3	−0.3	−0.2	−0.2	0.3	0.3	0.3	0.4	0.4	0.3	0.6
	21	PSY_3	0.4	0.3	0.3	0.3	0.2	0.2	0.4	0.3	0.4	−0.3	−0.2	−0.3	0.3	0.3	0.3	0.4	0.4	0.3	0.5	0.6
Product/service in charge	22	PRO_1	0.3	0.3	0.3	0.3	0.2	0.2	0.5	0.5	0.4	−0.2	−0.1	−0.2	0.4	0.3	0.3	0.4	0.4	0.2	0.3	0.3	0.3
	23	PRO_2	0.2	0.2	0.2	0.2	0.1	0.1	0.3	0.3	0.2	−0.1	−0.1	−0.1	0.2	0.2	0.1	0.2	0.2	0.1	0.2	0.2	0.2	0.5
	24	PRO_3	0.3	0.3	0.3	0.2	0.2	0.2	0.4	0.4	0.3	−0.2	−0.1	−0.2	0.3	0.3	0.3	0.3	0.3	0.2	0.2	0.3	0.3	0.7	0.6
Office	25	OFF_1	0.2	0.2	0.2	0.2	0.1	0.1	0.2	0.2	0.2	−0.1	−0.1	−0.2	0.2	0.2	0.2	0.2	0.3	0.2	0.2	0.2	0.2	0.2	0.1	0.2
	26	OFF_2	0.3	0.3	0.2	0.2	0.1	0.2	0.2	0.2	0.2	−0.1	−0.1	−0.1	0.2	0.2	0.2	0.2	0.2	0.2	0.3	0.3	0.2	0.2	0.1	0.2	0.5
	27	OFF_3	0.3	0.3	0.2	0.2	0.2	0.2	0.2	0.2	0.2	−0.1	−0.1	−0.1	0.2	0.3	0.2	0.2	0.3	0.3	0.2	0.2	0.2	0.2	0.1	0.2	0.5	0.7
Wage	28	WAG_1	0.3	0.3	0.3	0.3	0.2	0.2	0.3	0.2	0.2	−0.2	−0.1	−0.2	0.3	0.3	0.3	0.4	0.4	0.4	0.4	0.3	0.3	0.2	0.1	0.2	0.2	0.2	0.2
	29	WAG_2	0.3	0.3	0.3	0.2	0.1	0.2	0.2	0.2	0.2	−0.2	−0.1	−0.2	0.3	0.3	0.3	0.3	0.3	0.3	0.3	0.3	0.2	0.2	0.1	0.2	0.2	0.2	0.2	0.8
	30	WAG_3	0.4	0.4	0.3	0.3	0.2	0.2	0.2	0.2	0.2	−0.2	−0.1	−0.1	0.3	0.4	0.3	0.3	0.3	0.3	0.3	0.3	0.3	0.2	0.1	0.2	0.2	0.2	0.2	0.6	0.7
Demographic diversity	31	DIV_1	0.2	0.2	0.2	0.2	0.2	0.2	0.2	0.2	0.2	−0.1	−0.1	−0.1	0.2	0.2	0.2	0.2	0.3	0.2	0.2	0.2	0.3	0.2	0.1	0.2	0.2	0.2	0.3	0.2	0.2	0.2
	32	DIV_2	0.3	0.3	0.3	0.3	0.2	0.2	0.3	0.3	0.2	−0.2	−0.1	−0.2	0.3	0.3	0.3	0.4	0.4	0.3	0.4	0.4	0.4	0.3	0.2	0.3	0.3	0.3	0.3	0.3	0.3	0.3	0.6
	33	DIV_3	0.3	0.3	0.3	0.2	0.1	0.2	0.3	0.3	0.2	−0.1	−0.1	−0.2	0.3	0.3	0.3	0.3	0.3	0.3	0.3	0.3	0.3	0.3	0.1	0.2	0.2	0.3	0.3	0.2	0.2	0.2	0.4	0.6
Moderation effects	34	Perceived diversity	0.3	0.2	0.2	0.2	0.1	0.2	0.2	0.2	0.1	−0.1	0.0	−0.1	0.2	0.2	0.2	0.2	0.2	0.2	0.2	0.2	0.2	0.1	0.1	0.1	0.1	0.2	0.1	0.1	0.1	0.1	0.1	0.2	0.2
	35	Skill diversity	0.3	0.3	0.3	0.3	0.2	0.2	0.3	0.3	0.3	−0.1	−0.1	−0.1	0.3	0.3	0.3	0.4	0.4	0.3	0.3	0.4	0.4	0.3	0.2	0.3	0.3	0.3	0.3	0.3	0.3	0.3	0.4	0.5	0.5	0.2

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Table 3 Correlation matrix.

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