Research Note: An Exploratory Analysis of Salesperson Perceptions of the Criteria Used in Performance Appraisals,Job Satisfaction,and Organizational Commitment |
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| Authors: | Charles E Pettijohn Linda S Pettijohn Albert J Taylor |
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| Institution: | 1. Charles E. Pettijohn (D.B.A., Louisiana Tech University) is Professor of Marketing at Southwest Missouri State University. His research has appeared in publications such as Marketing Education Review, Journal of Consumer Marketing, Psychological Bulletin, Psychology and Marketing, Journal of Marketing Management, and Human Resource Development Quarterly. He is past President of the Marketing Management Association and is currently the co-editor of the Journal of Marketing Management. Dr. Pettijohn's preferred subject areas include Sales, Sales Management, and Customer Service.;2. Linda S. Pettijohn (D.B.A., Louisiana Tech University) is Professor of Marketing at Southwest Missouri State University. Her research has appeared in publications such as Real Estate Business, Journal of Product Innovation Management, Journal of Marketing for Higher Education, Psychology and Marketing, Journal of Customer Service in Marketing and Management, Journal of Services Marketing, and others. Dr. Pettijohn is a co-founder of the Institute of Marketing: Retail and Sales at Southwest Missouri State University.;3. Albert J. Taylor (D.B.A., Louisiana Tech University) is Professor of Marketing at Austin Peay State University. His research has been published injournals such as Journal of Consumer Marketing, Human Resource Development Quarterly, Journal of Midwest Marketing, The Louisiana Economy, and others. In addition to his teaching and research activities, Dr. Taylor is the former Head of the Department of Management and Marketing at Austin Peay State University. |
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| Abstract: | In some sales organizations the performance appraisal is treated as a bureaucratic exercise required by some “higher-up” executive. As such, sales managers may essentially conduct appraisals in an arbitrary and perfunctory manner. This behavior could be the result of the manager's perception that conducting performance appraisals requires considerable amounts of time and effort, which provides few rewards, but adds considerably to the manager's level of conflict and stress. The purpose of this research is to examine the relationships existing between one aspect of performance appraisals, salesperson perceptions of the appropriateness of the criteria used, and two other variables, organizational commitment and job satisfaction. A survey of retail salespeople provided the data required to evaluate the relationship between satisfaction, commitment, and the perceived appropriateness of the criteria used. The findings indicate that salesperson satisfaction levels are significantly correlated with the level of the perceived inappropriateness of the evaluation criteria used. However, the findings also indicate that the perceptions of the inappropriateness of the evaluation criteria are not significantly related to the salesperson's level of organizational commitment. Based on these findings, recommendations are made regarding the salesperson's role in the development of the performance appraisal process. |
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