




































Bangladesh Journal of Multidisciplinary Scientific Research 

 Vol. 3, No. 2; 2021 

ISSN 2687-850X   E-ISSN 2687-8518  

Published by CRIBFB, USA 

 

28 

A STUDY OF WOMEN MANAGER’S SUCCESS FACTORS IN 

MULTINATIONAL ORGANIZATION - FROM BANGLADESH 

PERSPECTIVE 
 

 

Farhad Hossain 

Assistant Professor 

Department of Business Administration 

Leading University, Sylhet, Bangladesh 

E-mail: farhad@lus.ac.bd 

 

 

ABSTRACT 

Women are getting an imperative part of the full population. However, women involvement is very 

insignificant in Bangladesh. In the last two decades, Bangladesh has experienced rapid economic 

growth. Economic growth has led to an upsurge in demand for managers and professionals. 

According to the Bangladesh Bureau of Statistics, the female labor force participation rate 

increased to 40% in 2019, compared to 4% in 1974. This change is much faster than the growth 

of the male labor force. Especially in Multinational Company women are now showing their talent 

and they occupy many upward posts in their career advancement. The key purpose of this paper is 

to find out the factors that help women to become a success in MNC’s. Many women in our country 

occupied many important posts in MNC’s, particularly in managerial mid-level post their presence 

is significant. This study use exploratory research to shed light on the various aspects that 

influence women's actual behavior and performance in top positions, as well as the true reasons 

for women's advancement to the top of organization. A survey questionnaire is distributed among 

100 women managers who are occupied different positions in different MNC’s. The methodology 

employed in this study was quantitative research. To check the questionnaire's validity, the 

researcher used IBM SPSS Statistics 20. From the results, we get some factors like personal, 

community, and organizational factors that have a huge impact on their success in MNC’s. 

Keywords: Bangladesh, Factors, MNC, Success Women.  

 

INTRODUCTION 

As we know, once upon a time, Bangladeshi women's obligations included caring for their 

husbands and children. Women were denied the right to study, conduct commerce, or work. In 

almost all countries, there were insufficient numbers of women in decision-making positions. 

Growing awareness of this fact has led to the participation of various interest groups in research 

and decision-making activities. Independence of 1971 Bangladeshi women began to appear in the 

workplace. Bangladesh also has some regulations and laws protecting in the workplace for women. 

Women are increasingly participating in several developing and non-traditional sectors, including 

hotels and restaurants, transportation, real estate services, telecommunications, finance, and 

insurance, in addition to the export-oriented textile sector. Early 90’s when different MNC’s started 

their businesswomen then starting to keep their feet in MNC’s but the rate was insignificant but it 

was increasing. This is since as opportunities for higher education increase, the prospects for entry 

of Bangladeshi women into the high-value labor market have expanded. In addition, legislative 

improvements to enhance gender equality in employment and educational opportunities for women 

have been implemented. These changes help improve the situation of women. However, as newbies 

to these services, the number of participating women is still very small. Furthermore, development 

isn't uniform throughout sectors. The culture of local and Multinational Corporations is not the 



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same. Nowadays multinational corporations provide a lot of facilities to their women employees 

which are not seen in the local company Women managers in the twenty-first century require not 

only professional recognition, but also a variety of skills such as creativity, good and proactive 

thinking, right and deep perspective, invention, enthusiasm, and so on. The purpose of this study 

is to determine the extent to which women are involved in social control efforts in various 

businesses. Women managers have the same level of education as males. Women executives have 

the same level of education as men and have been shown to be equally capable, creative, 

innovative, and competent. They have the potential to be trained and contribute to event activities 

in the same way that a person does. The following main interventions are recommended to 

effectively manage this transition: the correct implementation of constitutional and legal 

provisions, modification of customs and social practices that hinder women’s development, 

institutionalization of women’s interests, and development of appropriate counselling courses for 

female managers. The purpose of this study was for the researcher to learn more about the issues 

that Bangladeshi women professionals face as they strive to advance in their managerial jobs. This 

article attempts to solve the following key research questions 

RQ1. What factors influence their career success? 

RQ2. What is that hindrance that creates a wall between their aspiration and reality?  

 

The researcher reviews some relevant literature, both national and international company 

on women managers, their success factors, their problems, etc. 

 

RESEARCH OBJECTIVE 

The study's goal is to figure out what elements contribute to women's success in multinational 

companies in Bangladesh. 

