TITLE

Cognitive Biases In Sales Management Evaluations

AUTHOR(S)
Brown, Stephen W.; Jackson Jr., Donald W.; Mawen, John C.
PUB. DATE
September 1980
SOURCE
Journal of Personal Selling & Sales Management;Fall/Winter80/81, Vol. 1 Issue 1, p83
SOURCE TYPE
Academic Journal
DOC. TYPE
Article
ABSTRACT
The article presents a brief overview of behavioral literature pertinent to the performance appraisal process and presents a study which reveals a potential bias in the performance ratings for research investigating the behavioral factors affecting marketing management decisions. It is argued that in making evaluations, sales managers are in reality attempting to identify the causality for a particular salesman's success or failure. Thus, the sales manager tries to determine the factors that influenced the employees sales volume, number of sales calls, number of new accounts, etc. The process through which such causal inferences are made has been labeled attribution theory. In a role-playing situation, it was shown that in evaluating sales ability individuals may overutilize effort information and underutilize task difficulty information. These results have substantial implications for evaluating sales people. If the bias occurs in actual evaluations, some sales people may be inappropriately rewarded with a lucrative territory, bonus, or other benefits, while other sales people are denied the benefits they deserve.
ACCESSION #
6349562

 

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