Unravelling criteria for assessing the performance of salespeople: a causal analysis

Article Abstract:

In the past, academic research on sales force performance has used either objective performance data or subjective managerial ratings to measure sales performance. Consistent with corporate practices, objective and subjective performance measures were used in this research project. The relationships among three components of performance: specific task behaviors, specific goal achievement and overall performance were examined. A casual analysis suggests that managerial evaluations of overall sales performance are influenced by their perceptions of specific selling behaviors and the degree to which sales people attain specified performance goals. (Reprinted by permission of the publisher.)

Performance

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Assessing the relationships among performance measures, managerial practices, and satisfaction when evaluating the salesforce: a replication and extension

Article Abstract:

The performance appraisal practices used by industrial firms when evaluating members of the sales force are investigated. A formal model of the relationships among major aspects of the appraisal process is proposed and tested. Results are presented from a survey of 104 senior sales managers. Significant relationships are identified between what is being measured, how the appraisal is conducted, and managerial satisfaction. The findings also suggest that evaluation programs remain relatively unsophisticated and unsystematic in most firms. (Reprinted by permission of the publisher.)

Surveys, Employee performance appraisals, Sales management, Performance appraisals, Sales managers, Sales personnel, Rating of

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Selling situation as a moderator of the personality-sales performance relationship: an empirical investigation

Article Abstract:

The lack of consistent success in using personality traits to predict the performance of salespeople is attributed to the cross-sectional nature of previous research. In this study, greater predictive accuracy and explanatory power is achieved when the selling situation is used as a moderating variable. The results are presented and the implications for sales force management and future research are considered. (Reprinted by permission of the publisher.)

Psychological aspects, Business success

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