Selection, training, and performance evaluation of sales managers: An empirical investigation

Alan J. Dubinsky, Rolph E. Anderson, Rajiv Mehta

Research output: Contribution to journalArticlepeer-review

11 Scopus citations


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.

Original languageEnglish (US)
Pages (from-to)37-69
Number of pages33
JournalJournal of Business-to-Business Marketing
Issue number3
StatePublished - Dec 22 1999
Externally publishedYes

All Science Journal Classification (ASJC) codes

  • Management Information Systems
  • Marketing


  • Personal selling
  • Recruitment
  • Sales management


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