 

POST-INDEPENDENCE ERA 

The state of women in Bangladesh in the 1980s was much worse than men. Acute poverty margin 

seemed more difficult in women. While the medical care, education, and training of women are 

limited, the prospects to improve productivity among female groups were lower. Around 82% of 

the women lived in rural areas at the end of the 1980s. For most rural women, 70% were in a small 

village, tenant, and a homeless home. Many people were paid with workers as seasonal activities, 

generally harvested, and gently or poor cash salaries. Women in rural areas were carried out in 

Chula, and to maintain livestock, poultry, and small gardens. But the situation was changing after 

the ’90s Therefore, the labor participation rate of women doubled between 1974 and 1984, but 

came to about 8%. The wage rate of women in the 1980s was low, generally in the range of 20 to 

30 percent of male salary rates. According to the ILO study, Bangladesh had a total workforce of 

63.7 million people in 2017, with 28.4 percent of women (18.1 million) and 71.7 percent of men 

(45.7 million) employed. 

 

RESEARCH METHOD 

This investigation used quantitative investigation methodology. Potential participants were 

recognized through researchers’ individual and professional contacts.  

Sampling 

Because of monetary and time constraints, the women chosen to engage in this study were working 

in a (1) profit-making international business organization, (2) oversaw subordinates in an executive 

position, (3) earned a minimum of 600,000tk yearly, and (4) were based in Dhaka. The target 

population of this study consisted of women managers in Multinational companies who are 

working mid to top-level positions in different MNC in Bangladesh. The researcher has selected 

10 MNC where women are working at a different level. Here given the list of data collection 

sampling.  



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Table 1. Name of MNC and Quantity of Respondents 

 

SL Name of MNC Quantity of respondents 

1 Grameenphone 20 

2 Robi and Airtel 21 

3 Unilever Bangladesh Ltd 5 

4 Reckitt Benckiser BD ltd 7 

5 Grey Advertising BD ltd 5 

6 Nestle Bangladesh ltd 8 

7 P&G Bangladesh Ltd 5 

8 Marico Bangladesh Ltd 8 

9 Standard Chartered Bank  6 

10 Novartis Bd Ltd 5 

11 Apollo Hospital 10 

Total 100 

 

Data Collection Method 

The researcher distributes the questionnaires to the responders through a personal visit and Google 

sheet. The total number of the respondent is 100. They are holding different positions of these 

MNC. Each respondent has one week to complete the questionnaire. Due to Covid-19, it was 

difficult in some cases to collect information. 

 

LITERATURE REVIEW 

Women’s participation in employment has expanded because authorities coverage for making sure 

identical rights. According to Zhong et al. (2011), the "luck" component does not play a 

significant influence in climbing professional ladders (Zhong et al., 2011). Factors that 

influence women's advancement were also discovered in the study. The identities of two 

facilitators were revealed. External and Character were the two (e.g., hard work, attitude 

toward work, communication skills, and problem-solving skills). Schreiber (1998) 

proposed that traditional models that emphasize male occupations cannot fully explain 

female occupations. The success of women depends on various factors. Factors that 

facilitate women's job advancement have been discovered in studies. Another investigator 

Ng and Pine (2003) found that Female managers consider that the positive correlation 

between communication skills and professional development is stronger than that of men. 

But a lot of barriers exist to women's success. Borjalilou et al. (2013) claim that women 

confront numerous constraints when it comes to balancing career and family life and 

prioritizing one over the other at any one time. At present many organization creates a bar 

for the women that are called glass ceiling. Knutson and Schmidgall (1999), the glass 

ceiling, an artificial barrier that hinders qualified employees from being promoted within 

their organization. For many women in the workplace, low levels of education and illiteracy 

limit their possibilities for progress (Hejase et al., 2013). Given that the majority of women 

leave clerical occupations once they reach a higher level of management, it's critical to 

comprehend the impact of gender in shifting career goals. Research shows that men are 

more likely to aspire to senior management positions than women. Brownell (1994) found 

that counseling is more important to female occupations than men. Women should 

undertake the same professions as males, but women should be aware that they have 

"distinct demands" that must be met and accommodated in the workplace. Empowerment 

is equally important for women's success. Empowering women to participate in economic 

life is one method to improve women's, families', and community's quality of life 

(Subramaniam et al., 2013). To gain success communication to all aspects is needed. 

