Counterproductive Work Behavior
Hypothesis 3: Chinese and Canadian managers will independently give significant
weight to counterproductive work behaviour in ratings of overall performance.
Hypothesis 4: Chinese managers will give a higher weight to OCB than Canadian
managers in ratings of overall performance.
Policy Capturing Design
A rating of overall job performance involves managers integrating a wealth of
performance related information into an overall evaluation of the employee. This overall
performance rating represents their judgment about how the employee performed. The process of
integrating information to make an overall judgment is complex and often not readily observable
to outsiders. One approach to obtaining the rater's information processing strategy is known as
policy capturing. It involves inferring the weights managers place on different pieces of
information from the pattern of their responses to various cues or stimuli (Hobson & Gibson,
1983). Applied to the present study, a rater is presented with various descriptions of employees'
performance. The independent variables (e.g., task performance, OCB, and CWB) are
manipulated in the descriptions to reflect different levels of performance. The rater is asked to
read each description and to rate the overall performance (dependent variable) of the employee
who is described. A regression equation is computed for each rater where the regression
coefficients reflect the importance they place on the different stimuli. The end product is a
statistical equation or "captured rating policy" for each rater (Hobson & Gibson, 1983).
There are several advantages to the policy capturing approach. It is especially useful when
researchers are interested in knowing whether people differ in their judgments (Hobson &
Gibson, 1983). Furthermore, performance ratings are influenced by raters' perceptions of
employees which are subject to rater errors and biases. Therefore, an approach that presents