On the effectiveness of peer reporting policies

Abstract

Purpose

Unlike general codes of conduct, little is known about whether peer reporting policies achieve their intended purpose – that is, to increase the base rate of peer reporting counterproductive work behaviors (CWBs). The purpose of this paper is to use a person-situation perspective to examine if and when peer reporting policies impact the base rate of peer reporting CWBs.

Design/methodology/approach

The authors collected data from 271 employed participants and used moderated regression to examine whether policy presence and strength (situational variables) enhanced the relationship between a subjective obligation to report CWBs (person variable) and the base rate of peer reporting CWBs. This study also explored whether these interactions differ by CWB target (i.e. the organization vs coworkers).

Findings

Both situational variables – policy presence and policy strength – moderated the relationship between an obligation to report CWBs and the base rate of peer reporting CWBs. The interactions also differed by CWB target.

Originality/value

This study represents one of the initial academic investigations into the effectiveness of peer reporting policies. It primarily draws on the person-situation perspective to explain why peer reporting policies should influence the base rate of peer reporting CWBs. The results support the impact of peer reporting policies, but also suggest the benefit of examining different targets of CWB to help clarify when peer reporting policies are actually effective.

Citation

Lyons, B.D. and Bowling, N.A. (2017), "On the effectiveness of peer reporting policies", Journal of Managerial Psychology, Vol. 32 No. 8, pp. 547-560. https://doi.org/10.1108/JMP-04-2017-0147