Congruence in sales force evaluations: relation to sales force perception of conflict and ambiguity

Article Abstract:

Sales personnel's role conflict and role ambiguity is considered. The degree of agreement (performance congruence) between salespeople and sales managers on their evaluations of salesperson performance is examined in relationship to the perceptions of role conflict and ambiguity by the salespeople. It is found that salespeople who rate themselves higher than their managers have higher levels of job ambiguity and that salespeople who rate themselves lower than their managers have higher levels of ambiguity from both their supervisor and the company. The results indicate that role ambiguity may have more of an effect on performance congruence than role conflict.

Analysis, Evaluation, Role conflict

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Type A behavior, experience, and salesperson performance

Article Abstract:

The findings of this study indicate that Type A behavior pattern, working indirectly through role clarity and effort, has a significant impact on performance. Experience was also found to relate to performance both directly and through role clarity. In the particular type of outcome-based sales setting where individual autonomy and entrepreneurship are encouraged, personal characteristics have significance for performance. Recruiting appropriate salespeople and retaining effective experienced individuals is critically important in environments that emphasize individualism and internal competition. (Reproduced by permission of the publisher.)

Recruiting, Performance standards, Job performance standards, Type A behavior, Type A personality

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An examination of reward preferences for sales managers

Article Abstract:

Questionaires were sent to sales managers in the Fortune 1000 companies, and 174 responses were used in this study which focused on the managers' preferences in rewards. They were asked to rank the following rewards according to importance to them: pay, job security, liking and respect, recognition, promotion, personal growth and sense of accomplishment. Higher order rewards such as a sense of accomplishment and recognition were rated more highly than job security and pay. These findings should be considered by when designing reward plans for managers.

Research, Employee incentives, Beliefs, opinions and attitudes, Executives, Sales management, Motivation (Psychology), Reward (Psychology), Rewards (Psychology), Middle managers

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