Female managers believe there is a stronger link between communication skills and 



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professional development than men, according to Ng and Pine (2003). It is difficult for any 

woman to reach a higher position is not possible with the help of men and organizational 

support. Both academics and industry leaders should take responsibility for educating 

women for success, according to Brownell (1994) and Ng and Pine (2003). Leadership 

positions are very stressful, requiring a lot of work, long hours of work, and a lot of 

sacrifices. However, for many women, these jobs occupy the same amount of time as raising 

children, cleaning the house, cooking, and managing the family (Kiamba, 2008). Henry 

(2011) suggested that mutual understanding between men and women and bridging possible 

gaps between their understandings. Now women are given many challenging assignments 

because the success rate is very high. Women wanted more demanding assignments, greater 

input into policy and decision-making, a healthy work atmosphere, an equal workload, and 

employers that recognized their strengths. D. Bhatnagar and V. Nair (Bhatnagar and Nair, 

1988). Another factor is parental support which is very essential . According to Budhwar et 

al. (2005), parents' attitudes (especially those from the urban middle class) have altered 

dramatically. As a result, an increasing number of females are being sent to school.  

 

SUCCESS FACTORS FROM DIFFERENT RESEARCH 

Most empirical studies on female managers have focused on the issue of why women are not as 

good as men in management. However, the latest research in the fields of management, sociology, 

psychology, and women’s studies has also studied what factors are conducive to the success of 

female managers. "Intra-personal, interpersonal, and organizational aspects have a significant 

impact on women's achievement," according to Agarwal and Datta (2017). Attitudes, knowledge, 

skills, genetics, and personal qualities are among the components recognized within an individual. 

A lot of factors were found from different research like passion for the job, personality, charisma, 

opportunity focus, team player, working experience, education, ability, interpersonal relationship, 

skills, technology savvy, etc. these increase the productivity for any employee. Education is given 

more priority for daughters in the middle and upper classes particularly respected jobs today 

(Kabasakal, 2016). An investigation found that due to the lack of use of this human capital women 

are far beyond men in the job field. Women's views on career advancement, demographic traits 

relating to their jobs, and early socialization. Women's views in the workplace include great self-

efficacy and a strong drive to succeed (Greenhaus & Parasuraman, 1993). Comparing men who 

perform the same type of work with women, it can be observed that women are the same as men, 

women are engaged in paid work, and it is even reported that compared to men, women invest 

more. Over time, women's job objectives become more similar to men's. According to Leung and 

Harmon (1990) and Watts et al. (2014), female students exhibited higher career goals than male 

students. Studies show that women reluctant to shift their job and want to remain in the same 

company until their retirement which is the main reason for the career advancement barrier. Some 

studies found that personality has a great impact on career progress. Professional success and 

personality development remain relevant throughout adulthood. For example, a man with a self-

directed (conscientious) personal orientation will earn a higher salary in ten years (Kohn & 

Schooler, 1982), and increased emotional stability in middle-aged adults is related to significant 

self-perceived work (Brousseau & Prince, 1981). Another important factor is leadership style. Due 

to a lack of leadership women are far beyond their career success in Bangladesh. But those who 

become successful in our study have a strong leadership style. Depending on the situation they 

follow democratic or autocratic leadership. To grow in a career, female must have a strong 

commitment to it and limit the number of children you have. Another important dimension is 

organizational factors. Different researchers classified organizational factors in a different way that 

includes advisors, organizational culture, collaboration and teamwork, support from supervisors, 

co-worker support, personal network, organizational policy. Mentors or coach they always provide 

a right way for career development. Mentors have a considerable impact on the career advancement 

of women managers. Flexible work arrangements should be provided by the firm, such as 



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introducing changes in working hours, working methods, work locations, vacations/vacations, or 

childcare centers owned by the company (Shirlaws.com 2011) (Kulkarni, 2002). It should be noted 

that top management can provide direction, coaching, and professional assistance at the 

organizational level. In addition, he suggested Women must be trained in essential areas to be 

promoted and efficiently fill managerial positions, according to Kulkarni (2002). Communication, 

leadership, decision-making, time management, and confidence-building are some of these skills. 

Women's career advancement is heavily influenced by social influences. The major two factors of 

this factor are parental influence and reference group. Organizational family support, such as 

flexible hours and help with child and elderly care, makes it simpler for women with family 

responsibilities to hold management positions, and it is possible to increase the number of women 

interested in senior management roles. 

