Cognitive Biases In Sales Management Evaluations |
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| Authors: | Stephen W Brown Donald W Jackson Jr John C Mowen |
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| Institution: | 1. Dr. Brown is Professor of Marketing at Arizona State University. He is the co-author of three books and numerous articles on marketing, advertising, and selling topics in publications such as the Journal of Marketing Research, Journal of Advertising Research, Journal of Consumer Affairs, Journal of Advertising, and Journal of Bank Research. He is Vice-President Elect for Marketing Education and member of the Board of Directors of the American Marketing Association, Immediate Past President of the Southwestern Marketing Association, and First Vice-President of the Sales and Marketing Executives Association of Greater Phoenix. Dr. Brown serves on the Editorial Boards of three professional journals and is an active consultant.;2. Dr. Jackson is Professor of Marketing at Arizona State University. He is a frequent contributor to the business literature, having published titles in such publications as the Journal of Advertising Research, Journal of Retailing, Journal of Advertising, and the Journal of the Academy of Marketing Science. Dr. Jackson also serves on the abstracts staff of the Journal of Marketing. He is an active consultant and has trained salespeople and sales managers throughout North America.;3. Dr. Mowen (Ph.D., Arizona State University) is an Assistant Professor of Marketing at Oklahoma State University. He contributed research articles to such journals as the Journal of Marketing Research, Journal of Applied Psychology, Current Issues and Research in Advertising, and Journal of Personality and Social Psychology, as well as in the proceedings of the American Marketing Association and the Association for Consumer Research. |
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| Abstract: | AbstractIn 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. |
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