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

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

Research output: Contribution to journalArticle

56 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 languageEnglish
Pages (from-to)35-48
Number of pages14
JournalJournal of Personal Selling and Sales Management
Volume6
Issue number1
DOIs
StatePublished - May 1986

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