Counterproductive Work Behavior
different raters with the same stimuli permits the researcher to control for factors that are known
to bias raters' judgments of employee performance (Hobson, Mendel, & Gibson, 1981; Zedeck &
Job performance survey: Canadian survey
Employee level job performance was presented to managers via hypothetical profiles in
which task performance, OCB, and CWB were manipulated. The hypothetical job profiles in this
study were taken from Rotundo and Sackett (2002) for the job of administrative assistant. A brief
review of the steps involved in the development of the profiles is presented in the Appendix. A
more detailed review can be found in Rotundo and Sackett (2002).
Job performance survey: Chinese survey
A separate survey was created for the sample of Chinese managers who participated in
Study 2. The development of the Chinese version of the survey followed the same three steps as
noted above for the Canadian survey. The job was also administrative assistant. A summary of
the three steps is presented in the Appendix.
Sample and procedure: Canadian survey
Canadian sample. A total of 120 executives were invited to participate in the study and a
total of 117 completed the survey, yielding a response rate of 97%. Three surveys were not
useable (i.e., incomplete responses or random responding). Most respondents were White (79%)
with an average age of 40 years (SD = 7.94) and 17 years of work experience (SD = 7.44).
Approximately 43% was male and 33% had a master's degree.
Procedure. The participants were invited to complete the survey as part of a half day
session on performance management offered through executive programs at a large Canadian