We propose solutions to two recurring problems in cross-national research: response style differences and language bias. In order to do so, we conduct a methodological comparison of two different response formats-rating and ranking. For rating, we assess the effect of changing the commonly used 5-point Likert scales to 7-point Likert scales. For ranking, we evaluate the validity of presenting respondents with short scenarios for which they need to rank their top 3 solutions. Our results -based on two studies of 1965 undergraduate and 1714 MBA students in 16 different countries -confirm our hypotheses that both solutions reduce response and language bias, but show that ranking generally is a superior solution. These findings allow researchers to have greater confidence in the validity of crossnational differences if these response formats are used, instead of the more traditional 5point Likert scales. In addition, our findings have several practical implications for multinational corporations, relating to issues such as selection interviews, performance appraisals, and cross-cultural training.ß

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Purpose -The aim of this paper is to use psychological contracts theory to explore performance management practices in Mexico paying particular attention to the impact of national culture, social and structural factors. Design/methodology/approach -The paper examines the content of psychological contracts from the viewpoint of both parties in the employment relationship -managers and employees -in the context of performance appraisals. It conducted focus groups and interviews at these two organizational levels in three different organizations. Findings -Findings are organized around three themes: performance appraisal systems, the promises (fulfilled and unfulfilled) and the sources of terms and conditions as the content of psychological contracts for managing and participating in performance evaluation systems. For each theme the paper presents and contrasts the viewpoints of managers and employees. Practical implications -Because of the sensitive cultural nature of performance appraisals, the findings help managers implement this process by explaining the underlying psychological contracts in Mexico. Specifically, employees experience the socio-emotional behaviors that accompany performance evaluation and engage in the process at different levels of commitment. Both managers and employees respond according to their needs and what they perceive to be the company's reward. Originality/value -Performance appraisal has received little attention from studies of psychological contracts, though it is a key practice in which work promises and rewards related to performance are made. In this study, the paper brings these two research streams together and apply it to a culturally unique setting.