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Selection, Training, and Performance Evaluation of Sales Managers: An Empirical Investigation
Journal article   Peer reviewed

Selection, Training, and Performance Evaluation of Sales Managers: An Empirical Investigation

Alan J. Dubinsky, Rolph E. Anderson and Rajiv Mehta
Journal of business-to-business marketing, v 6(3)
22 Dec 1999
DOI: https://doi.org/10.1300/J033v06n03_03

Abstract

personal selling Recruitment sales management
Despite the important role sales managers play in an organization, little empirical work has explored various facets of their jobs. The state of knowledge regarding this issue is woefully inadequate. To partially address this gap in the sales management literature, this paper reports the results of a study that investigated recruitment/selection, training, and performance evaluation practices vis-à-vis sales managers. Findings suggest that sales managers (irrespective of their company's size or primary market offering) generally rely on subjective recruitment and selection tools and techniques when recruiting sales management candidates, do not feel that any particular job activity is uniquely important or difficult to perform, and consider few evaluation criteria when assaying sales manager performance. Conclusions concerning the study's results are provided.

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