Supervising the unethical selling behavior of top sales performers: Assessing the impact of social desirability bias
Journal of Business Ethics 57 (4):377 - 388 (2005)
|Abstract||. This study measures social desirability bias (SD bias) by comparing the level of discipline sales managers believe they would administer when supervising unethical selling behavior with the level of discipline they perceive other sales managers would select. Results indicate the presence of SD bias; the sales manager respondents consistently claimed that they would be stricter while their peers would be more lenient. Using an analytical technique that takes social desirability bias into account, it appears that sales managers use of discipline is affected by the sales performance of the salesperson being disciplined resulting in more lenient discipline for top sales performers. In addition, the more lenient treatment for top sales performers persists even when there is a pattern of a prior ethical infraction and the existence of an explicit organizational policy proscribing the act in question. Sales managers believe that, like themselves, others would be stricter when an unethical act is committed for the second time but not as strict as they personally would be. A within-subjects interaction effect indicates more SD bias under the condition of the unethical act being committed for the second time.|
|Keywords||No keywords specified (fix it)|
|Through your library||Configure|
Similar books and articles
Ning Li & William H. Murphy (2012). A Three-Country Study of Unethical Sales Behaviors. Journal of Business Ethics 111 (2):219-235.
J. B. DeConinck & D. J. Good (1989). Perceptual Differences of Sales Practitioners and Students Concerning Ethical Behavior. Journal of Business Ethics 8 (9):667 - 676.
Janne Chung & Gary S. Monroe (2003). Exploring Social Desirability Bias. Journal of Business Ethics 44 (4):291 - 302.
Russell Abratt & Neale Penman (2002). Understanding Factors Affecting Salespeople's Perceptions of Ethical Behavior in South Africa. Journal of Business Ethics 35 (4):269 - 280.
Vince Howe, K. Douglas Hoffman & Donald W. Hardigree (1994). The Relationship Between Ethical and Customer-Oriented Service Provider Behaviors. Journal of Business Ethics 13 (7):497 - 506.
James B. DeConinck & William F. Lewis (1997). The Influence of Deontological and Teleological Considerations and Ethical Climate on Sales Managers' Intentions to Reward or Punish Sales Force Behavior. Journal of Business Ethics 16 (5):497-506.
James B. DeConinck (1992). How Sales Managers Control Unethical Sales Force Behavior. Journal of Business Ethics 11 (10):789 - 798.
James B. Coninck (1992). How Sales Managers Control Unethical Sales Force Behavior. Journal of Business Ethics 11 (10):789-798.
Joseph A. Bellizzi & Ronald W. Hasty (2002). Supervising Unethical Sales Force Behavior: Do Men and Women Managers Discipline Men and Women Subordinates Uniformly? Journal of Business Ethics 40 (2):155 - 166.
Joseph A. Bellizzi & Ronald W. Hasty (2003). Supervising Unethical Sales Force Behavior: How Strong Is the Tendency to Treat Top Sales Performers Leniently? Journal of Business Ethics 43 (4):337 - 351.
Added to index2009-01-28
Total downloads12 ( #93,438 of 549,224 )
Recent downloads (6 months)1 ( #63,397 of 549,224 )
How can I increase my downloads?