Michael H. Morris, D. Davis, Jeff Allen, Ramon A. Avila, Joseph D. Chapman
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Assessing the Relationships Among Performance Measures, Managerial Practices, and Satisfaction When Evaluating the Salesforce: A Replication and Extension
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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