The impact of territory difficulty and self versus other ratings on managerial evaluations of sales personnel

Article Abstract:

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. (Reprinted by permission of the publisher.)

Research, Employee performance appraisals, Performance appraisals

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Effects of effort, territory situation, and rater on salesperson evaluation

Article Abstract:

Several recent studies indicate that the way in which managers evaluate salespeople can be biased because their evaluations do not account for territory situation information and other factors such as company marketing effort and account distribution. This study shows that evaluators do include territory and effort information into their performance ratings when a spreadsheet evaluation is used, demonstrating that the format of the evaluation can influence the evaluation. It is suggested that the spreadsheet format simplifies comparisons when there is considerable information.

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