A Meta-Analytic Comparison of Managerial Ratings and Self-Evaluations

The purpose of this study was to examine the equivalence of self-reports and managerial ratings of salesperson job performance. A meta-analysis showed that the two measures exhibited low convergent validity (mean corrected correlation = 0.19), which indicated that they are not interchangeable. The predictive validity of self-reports and managerial ratings was compared. Managerial ratings had a corrected mean correlation of 0.44 with objective performance, whereas the corrected mean correlation between self-reports and objective measures was 0.34. Further meta-analytic investigations showed that the divergence between self-reports and managerial ratings was attributable to the performance effect. A discussion of the findings and avenues for further research are also provided.     

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

Abstract

In the past, academic research on sales force performance has used either objective performance data or subjective managerial ratings to measure sales performance. Consistent with corporate practices, objective and subjective performance measures were used in this research project. The relationships among three components of performance: specific task behaviors, specific goal achievement and overall performance were examined. A casual analysis suggests that managerial evaluations of overall sales performance are influenced by their perceptions of specific selling behaviors and the degree to which sales people attain specified performance goals.     

Salesperson Selection,Training, and Development: Trends,Implications, and Research Opportunities

Building on the forces of change in selling identified in the introductory paper of this Special Issue of JPSSM, we identify and explicate trends, managerial implications, and research opportunities in two important domains of the selling field: training and development (TD) and selection. Part One focuses on TD of salespeople, and argues why a fresh perspective on salesperson TD is essential. Then, taking a knowledge, skills, and ability (KSA) approach, a framework for future TD content is proposed around three levels of KSAs: task-related KSAs, growth-related KSAs, and meta-KSAs. Part Two, on selection, focuses on several important predictors of salesperson success: cognitive ability tests, personality inventories, and biodata. Then, assessment methods are reviewed. Finally, we summarize with a discussion of emerging trends and research opportunities. The focus of the discussion is on both enhancing salesperson performance and affording scholars new research opportunities.     

Cognitive Biases In Sales Management Evaluations

Abstract

In a factorial experiment, subjects, most of whom possessed managerial experience, were given information about a salesperson and asked to rate his ability on the job. As predicted, the subjects tended to overutilize effort information and underutilize task difficulty information in making their evaluations. The research reveals that cognitive biases in information processing may influence a crucial sales management responsibility. The results are discussed in terms of their implications for employee promotions and the application of attribution theory to sales personnel evaluations.     

Dropped on the way to the top: Gender and managerial derailment

We attempt to make sense of ongoing gender disparities in the upper ranks of organizations by examining gender bias in leaders’ assessments of managers’ derailment potential. In a large managerial sample (Study 1: N ～ 12,500), we found that ineffective interpersonal behaviors were slightly less frequent among female managers but slightly more damaging to women than men when present. Evidence of bias was not found in performance evaluations but emerged when leaders were asked about derailment potential in the future. We replicated this pattern of effects in a second large managerial sample (Study 2: N ～ 35,500) and in two experimental studies (Studies 3 and 4) in which gender and interpersonal behaviors were manipulated. In Study 4, we also showed that when supervisors believe that a manager might derail in the future, they tend to withdraw mentoring support and sponsorship, which are especially critical for women's career advancement. Our research highlights the importance of leaders’ perceptions of derailment potential—which differ from evaluations of performance or promotability—both because they appear to be subject to stereotype‐based gender bias and because they have important implications for the mentoring and sponsorship that male and female managers receive.     

Performance Trends and Salesperson Evaluations: The Moderating Roles of Evaluation Task,Managerial Risk Propensity,and Firm Strategic Orientation

Understanding managers’ evaluations of salesperson performance is important for both theoretical and pragmatic reasons. We examine several factors that moderate the influence of performance trends on salesperson evaluations provided by practicing sales managers. Preliminary data from a pilot study indicate that performance trends exert a stronger influence on salesperson evaluations that are prospective (e.g., making a hiring decision) rather than retrospective (e.g., providing an annual evaluation). Study 1’s findings reveal an additional contingency by demonstrating that these trend effects were particularly pronounced for risk-taking sales managers providing prospective evaluations. Finally, evidence from Study 2 documents the moderating influence of firm strategic orientation by showing that trend effects were most prominent for managers making forward-looking evaluations under the aegis of a prospector-based strategic orientation. The latter two studies also offer mediational evidence indicating that trends influence performance evaluations by affecting inferences about a salesperson’s future productivity.     

