Supervising Unethical Salesforce Behavior

Joseph A. Bellizzi · Robert E. Hite

181 citations0/0 files storedJournal of Marketing

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Ethics in Business and Education Job Satisfaction and Organizational Behavior Academic integrity and plagiarism

Abstract

Supervisory reactions of sales managers to potentially unethical salesperson behavior are examined in a national survey of sales executives. Four scenarios representing ethical issues were presented to the respondents. Salesperson overall work performance, organizational consequences, and gender significantly influenced various supervisory reactions; however, consequence and work performance influences were observed more consistently. Gender differences were marginal and generally confined to only two issues. The findings indicate that sales managers are more likely to use a harsher form of disciplinary action when poor performers, negative consequences, and salesmen are involved in unethical behavior.

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References

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1991Boundary Role Ambiguity in Marketing-Oriented Positions: A Multidimensional, Multifaceted Operationalization 1991The Relevance of Ethical Salesperson Behavior on Relationship Quality: The Pharmaceutical Industry 2012A Review of Empirical Studies Assessing Ethical Decision Making in Business 1993Control System and Task Environment Effects on Ethical Judgment: An Exploratory Study of Industrial Salespeople 2000Lying: The Impact of Decision Context

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