Counterproductive Work Behavior
participants use information about all three performance components when forming overall
ratings of employees, thus providing support for Hypotheses 1, 2, and 3. Furthermore, the
provides evidence to suggest that raters in this study took the task seriously when
they rated the profiles.
Insert Table 3 about here
Hypothesis 4 predicted that Chinese managers would place higher weight on OCB than
Canadian managers. Independent samples t-tests were run to test whether the mean standardized
regression coefficients on OCB were significantly different between the Canadian and Chinese
samples. The mean regression weights for OCB were not significantly different between the two
samples. Thus, Hypothesis 4 was not supported. However, independent t-tests comparing the
mean weights on task and CWB indicated significant differences. More specifically, the mean
regression weight on task performance in the Canadian sample was significantly smaller (p < .01)
than in the Chinese sample [t(334) = -10.08], while the mean regression weight on CWB was
significantly larger in the Canadian sample [t(334) = -10.62, p < .01].
The results of Study 2 provide clear evidence for the similarities between Chinese and
Canadian managers in the relationships between the three performance components and the
ratings of overall job performance. Task performance, OCB, and CWB formed important
domains of job performance for managers from both cultural groups. Moreover, a significant
proportion of the respondents from both cultures gave large weights to task performance and
CWB (Table 3).