 

SITUATION OF WOMEN IN MANAGEMENT IN GLOBAL CONTEXT 

Today, women are joining the global workforce as unprecedented members. Women's participation 

in the labor market has increased as a result of higher levels of education, reduced fertility rates 

and sectorial shifts. Women represent more than 40% of the global workforce, around 70% in 

developed countries and around 60% in developing countries. Today, more and more women are 

graduating, pursuing postgraduate degrees, obtaining professional-technical degrees, and entering 

business life. With the improvement of the educational level and the social acceptance of gender 

equality, women become involved in management work. However, cultural and social attitudes 

continue to dominate women's choice of work. However, women are entering the management 

sector. In fact, with the expansion of management departments, their participation has increased, 

which has provided women with more employment opportunities. However, when we look at 

women in management positions, this percentage is much lower than that of men. Their progress 

is also slow and uneven. Women are still concentrated on the most unstable forms of work in the 

world, and breaking the "glass ceiling" seems to be out of reach for everyone except a few. Among 

managers, senior managers, and senior professionals, men represent the majority, while women 

are still concentrated in lower-level management positions. Although a small number of women 

are among the best in the world of work, their position in top management is largely insignificant 

 

WOMEN IN MNC’S 

Multinational companies hunt for fair opportunities to fill high-level positions. The aim is to 

integrate gender diversity into the Bangladeshi workforce, especially at the very best levels. 

Headhunting firms are authorized to specifically explore female candidates for managerial 

positions. To draw in those elusive senior corporate women to hitch their circle, many companies 

provide 25% to 30% (annual salary) for senior consulting fees for hiring women, which is beyond 

the 15% to 20% usually used for recruitment. In addition to the diversification factor, the corporate 

also hopes to rent more women because they're better at communication and negotiation. They’ll 

bring a singular perspective to the desktop. Additionally, the recent economic recession seems to 

be beneficial to them: it's believed that they perform better than men in difficult circumstances but 

can we have enough talented women? Well, men still rule the coop. But this example is slowly 

changing. Compared with domestic operations, multinational companies have fewer female 

managers in their foreign affiliates. There has been controversy on whether the absence of women 

from these positions is because of the dearth of special management skills required for international 

missions. Within the context of Bangladesh, it's an ongoing fight for women to demonstrate their 

value inside the office and culture. Regardless of their education, expertise, and awareness, women 

are perceived to be less competent, capable, and knowledgeable than males. Unfortunately, 

hypocrisy and pretense persist among our society's so-called educated and intellectual males. They 

talk a lot about gender equality, but they don't believe it exists. Men would denigrate women 

regardless of their experience, education, or aptitude in order to establish masculine dominance. A 

male is acknowledged and appreciated when he says the same thing a girl says at a meeting, while 



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a woman's perspective is dismissed and unnoticed. If a woman is assertive and powerful, she may 

be viewed as a problem inside the system. She could also be slandered because of her organization's 

stance and position. Despite these obstacles, women are increasingly succeeding in their careers, 

but at a snail's pace. 

 

DATA ANALYSIS AND INTERPRETATION 

Factor Analysis 

For testing the appropriateness of the factor model, Bartlett’s test is used. 

 

Table 1. KMO and Bartlett's Test 

 

KMO and Bartlett's Test 

Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .892 

Bartlett's Test of 

Sphericity 

Approx. Chi-Square 1245.644 

Df 190 

Sig. .000 

 

The Kaiser-Meyer-Olkin is a sampling adequacy metric. Table 1 shows that the Kaiser-

Meyer-Olkin sample adequacy value is.892, which is higher than the required 0.5 for factor 

analysis to proceed satisfactorily. With 190 degrees of freedom, the approximate chi-square value 

is 1245.644, which is also rather high. As a result, factor analysis is appropriate in this situation 

since it satisfies the condition to proceed. The observed significance level for Bartlett's Test of 

Sphericity is.000, indicating a significant association between variables. As a result, the data set 

meets the criteria for factor analysis. 

