This work is first of all part of authors' initiated thinking in which in a certain way they try to promote the idea and need to accept and develop the concept of human resources management by marketing managers. This work's subject matter deals with human resources evaluation in a marketing organization as an important and certain element of this management. A new approach with critical reference to the present state of theory and practice is explained, new solutions are offered and thorough, almost radical changes and turnarounds are supported. Marketing managers mostly reluctantly accept the evaluation system for their employees. They often say that this is not their basic job, that it unnecessarily and absurdly puts a burden on them, that it takes their time, or they think however that their goal is to increase sales, to extend the existing and enter new markets, to improve the relationship with buyers and consumers etc. Evaluation enables employees to understand clearly what they are expected and how their results will be evaluated. Each member of the organization wants to know and have feedback about his or her work. This assessment of his or her work is a basis for rewarding, job security, career development, promotion in the organization, improvement and professional training etc. Evaluation is not in the least easy and simple work. On the contrary, It is a matter of a very complicated work followed by many difficulties and different restrictions in practice. It is a fact that great part of failure and poor system lies in an approach systematically incomplete and taken for granted. The authors gave a thorough review of basic restrictions and difficulties that should be count on when evaluating the employees. They come from the evaluators themselves (marketing managers), unelaborated evaluation methodology, as well as insufficient and late information as a base for evaluation. Marketing managers efficiency evaluation is focused through general and special standards. Among the general there are: marketing manager's primary abilities and character traits, his or her organizational abilities and skills, and through the success of a marketing organization. Among the special standards there are: market and demand, sales, production Programme, prices, distribution and organization's marketing. In its second part this work thematically treats sales representatives evaluation. In order to approach this matter, the authors tried to define the concept and contents which make a sales representative successful by quoting Denny. Afterwards information needed for evaluation are considered, and then a complex model for sales representatives evaluation is offered. In this model sixteen evaluation parameters are pointed out. The authors point to complexity, difficulties, lack of clarity and dilemmas they have only opened with this work. Ideas about the need for other marketing experts evaluation still remain open. At the end they made a conclusion that with this work they only tried to open a field inside the marketing organization management, which is very wide and insufficiently known as well as researched. Being such, it demands some new, future exploring. .