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Table 3 Correlations between patient safety culture composites*

From: Patient safety culture in Peking University Cancer Hospital in China: baseline assessment and comparative analysis for quality improvement

 

Frequency of events reported

Overall perception of safety

Pearson’s r

P

Pearson’s r

P

Supervisor/Manager expectations and actions promoting safety

0.27

< 0.001

0.63

< 0.001

Organizational learning-continuous improvement

0.26

< 0.001

0.61

< 0.001

Teamwork within hospital units

0.22

< 0.001

0.54

< 0.001

Staffing

0.17

< 0.001

0.49

< 0.001

Hospital management support for patient safety

0.26

< 0.001

0.58

< 0.001

Hospital handoffs and transitions

0.27

< 0.001

0.57

< 0.001

Communication openness

0.33

< 0.001

0.47

< 0.001

Feedback and communication about errors

0.41

< 0.001

0.49

< 0.001

Non-punitive response to error

0.17

< 0.001

0.50

< 0.001

Teamwork across hospital units

0.24

< 0.001

0.53

< 0.001

  1. *N = 1562, correlation is significant at the 0.01 level (2-tailed)