## 4 Results and Analysis
### PSC Level Analysis and Evaluation  
The descriptive statistics in Table 6 reflect that the PSC of non-megaprojects in Guangzhou is high, with an average score of 43.54 (SD = 9.47) (slightly higher than the median of 36) and the average scores for the four dimensions are all within the range of 10-11 (slightly higher than the median of 9). According to the prior study proposed by [PERSON] (2015), when the PSC of an organization is higher than 41 points, the organization is deemed to be at low risk, whereas a score lower than 41 points is deemed to be high-risk. Therefore, we define 41 points as the reference value of PSC, which is used to judge whether the organization is at high risk. The PSC of megaprojects is much higher, with an average score of 49.25 (SD = 8.19), while the averages for the four dimensions are all higher than the equivalent Guangzhou results. The results, therefore, demonstrate that the PSC of the all the projects is above 41, indicating that the organization is at low risk. The independent sample \(t\)-test indicates the mean scores of all dimensions and PSC to be significantly higher for the megaprojects than the non-megaprojects. \begin{table}
\begin{tabular}{c c c c c c c} \hline \hline  & \multicolumn{2}{c}{**Megaprojects**} & \multicolumn{2}{c}{**Non-Megaprojects**} & & \\ \cline{2-7}  & **Mean** & **SD** & **Mean** & **SD** & & \\ \hline Management commitment & 12.69 & 1.96 & 10.93 & 2.90 & 8.23 & \textless{}0.001 \\ Management priority & 12.56 & 2.15 & 10.76 & 2.83 & 7.62 & \textless{}0.001 \\ Organizational communication & 11.87 & 2.62 & 10.91 & 2.56 & 3.73 & \textless{}0.001 \\ Organizational participation & 12.13 & 2.51 & 10.94 & 2.53 & 4.70 & \textless{}0.001 \\ PSC & 49.25 & 8.19 & 43.54 & 9.47 & 6.12 & \textless{}0.001 \\ \hline \hline \end{tabular}
\end{table} 
Table 6: Descriptive statistical results of the PSC scale. \begin{table}
\begin{tabular}{c c c c c c} \hline \hline  & **M after** & **SD after** & & **Cronbach’s \(\alpha\)** & \\  & **Deleting the** & **Deleting the** & **CITC** & **after Deleting** & **Cronbach’s \(\alpha\)** \\  & **Term** & **Term** & & **the Term** & \\ \hline Management Commitment MC1 & 6.400 & 2.091 & 0.618 & 0.809 & \\ Management Commitment MC2 & 6.250 & 2.206 & 0.674 & 0.752 & 0.819 \\ Management Commitment MC3 & 6.317 & 1.983 & 0.732 & 0.689 & \\ \hline Management Priority MP1 & 5.950 & 2.603 & 0.529 & 0.755 & \\ Management Priority MP2 & 5.867 & 2.352 & 0.575 & 0.708 & 0.764 \\ Management Priority MP3 & 6.000 & 2.185 & 0.691 & 0.572 & \\ \hline Organizational Communication OC1 & 6.042 & 2.259 & 0.742 & 0.728 & \\ Organizational Communication OC2 & 6.092 & 2.403 & 0.720 & 0.752 & 0.836 \\ Organizational Communication OC3 & 6.083 & 2.581 & 0.636 & 0.832 & \\ \hline Organizational Participation OP1 & 6.175 & 2.280 & 0.674 & 0.767 & \\ Organizational Participation OP2 & 6.133 & 2.234 & 0.688 & 0.752 & 0.825 \\ Organizational Participation OP3 & 6.308 & 2.181 & 0.683 & 0.758 & \\ \hline \hline \end{tabular}
\end{table} 
Table 5: PSC-12 reliability analysis. Table 7 summarizes the results in terms of position, age, gender, and marital status, indicating the megaproject mean PSC scores to be higher than those for the non-megaprojects for every characteristic measured, with 7 of the 12 being highly significant. The fact that there is no significant difference between junior managers and intermediate managers suggests that construction workers may be more concerned about whether the organization pays attention to their psychological health and takes relevant measures than employees in other positions. In megaprojects, construction workers have a higher common perception of the organization's concern about employees' psychological health and the PSC level is significantly higher than that of non-megaprojects.