It is all in good humor? Examining the impact of salesperson evaluations of leader humor on salesperson job satisfaction and job stress

Abstract

Salesperson job stress and job satisfaction have been identified as critical factors affecting job performance. Academic research suggests that sales managers can influence salesperson job stress and job satisfaction. Interestingly, a review of the sales literature finds very little research on the impact of sales leader humor usage on the stress and satisfaction of salespeople. Consequently, we explore how salespeople’s evaluation of their manager’s use of humor influences their individual levels of job stress and satisfaction. We investigate both the positive and negative roles of humor by analyzing the impact of salesperson evaluations of their managers’ use of affiliative and aggressive humor on their job stress and job satisfaction. Furthermore, we examine the mechanism by which these evaluations affect salesperson stress and satisfaction by identifying two critical mediating variables – social loneliness and willingness to cooperate. Using a sample of 299 professional salespeople, we empirically test this process model to find that affiliative humor usage by sales managers, as evaluated by salespeople, reduces social loneliness and stress for salespeople while also increasing followers’ acceptance of cooperation. Evaluations of aggressive humor, on the other hand, increase stress levels among salespeople. Both social loneliness and acceptance of cooperation, in turn, significantly affect job satisfaction.     

A Brief Report on the Assessment of Distress Tolerance: Are We Measuring the Same Construct?

Distress tolerance (DT) refers to an individual’s capacity to cope with aversive internal (e.g., physical, cognitive, emotional) states. A growing body of evidence suggests that there is a relationship between DT and the development and maintenance of problematic behavioral patterns. Despite emerging evidence for such associations, a number of issues remain unresolved. The results of recent studies suggest problems with the convergent validity of the primary measures used to assess DT, despite the fact that these measures are used interchangeably in the DT literature. In order to further examine the relationships among DT assessments, we evaluated intercorrelations among various self-report and behavioral measures of DT in an unselected undergraduate sample (n = 83). Results indicate that two self-report measures of DT were highly correlated with one another, but that neither measure was significantly correlated with the behavioral measures. The relationships among the behavioral measures and between self-report and behavioral measures were weak and non-significant. Correlations between self-report measures only were strong. The findings partially replicate prior research indicating weak correlations between certain, commonly used measures of DT, and raise questions about the current conceptualization of the construct.     

Influencing the salesforce through perceived ethical leadership: the role of salesforce socialization and person–organization fit on salesperson ethics and performance

With today's emphasis on building strong customer relationships in the business-to-business sales environment, appropriate leadership is necessary to instill ethical and provide the proper guidance among employees to ensure ethical decision-making and improve sales performance. This research examines the role of perceived ethical leadership as it relates to both formal and informal marketing control mechanisms (i.e. salesforce socialization) that influence person–organization fit, and how this fit relates to salesperson unethical intent and performance. Results from a study of 408 business-to-business salespeople suggest that perceived ethical leadership both directly, and indirectly via salesforce socialization, affects salesperson ethical values person–organization fit, which in turn affects salesperson performance. Based on these findings, both theoretical and managerial implications are provided, as well as directions for future research.     

Managing Salesperson Motivation in a Territory Realignment

Although typically undertaken to improve aggregate sales force performance, the realignment of sales territories can be quite de-motivational to individual salespersons. Findings of two studies reported here demonstrate that salesperson motivation and performance can be positively influenced by the managerial actions taken during the implementation phase of a territory realignment. Actions based on expectancy theory were found to be more effective for salespeople whose territory realignment increased sales potential, and justice-based actions were more effective for salespersons experiencing a reduction in territory potential.     