 

Determining the Number of Components 

 

Table 2. Total Variance Explained 

 

Total Variance Explained 

Compon

ent 

Initial Eigenvalues Extraction Sums of Squared Loadings 

Total % of 

Variance 

Cumulative 

% 

Total % of 

Variance 

Cumulative % 

1 9.288 46.440 46.440 9.288 46.440 46.440 

2 2.092 10.459 56.899 2.092 10.459 56.899 

3 1.262 6.312 63.212 1.262 6.312 63.212 

4 .972 4.862 68.074    

5 .812 4.062 72.135    

6 .672 3.359 75.494    

7 .592 2.958 78.453    

8 .566 2.831 81.284    

9 .498 2.491 83.774    

10 .478 2.391 86.166    

11 .442 2.211 88.376    

12 .397 1.987 90.364    

13 .383 1.917 92.281    

14 .349 1.745 94.026    

15 .270 1.348 95.374    

16 .251 1.253 96.627    

17 .228 1.139 97.766    



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18 .165 .825 98.591    

19 .152 .761 99.353    

20 .129 .647 100.000    

Extraction Method: Principal Component Analysis. 

 

Only three factors have an eigenvalue greater than one, as can be seen in this table. As a 

result, these three components from a total of 20 variables were used in the analysis. These first 

three variables account for 63.21 percent of the total variation. Factor 1 is responsible for 46.44 

percent of the overall variation (9.29/20). Factor 2 is responsible for 10.46% of the overall 

variation, or (2.09/20). Factor 3 is responsible for 6.31 percent of the overall variation (1.26/20). 

 

Table 3. Rotated Factor Matrix.  

 

Rotated Component Matrixa 

 Component 

1 2 3 

Job knowledge .815   

Ability .762   

Skills .749   

Education .740   

Training .730   

Experience .721   

Creativity .708   

Leadership .694   

Attitude .638   

Self-motivated .589 .403  

Teamwork  .812  

Supervisor support  .779  

Co-worker support  .720  

Work life balance  .709  

Network  .700  

organizational policy  .629  

Family support   .873 

Reference group .457  .711 

Living Standard .422  .621 

Role model .480  .538 

Extraction Method: Principal Component Analysis.  

 Rotation Method: Varimax with Kaiser Normalization. 

a. Rotation converged in 6 iterations. 

 

This matrix depicts the relationship between the variables and the factors. A large absolute 

value for the coefficient shows that the factor and the variable are strongly connected. For rotation, 

the Varimax method was applied. 

 

Table 4.  Reliability test 

 

Reliability Statistics 

Cronbach's 

Alpha 

N of 

Items 

   .930 10 

Reliability Statistics 

Cronbach's 

Alpha 

N of 

Items 

.862 6 

Reliability Statistics 

Cronbach's 

Alpha 

N of 

Items 

.815 4 



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Factor 1 Factor 2 Factor 3 

.930 .862 .815 

 

In this table shows the reliability statistics of these three factors. Here the researcher found 

that the value of Cronbach Alfa which are greater than .7 it means those questions are correlated 

strong enough to be considered reliable. 

 

Table 5. Identified factor with variables that affect women entrepreneurship success 

 

Factors Variables Loading 

Factors 1 

 

Personal factor 

Job knowledge 

Ability 

Skill 

Education  

Training 

Experience  

Creativity 

Leadership  

Attitude 

Self-motivated 

.815 

.762 

.749 

.740 

.730 

.721 

.708 

.694 

.638 

.589 

Factors 2 

Organizational factor 

Collaboration and Team work 

Supervisor support 

Co-worker support 

Work life balance 

Network 

Organization policy 

.812 

.779 

.720 

.709 

.700 

.629 

Factors 3 

Community factor 

Family support 

Reference group 

Living Standard 

Role model 

.873 

.711 

.621 

.538 

 

FINDINGS OF THE STUDY 

The researcher discovers three elements that determine the success of women managers in 

Bangladesh based on the above investigation. Personal, organizational, and community variables 

are the names given to these aspects. A framework can be derived from these data.

 
Figure 1. Conceptual framework  



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This model depicts the characteristics that contribute to the success of female executives in 

multinational corporations. 

 

CHALLENGES 

Women encounter numerous, significant, and underreported problems in the job. Women's 

performance is hampered by a male-dominated company culture, according to Adler (1993). The 

scope of the problem goes well beyond what we are all aware of. The most significant impediment 

to women's success is men who are sexist. They enjoy determining a girl's weakness and fragility. 

