Effects of Effort, Territory Situation, and Rater on Salesperson Evaluation

Mowen, John C.; Fabes, Keith J.; LaForge, Raymond W.
May 1986
Journal of Personal Selling & Sales Management;May86, Vol. 6 Issue 1, p1
Academic Journal
Recent research into the process through which sales managers evaluate salespeople has identified a potential bias in management judgment. Recent studies revealed that sales managers performing simulated evaluations tended not to incorporate territory situation information into their salesperson performance evaluations. Instead, evaluations of performance were based almost exclusively on sales and effort information. As a consequence, salespersons with similar effort and sales levels were given similar performance evaluations, even though there were substantial differences in the sales territories assigned to the salespeople. Situational factors, such as territory sales potential, company marketing effort, and account distribution, would be considered relatively less in the performance evaluation. Agreement exists that differences in the difficulty of assigned territories should be addressed when evaluating the performance of individual salesperson. A key issue for sales managers and sales researchers is how to ensure that territory situation considerations are included when evaluating the performance of individual salesperson.


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