Linking Performance Outcomes to Salesperson Organizational Citizenship Behavior in an Industrial Sales Setting

More than ever before, firms in the industrial marketplace are focusing on the contribution of the salesperson and selling role to organizational success. Considerable recent research shows that not only in-role but also extra-role behaviors—organizational citizenship behaviors (OCBs)—are important in modeling salesperson performance. Yet, to date little effort has focused on examining the impact of OCB on relevant performance outcomes. Employing a sample of 207 industrial field salespeople from two companies and industries across the United States, this study reveals differences in impact of OCB on four diverse performance outcome types. The findings are discussed in terms of managerial applicability to industrial sales organizations, and a resulting set of next research steps is presented.     

The Impact of Territory Difficulty and Self Versus Other Ratings on Managerial Evaluations of Sales Personnel

Previous research has yielded inconclusive evidence regarding whether territory difficulty information influences evaluations of salesperson performance. Two studies were conducted to assess whether a territory difficulty bias exists. In addition, the research tested for a divergence in performance ratings depending upon whether the evaluation was completed by a salesperson or a sales manager. The results show that, given the right conditions, territory difficulty bias can be overcome, and that previous failures to find territory difficulty effects in similar studies were likely caused by Type II errors. Also, the results indicate that self-ratings do tend to exhibit an upward bias over ratings by others.     

1=2: When a Singular Experience Leads to Dissociated Evaluations

This research examines how a single experience with a salesperson can lead to the formation of dual representations of the salesperson resulting in opposing spontaneous and deliberative affective responses and dissociated evaluations. Consumers may either use their spontaneous affective reactions to form an evaluation or may respond more deliberately using information that contradicts this initial affect. As a result, they can hold 2 evaluations of the same salesperson—one that is more spontaneously generated and one that is more deliberate. The 2 cognitive bases for these evaluations can coexist in memory even when they are opposite in valence, and consumers switch back and forth between the 2 evaluations, depending on the level of cognitive activity in which they engage.     

Enhancing Salesperson Trust: An Examination of Managerial Values,Empowerment, and the Moderating Influence of SBU Strategy

Within a sales environment, the development and conveyance of managerial values play a critical role in enhancing salesperson trust and performance. This study identifies specific managerial values (i.e., integration, flexibility, control, spontaneity, etc.) that support particular business strategies (i.e., prospector, defender, or analyzer). The proposed model investigates the impact of aligning managerial value systems to SBU type on building trusting relationships within a manager–salesperson context. Study results suggest various implications for managers.     

Examining the impact of salesperson interpersonal mentalizing skills on performance: the role of attachment anxiety and subjective happiness

Due to the dynamic and interpersonal nature of selling, understanding affective and cognitive relationships and their influence on performance has gained the attention of sales scholars. Moreover, recent literature has created opportunities to study the impact of cognitions, such as salesperson theory-of-mind, on sales performance. This research develops a model involving salesperson interpersonal mentalizing skills (i.e. rapport building, detecting nonverbal cues, taking a bird’s-eye view, shaping the interactions), subjective happiness, attachment anxiety, and sales performance. Although salesforce optimization is critical in any economy, emerging economies are the growth frontier for many global companies. Using three samples from Brazil, we investigate the telecom, banking, and retail industries, providing generalizable results from one such emerging economy. We find that, in general, it is the influence of attachment anxiety and subjective happiness on interpersonal mentalizing skills which ultimately impacts sales performance. Based on these findings, we discuss several theoretical and managerial implications.     

The factor structure of ADHD items in DSM-III-R: Internal consistency and external validation

Previous research employing factor-analytic procedures to study the underlying dimensions of DSM-III attention deficit disorder with hyperactivity (ADDH) symptoms have consistently supported a two-factor model. Revision of the structure of the ADHD diagnosis in DSM-HI-R, as well as inclusion of new items, has raised the question of comparability of the two diagnoses. To explore the significance of these changes, teacher ratings of DSM-III ADDH items and DSM-III-R ADHD items of 85 nonreferred school children were factor-analyzed to determine their underlying factor structures. A similar two-factor solution was obtained for each diagnostic scale. The factors consisted of items believed to reflect inattention and hyperactivity-impulsivity constructs. These factors were further evaluated against results of a cognitive test battery to ascertain whether objective, external validation could be demonstrated. The hyperactivity-impulsivity factor scores were related to continuous performance test measures of response inhibition, while inattention-disorganization factor scores were related to measures of attention and visual search. Implications for assessment and diagnosis of ADHD are discussed.The authors gratefully acknowledge the assistance of Sister Hildegarde Koger, the St. Francis de Sales School, and the parents and children who participated in this study.     

