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The influence of sales managers' level of expertise on the evaluation of salesperson performance
Abstract
This study examined the relationship between sales managers' expertise in performance evaluation and the format used in the evaluation of sales force (dealership) performance. The basic proposition tested was that as expertise increased, the ability to evaluate personnel would increase. A supplementary proposition tested the effects of information presentation format on the decision making of the sales managers. The results provided partial support for the ability of more expert managers to better evaluate the sales force and good support for the ability of a more concrete decision making format to moderate certain decision making biases. Although the available sample limited the tests which could be performed and caused the inability to test several of hypotheses, more expert sales managers were more consistent in their judgments when performance cues were not present, tended to use fewer irrelevant cues and placed more faith in organizational cues than did less expert managers. Sales managers performed the evaluation tasks better when they were provided a more concrete information presentation format. The fundamental attribution error was reduced in 9 of 10 cases where it was present, and managers tended to use more information in the concrete information presentation format, reducing availability biases as well.
Subject Area
Marketing|Occupational psychology|Behaviorial sciences
Recommended Citation
Coulson, Kevin R, "The influence of sales managers' level of expertise on the evaluation of salesperson performance" (1993). ETD collection for University of Nebraska-Lincoln. AAI9333960.
https://digitalcommons.unl.edu/dissertations/AAI9333960