That compares to about 30 percent who recommended a reward, ranging from mild encouraging feedback to a pay raise, for the behavior. For each situation, the remaining percentages represent managers who did not judge the behavior or managers who recommended that no action be taken. None of the managers judged the behavior to be worthy of termination or promotion. DeConnick said it's important to note the positive responses in the study. However, when managers decide to ignore or even reward unethical behavior, it creates an environment where the results are the only thing that counts, not what's right or wrong.
Top management sets the tone for the behavior of the sales force.
They have to make it very clear what behavior will not be tolerated and what type will be rewarded. DeConnick said he tells his students, who might find themselves in companies that reward unethical behavior, to find another job. Unethical salespeople don't last. Sooner or later they get caught. DeConnick said he plans to continue his research by surveying and comparing purchasing mangers' responses to a similar survey.