Selection Decision Making by Sales Managers and Human Resource Managers: Decision Impact, Decision Frame and Time of Valuation

Marshall, Greg W.; Stone, Thomas H.; Jawahar, L M.
January 2001
Journal of Personal Selling & Sales Management;Winter2001, Vol. 21 Issue 1, p19
Academic Journal
A field experiment was conducted to extend the work of Marshall, Mowen, and Stone (1995) on salesperson selection decision making by adding two types of decision makers. Practicing sales managers and human resource managers evaluated a simulated hiring scenario for an open sales position and indicated their preferences between two job candidates with different levels of risk and performance potential. Experimental conditions were level of decision impact (sales manager or HR manager), decision frame (loss or gain), and time of valuation (outcome of the decision known soon or in the more distant future). The results provide evidence to support the findings of prior research in that an interaction occurred between decision frame and time of valuation such that the higher risk/higher performance potential candidate was preferred when managers framed the decision from a loss domain and the decision outcome occurred in the future. In addition, the higher risk/higher performance potential candidate was more preferred by sales managers than by HR managers. The findings are discussed in terms of their importance to salesperson selection research and practice.


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