An exploratory investigation of reward and corrective responses to salesperson performance: an attributional approach

Article Abstract:

The importance of salesperson evaluation in the sales organization is widely recognized. Unfortunately, little research has investigated the perceptual process of sales managers in their evaluation of salespeople. As a result, this study examines the relationship between managers perceptions of salespeople's effort and ability to perform and the types of corrective actions or rewards offered to salespeople. Results of the study indicate that sales managers do base their decisions regarding the types of corrective actions or rewards based on their evaluation of whether the performance was based on the salesperson's ability or effort on the job. Implications of the results to the sales management evaluation process are presented. (Reprinted by permission of the publisher.)

Research, Evaluation, Sales management

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Job performance and attitudes of disengagement stage salespeople who are about to retire

Article Abstract:

A greater portion of the U.S. work force than ever is of an age in which retirement and non-work related issues are of primary concern, rather than career advancement and enhancement. Does this trend represent a significant management and performance problem for sales managers? This study examines issues related to the attitudes and performance of salespeople over fifty years of age who are focusing on retirement and, in fact, retired within three years of the study. In this study, work attitudes and performance are not related to the retirement process decision, but are related to the decision to subsequently leave an organization. (Reprinted by permission of the publisher.)

Psychological aspects, Appointments, resignations and dismissals, Beliefs, opinions and attitudes, Retirement, Workers, Employee attitudes

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