This study examines convergent and discriminant validity of the 360 degree feedback systems in which managerial behavior and performance are evaluated by multiple raters including bosses, peers, subordinates, and self. Multitraitmultirater (MTMR) correlation matrix was constructed from the data of 177 Japanese managers and 1, 187 coworkers. The matrix was investigated by zero-order correlations and confirmatory factor analyses (CFA). Results of correlation analyses found that 1) in any domain of managerial behavior (traits), ratings within the same rater were correlated highly, proving that discriminant validity was low; and that 2) ratings of the same trait provided by different raters were not associated highly, suggesting that convergent validity is questioned. Confirmatory factor analyses found that among three models, i.e., rater model, trait model, and rater-trait combined model, the combined model fit best, suggesting that both rater effect and trait effect were interwoven in the actual ratings of the 360 degree feedback.

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The present study examined organizational retaliatory behavior (ORB), proposed by Skarlicki &Folger (1997, 1999), in Japanese organizations. ORB was defined as the behavioral responses of employees that cause the loss of performance in the workplace, and result in a loss to effective functions of the organization, though not harming employees. Two hundred and twenty Japanese employees completed questionnaires about ORB, organizational justice, and mood in the workplace. The results of factor analysis indicated that ORB scale had two factors (interpersonal deviant behavior, sabotage), though the previous study reported the existence of single factor. Results demonstrated that interpersonal deviant behavior had the negative relationship to organizational justice (procedural and interactive) and associated positively with the negative mood in workplace; sabotage had the positive relationship to negative mood in workplace and associated negatively with the positive mood in workplace. These results suggested that mood in the workplace, as compared with organizational justice, had stronger influence on ORB.

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The purpose of this study is to investigate the effects of top management leadership and Japanese management systems on corporate culture, morale, and business results in China. Using 216 respondents, questionnaire survey was conducted which included leadership, Japanese management systems, human resource policies, corporate image, corporate culture, morale, business results, and management problems. The results were as follows: 1) Japanese enterprise and private enterprises had positive image, but state enterprises had most negative image; 2) Top management leadership showed relationships with corporate culture, morale, and business results; 3) Japanese management systems showed relationships with corporate culture and business results, but they did not show relationship with morale.; 4) Human resourse policies showed relationships corporate culture and morale, but they did not show relationship with business results; and 5) Chenese enterprise had different managements problems from Japanese enterprise in Japan.

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