Sales Managers Perceptions Of The Appropriate Response To Unethical Sales Force Behavior

Abstract

This study reports the results of supervisory reactions of a group of sales managers to unethical sales behavior. The subjects evaluated the behavior of the salesperson in two scenarios. The performance of the salesperson and the consequences of the salespersons actions were significant predictors of supervisory reaction. Harsher discipline was used for poor performers and when the consequences of the unethical behavior were not severe.