Assessing the Relationships Among Performance Measures, Managerial Practices, and Satisfaction When Evaluating the Salesforce: A Replication and Extension

Michael H. MorrisMichael H. Morris is Associate Professor, Department of Marketing, University of Central Florida, Orlando, FL

Duane L. DavisDuane L. Davis is Associate Professor, Department of Marketing, University of Central Florida, Orlando, FL

Jeffrey W. AllenJeffrey W. Allen is Assistant Professor, Department of Marketing, University of Central Florida, Orlando, FL

Ramon A. AvilaRamon A. Avila is Associate Professor, Department of Marketing, Ball State University, Muncie, Indiana

Joseph ChapmanJoseph Chapman is Assistant Professor, Department of Marketing, Ball State University, Muncie, Indiana

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.

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Assessing the Relationships Among Performance Measures, Managerial Practices, and Satisfaction When Evaluating the Salesforce: A Replication and Extension

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Assessing the Relationships Among Performance Measures, Managerial Practices, and Satisfaction When Evaluating the Salesforce: A Replication and Extension

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