Congruence in sales force evaluations: Relation to sales force perceptions of conflict and ambiguity

Lawrence B. Chonko; Roy D. Howell; Danny N. Bellenger

doi:10.1080/08853134.1986.10754412

Congruence in sales force evaluations: Relation to sales force perceptions of conflict and ambiguity

Lawrence B. Chonko, Roy D. Howell, Danny N. Bellenger

Business Administration

Research output: Contribution to journal › Article › peer-review

61 Scopus citations

Abstract

This research examined the relationship between salespersons' perceptions of role conflict and role ambiquity from various sources and the degree of agreement between salespeople and sales managers on salesperson performance. Three sources of role ambiguity were found to explain the most variance in performance congruence. Implications for management are discussed.

Original language	English
Pages (from-to)	35-48
Number of pages	14
Journal	Journal of Personal Selling and Sales Management
Volume	6
Issue number	1
DOIs	https://doi.org/10.1080/08853134.1986.10754412
State	Published - May 1986

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10.1080/08853134.1986.10754412

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title = "Congruence in sales force evaluations: Relation to sales force perceptions of conflict and ambiguity",

abstract = "This research examined the relationship between salespersons' perceptions of role conflict and role ambiquity from various sources and the degree of agreement between salespeople and sales managers on salesperson performance. Three sources of role ambiguity were found to explain the most variance in performance congruence. Implications for management are discussed.",

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Congruence in sales force evaluations: Relation to sales force perceptions of conflict and ambiguity

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