Salesperson Performance Attribution Processes and the Formation of Expectancy Estimates

This study examines the relationships among salesperson performance outcomes, causal attributions, and expectancy estimates. The authors extend the conceptual work of Teas and McElroy (1986) and the empirical work of Johnston and Kim (1994) by deriving and testing a more parsimonious attribution process model. The survey findings suggest that performance and skill/knowledge attributions have a direct relationship with salesperson expectancy estimates. In addition, the findings suggest organizational support attributions moderate the linkage between performance and salespeople's expectancies. Implications for research and practice are developed that recognize the importance of salesperson performance and cognitive processing on the motivation of sales personnel.