Characteristics of performance appraisals and their impact on sales force satisfaction

Abstract

Sales managers seem to be on a never-ending quest to improve the productivity of their personnel. Contests, commissions, territory redesign, training, sales meetings, travel, and various recognition awards are a few of the methods that have been used to coax performance improvements from a sales force. Although each of these methods of performance enhancement can provide tangible and intangible benefits to the firm, most businesses already use one other method of enhancing sales performance: the performance evaluation (Dubinsky and Barry, 1982). Dubinsky, Skinner, and Whittler (1989) contend that appraisals can be used to determine rewards, provide managerial feedback, help to monitor the effectiveness of human resource management decisions, help to evaluate training and development needs, and provide human resource planning and budgeting information. In the realm of sales management, performance appraisals have been described as the most important factor influencing sales behavior (DeCarlo and Leigh, 1996). Along these lines, Morris, Davis, Allen, Avila, and Chapman (1991, p. 25) argue that "performance appraisals have become one of the sales manager' s most critical responsibilities," with an organization' s success or failure conceivably determined based on the ways in which performance is managed (Mucsyk and Gable, 1987).The purpose of this research is to explore the potential relationship between characteristics of the appraisal process and the resulting level of

Performance appraisals and job satisfaction

“…Other contextual factors include, for instance, employees' satisfaction with the PA process as a whole, the performance appraisal feedback, or employees' evaluations of the perceived quality, justice, and fairness of the performance appraisal regime (Greenberg, 1986;Nathan et al 1991;Blau, 1999;Pettijohn et al, 2001;Jawahar, 2006;Kuvaas, 2006;Lau et al, 2008;Sommer & Kulkarni, 2012: Gupta & Kumar, 2013. Furthermore, employee participation in the PA process is positively related to the satisfaction with the PA system, perceived fairness, and acceptance of such a practice (Cawley et al, 1998).…”

The relationship between developmental performance appraisal, organizational support, organizational commitment and task performance: Testing a mediation model

“…On the basis of theory and research regarding performance appraisal, the developmental component of performance appraisal is regarded as a positive predictor of satisfaction with performance appraisal (Cleveland et al,.1989, Pettijohn. andd'Amico, 2001). From the viewpoint of the authorities, whenever employees accept appraisal system, feel satisfied with it and performance appraisal process is accurately implemented, such system will influence their development and performance improvement (Kuvaas,2007;Pettijohn.…”

“…andd'Amico, 2001). From the viewpoint of the authorities, whenever employees accept appraisal system, feel satisfied with it and performance appraisal process is accurately implemented, such system will influence their development and performance improvement (Kuvaas,2007;Pettijohn. and d'Amico, 2001;Boswell and Boudreau,2000).…”

The Urban Transition Performance of Resource-Based Cities in Northeast China

“…Sustainability indicators have become the most commonly-accepted approach to assessing sustainable development precisely because they are flexible enough to bring different meanings to different situations [35]. In a mining context, Azapagic and Yu et al developed frameworks for sustainability indicators consisting of economic, environmental, social and integrated indicators [29]. We further developed the sustainable development capability evaluation index based on social, economic and environmental aspects including 24 indicators (Table 1).…”

“…Performance is often used in the field of management to indicate meaning the degree to which the results obtained by an individual, a team or an organization engaging in an activity are satisfactory [28,29]. The transition of resource-based cities typically focuses on economic restructuring by reducing the city's dependence on its resource-based industries, which will have a knock-on and positive effect on living standards, social stability and the environment [30].…”