Counterproductive Work Behavior
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Research assistants at the three universities posted an invitation for participation, along with an
introduction of the project and a cover sheet of the questionnaire, in the Executive MBA offices
and classrooms. They also presented the objectives and procedures of the project verbally to the
potential participants before classes. In the introduction it was clearly specified that the survey
should be completed by those who had administrative assistant(s) working for them, and had
experience evaluating the performance of their administrative assistant(s). Like the Canadian
sample and procedure, the Chinese participants completed a survey that consisted of two sections
that required approximately 30 minutes to complete.
Analyses
Two sets of analyses were conducted. First, individual regression equations were
computed for each rater to assess the importance of the three performance components to ratings
of overall performance. Since the independent variables (i.e., task performance, OCB, and CWB)
were approximately orthogonal, the standardized regression coefficients are interpreted as
weights. Second, independent t-tests were conducted to compare the performance weights
between the Canadian and Chinese managers.
Results
Captured Rating Policy
A regression equation was computed for each participant separately within the Chinese
and Canadian samples. Thus, each manager had a set of standardized regression coefficients
which represented their weights on task performance, OCB, and CWB. The results averaged
across participants are presented in Table 3. Hypotheses 1 to 3 predicted that the Chinese and
Canadian managers would give significant weights to task performance, OCB, and CWB
respectively in overall performance ratings. Table 3 shows that on average Chinese and Canadian