Hanges. and three anonymous reviewers on earlier versions of this manuscript. This field experiment extended research on procedural justice by examining effects of a due-process performance appraisal system on reactions of both employees and managers. Employee-manager pairs were randomly assigned to either a due-process appraisal system or the existing system. Even though due-process employees received lower evaluations, they displayed more favorable reactions: perceived system fairness, appraisal accuracy, attitudes toward the system, evaluations of managers, and intention to remain with the organization. Managers also responded positively, reporting greater ability to resolve work problems, satisfaction with the system, job satisfaction, and less distortion of appraisal results to further their own self-interests."

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This field experiment examined the individual and combined effects of behavior modeling and the cultural assimilator in the cross-cultural management training of 65 U.S. Government employees. Training evaluation criteria of learning, behavior, and reactions were used, and the results were generally supportive of the greater effectiveness of a combined approach. Participants receiving the combination of methods displayed significantly higher performance on a role play task (behavior evaluation) than a no-training control group and significantly higher gains in learning than those receiving either individual method and those in a no-training control group. Moreover, despite its longer time and effort, the combined approach was viewed as favorably by participants as each individual method. These results suggest the need for both a cognitive-and experiential-based program in cross-cultural management training.In the United States there are more than 3,500 multinational corporations, 30,000 exporting manufacturers, 25,000 companies with overseas branches and affiliates, as well as 40,000 firms operating abroad on an ad hoc basis (Wheelen & Hunger, 1989). Given the magnitude of such international operations, the demand for managers who can operate effectively within a different culture is high. Surprisingly, and unfortunately, corporations' use of cross-cultural training (CCT) to prepare Americans for assignments abroad is very limited (

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