Women have broken down many hurdles to reach positions like this, almost reaching the pinnacle 

of the pyramid. However, in terms of earning payments, promotions, coaching, or entering 

particular sectors, there is still significant inequality. Hejase et al. (2013) stated while men need 

to be more attentive, the issue should be examined from a larger perspective. Such a mindset is the 

consequence of a political process in which both men and women have the ability to substitute the 

path of women's growth. A social group that does not believe in equality, inclusiveness, or justice 

will always be an impediment to a progressive and just society in which everyone benefits from 

growth and wealth. In an extremely backward political environment, we will always face 

opposition to the implementation of a liberal women's development policy, as well as obstacles to 

ending child marriage. This emphasizes the need of taking a stand in political, legal, and social 

systems. 

 

CONCLUSION 

Eventually it can be said that a lot factors are available to induce women for their career progression 

but if the organization put emphasis on personal, organizational and community variables that will 

help women to lead in future progress. The present business framework offers women with many 

chances to further reduce the gap with men. Aside from societal perspective, women demand active 

structural and human resource guidelines, they seek help from top management, peers and 

subordinates, and most importantly from themselves. For rectifying present inequalities firms may 

take active measures. We will always face opposition to the implementation of a liberal women's 

development policy, as well as obstacles to ending child marriage. This emphasizes the need of 

taking a stand in political, legal, and social systems.  The government should also work to improve 

women's educational levels by implementing a policy that increases equal access to educational 

institutions and training, as well as raising awareness and empathy for gender issues. 

 

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APPENDICES 

 

Appendix A. Figure 1. Communalities 

 

Communalities 

 Initial Extraction 

Network 1.000 .559 

Team work 1.000 .710 

Co-worker support 1.000 .555 

Work life balance 1.000 .663 

Family support 1.000 .767 

Supervisor support 1.000 .638 

Living Standard 1.000 .682 

Attitude 1.000 .519 

Self-motivated 1.000 .509 

Skills 1.000 .596 

Experience 1.000 .627 

Creativity 1.000 .629 

Training 1.000 .682 

Education 1.000 .660 

Job knowledge 1.000 .760 

Role model 1.000 .550 

Leadership 1.000 .587 

Ability 1.000 .737 

Reference group 1.000 .734 

organizational policy 1.000 .478 

Extraction Method: Principal Component Analysis. 

 

Appendix B. Figure 2. Reliability Statistics 

 

Reliability Statistics 

Cronbach's Alpha N of Items 

.930 10 

 

 

 

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Item-Total Statistics 

 Scale 

Mean if 

Item 

Deleted 

Scale 

Variance if 

Item 

Deleted 

Corrected 

Item-Total 

Correlation 

Cronbach's Alpha if Item 

Deleted 

Job 

knowledge 

34.32 59.573 .834 .916 

Ability 34.35 59.866 .810 .918 

Skills 34.24 64.366 .692 .924 

Education 34.38 61.874 .763 .920 

Training 34.34 61.540 .765 .920 

Experience 34.44 64.289 .709 .923 

Creativity 34.37 62.801 .743 .922 

Leadership 34.35 64.492 .669 .925 

Attitude 34.27 65.532 .652 .926 

Self-

motivated 

34.38 66.420 .604 .928 

Source: SPSS 

 

Appendix C. Figure 3. Reliability Statistics 

 

Reliability Statistics 

Cronbach's Alpha N of Items 

.862 6 

 

Item-Total Statistics 

 Scale 

Mean if 

Item 

Deleted 

Scale 

Variance if 

Item 

Deleted 

Corrected 

Item-Total 

Correlation 

Cronbach's Alpha if Item 

Deleted 

Team work 20.36 12.920 .701 .831 

Supervisor 

support 

20.39 12.907 .686 .834 

Co-worker 

support 

20.34 13.621 .601 .849 

Work life 

balance 

20.33 12.244 .710 .829 

Network 20.28 13.254 .639 .842 

organizational 

policy 

20.35 13.684 .595 .850 

Source: SPSS 

 

Appendix C. Figure 4. Reliability Statistics 

 

Reliability Statistics 

Cronbach's Alpha N of Items 

.815 4 

 

 

 



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40 

Item-Total Statistics 

 Scale 

Mean if 

Item 

Deleted 

Scale 

Variance if 

Item Deleted 

Corrected Item-

Total Correlation 

Cronbach's Alpha 

if Item Deleted 

Family support 11.67 6.284 .546 .808 

Reference group 11.23 4.947 .736 .718 

Living Standard 11.15 4.856 .672 .752 

Role model 11.22 5.486 .606 .782 

Source: SPSS 

 

 

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journal. This is an open-access article distributed under the terms and conditions of the Creative 

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