Information asymmetry between salesperson and supervisor: postulates from agency and social exchange theories

Article Abstract:

Sales employees generally do not share all of the performance information that they are privy to with their supervisors. This leads to information asymmetries that they can use for personal gain. This study examines the antecedents and consequences of information asymmetry in a performance evaluation setting. A major feature of the study is the use of two theories - namely, agency theory and social exchange theory - for explaining the level of information asymmetry between salespeople and their supervisors. Empirical results indicate that social exchange theory is more useful in explaining the occurrence of information asymmetry. The study also examines the dual role played by control systems in reducing asymmetry and promoting dysfunctional behaviors of salespeople. (Reprinted by permission of the publisher.)

Information theory, Agency theory, Social exchange

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Examining the bases utilized for evaluating salespeoples' performance

Article Abstract:

Evaluating salespeoples' performance is an important task for sales managers. However, little is known about what bases are used by sales managers to evaluate the performance of their salespeople. A study was conducted to determine the bases actually used by sales managers and the results were compared with a study conducted in 1983. Findings indicate more emphasis on profit and cost control, a continued reliance on qualitative measures, and a wide variety of bases being utilized to evaluate the performance of salespeople. Furthermore, the stability of results, across a wide variety of respondent job titles as well as business types and sizes, indicates a good deal of generalizability to other firms. (Reprinted by permission of the publisher.)

Employee performance appraisals, Performance appraisals

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Paris-Peoria solution: innovations in appraising regional and international sales personnel

Article Abstract:

It is difficult to evaluate sales personnel from different regions and even from different types of sales jobs. Innovations used by some of the major corporations attempt to solve this problem. An appraisal system called Team Evaluation Consensus (TEC) uses benchmarks, direct comparisons, rater feedback, and linking raters as solutions to the problem. Such methods allow a fairer distribution of organizational awards which will produce higher motivation, compliance with fair employment standards, promotion and selection decisions and better productivity.

Social aspects, Innovations, Evaluation, Personality assessment, Performance standards, Job performance standards, Job evaluation

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