Plagiarism,Integrity, and Workplace Deviance: A Criterion Study

Plagiarism is increasingly evident in business and academia. Though links between demographic, personality, and situational factors have been found, previous research has not used actual plagiarism behavior as a criterion variable. Previous research on academic dishonesty has consistently used self-report measures to establish prevalence of dishonest behavior. In this study we use actual plagiarism behavior to establish its prevalence, as well as relationships between integrity-related personal selection and workplace deviance measures. This research covers new ground in two respects: (a) That the academic dishonesty literature is subject to revision using criterion variables to avoid self bias and social desirability issues and (b) we establish the relationship between actual academic dishonesty and potential workplace deviance/white-collar crime.     

Connect within to connect outside: effect of salespeople's political skill on relationship performance

Scholars have recently explored the effects of salespeople's intraorganizational relationships on salespeople's job-related outcomes. Grounded in social influence theory, we explore the effects of salespeople's intraorganizational skills on salesperson relationship performance. We empirically tested the proposed relationships using the data from a non-Western sales force working with an organization in an emerging economy. The results indicate that salespeople's political skill positively contributes to salespeople's identification with the organization and to creative performance, while strikingly, we also find that salesperson task adaptivity weakens these effects. Moreover, salespeople's identification and creative performance are positively related to customer satisfaction. These findings demonstrate that salespeople's intraorganizational relationships play a key role in enhancing customer satisfaction. In light of these results, we explore implications for marketers and academics and conclude by suggesting directions for further research.     

The Effects of Sales Message and Suspicion of Ulterior Motives on Salesperson Evaluation

This research investigates the extent to which a salesperson's presentation and consumer suspicion of ulterior motive affect salesperson evaluations and purchase intentions. Study 1 indicates that a salesperson's presentation plays an essential role in confirming or discontinuing consumer suspicion and that this process has important implications in the formation of salesperson attitudes. Evidence from Study 2 demonstrates that these interaction effects are mediated by persuasion‐motive attributions. The findings also support a direct link between attitude toward the salesperson and purchase intentions. Collectively, these results extend the persuasion literature by demonstrating that suspicion of motive is a dynamic state in which consumers entertain rival hypotheses about the salesperson (e.g., is the salesperson truly motivated to help me, or motivated to make his or her commission?) and that, depending on the degree of suspicion, the same salesperson's tactics will be processed very differently by consumers.     

The effect of question order on evaluations of test performance: how does the bias evolve?

Weinstein and Roediger (Memory & Cognition 38:366-376, 2010) found that manipulating the order of questions on a general knowledge quiz resulted in differing evaluations of performance at the end of the quiz: Irrespective of their actual performance, participants were consistently more optimistic about their performance when questions were given in an easy-to-hard order. In the present experiment, the participants were stopped 10 times throughout a 100-item test and asked to evaluate their performance on the last 10 questions they had answered, as well as rating their impressions of the test so far and predicting their final performance. Arranging the questions from the easiest to the hardest produced more optimistic performance evaluations on each block than did an analogous hard-easy question order, even though performance on the two versions did not differ significantly as a function of question order. Furthermore, the ratings of item difficulty on each block of 10 questions were asymmetrical in the two conditions, with a higher sensitivity to increasing as compared to decreasing question difficulty. On the other hand, the item-by-item ratings and predictions remained unaffected by question order. Our findings are best explained by an anchoring interpretation, which suggests that students fail to adjust their evaluations of performance as the difficulty of the questions changes across the test.