Consequences of marketing controls among series and nonsales marketing personnel

Controls are an inevitable part of every organization. However controls can produce undesirable work attitudes and behavioral outcomes among employees. This study examines the relationships between controls and these undesirable consequences for industrial sales personnel and contrasts it with that for nonsales marketing personnel. The study is based on a self-administered questionnaire filled by 150 sales personnel and 150 nonsales personnel drawn randomly from a recent listing of American Marketing Association members. The findings point to several important differences among sales and nonsales personnel. Understanding these differences should enable managers to assess better marketing personnel and to design control systems that can better channel their efforts toward achieving marketing goals.