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We investigated whether individualistic and collectivistic cultural values influence the extent to which raters consider task, citizenship (OCB), and counterproductive work behaviors (CWB) when evaluating overall employee performance. Participants completed a managerial role-play exercise in which they read employee performance vignettes and rated the overall performance of each employee. A relative weights approach was used to determine to what extent raters considered task, OCB, and CWB information when evaluating employee performance. Results indicated that as compared to individualistic raters, collectivistic raters placed higher weights on OCBs and less weight on task performance when assigning an overall performance rating. However, contrary to expectations, collectivistic raters did not place significantly higher weights on CWBs as compared to individualistic raters. Future research directions and practical implications are discussed. [ABSTRACT FROM PUBLISHER]

I cannot begin to describe my delight at having the opportunity to write this introduction to the special issue on typical versus maximum performance. It's humbling to realize that a paper you've written emerges as the seminal paper that starts a new line of research. But that appears to be the case: The notion of differentiating between typical and maximum performance on the criterion side of the equation is generally credited to Sackett, Zedeck, and Fogli (1988). [ABSTRACT FROM AUTHOR]

We examined the main and interactive effects of general mental ability (GMA) and perceived organizational support (POS) on typical performance and maximum performance. Data from two field samples (96 programmers and 181 cash vault employees) empirically supported distinguishing between typical performance and maximum performance. GMA was related to maximum performance but not to typical performance, and POS was related to two out of three measures of typical performance. Interactive effects of GMA and POS were detected in both samples for maximum performance outcomes but not found for typical performance outcomes. [ABSTRACT FROM AUTHOR]

Describes an approach for investigating the causes of rater-specific method variance in multitrait-multirater (MTMR) performance appraisal matrices. Hypotheses regarding method variance in performance ratings; Overview of the MTMR approach; Combination of confirmatory factor analysis and the sue of measured method factors in the approach.