Unravelling Criteria for Assessing the Performance of Salespeople: A Causal Analysis

Avila, Ramon A.; Fern, Edward F.; Mann, O. Karl
May 1988
Journal of Personal Selling & Sales Management;May88, Vol. 8 Issue 1, p45
Academic Journal
The article focuses on the causal order among the factors that influence salesperson performance assessment, the indicators used to measure performance, and the overall performance evaluation. Gilbert A. Churchill, Jr., Neil M. Ford and Orville C. Walker, Jr. conceptualized "performance" as being comprised of three constructs: behavior, performance and effectiveness. The paper refines the behavior-performance portion of the Churchill group's model by breaking sales performance into three constructs: specific sales behaviors, goal achievement, and overall performance assessment. Sales behaviors refer to specific job skills and/or attributes, that is, the work that the salesperson is expected to do and presumably lead to profitably closing a sale. Specifically, salespeople are expected to make good sales presentations, promote goodwill, control expenses, provide the company with accurate information on the buying firm's needs, cooperate with others in the selling organization, effectively use technical product information and effectively manage their time and territories.


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