Pub Date : 2013-10-24DOI: 10.1080/08853134.1993.10753954
William R. Darden, D. McKee, Ronald D. Hampton
This study tests differences between part- and full-time employees in a causal model of job performance and satisfaction. It is hypothesized that employment status will moderate the effect of participatory style, organizational commitment, and job involvement on these outcome variables. This expectation is based on differences in the frames of reference of part-versus full-time employees, which will lead to differences in expectations and social comparisons. The results indicate that part-timers react differently to participatory style and job involvement, but not to organizational commitment.
{"title":"Salesperson Employment Status as a Moderator in the Job Satisfaction Model: A Frame of Reference Perspective","authors":"William R. Darden, D. McKee, Ronald D. Hampton","doi":"10.1080/08853134.1993.10753954","DOIUrl":"https://doi.org/10.1080/08853134.1993.10753954","url":null,"abstract":"This study tests differences between part- and full-time employees in a causal model of job performance and satisfaction. It is hypothesized that employment status will moderate the effect of participatory style, organizational commitment, and job involvement on these outcome variables. This expectation is based on differences in the frames of reference of part-versus full-time employees, which will lead to differences in expectations and social comparisons. The results indicate that part-timers react differently to participatory style and job involvement, but not to organizational commitment.","PeriodicalId":16697,"journal":{"name":"Journal of Personal Selling and Sales Management","volume":"39 1","pages":"1-15"},"PeriodicalIF":0.0,"publicationDate":"2013-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"82592813","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2013-10-24DOI: 10.1080/08853134.1999.10754171
Rajesh Srivastava, J. Sager
Researchers are devoting efforts to developing and testing theory concerning how salespeople cope with job stress. To further understanding in that area, the present study evaluates the influence of four personal variables, locus of control, task based self-efficacy, continuance commitment, and social support relative to Problem Focused and Emotion-Focused coping styles. Findings suggest that salespeople who employ a Problem-Focused Coping (PFC) style possess a more internal locus of control and greater self-efficacy beliefs. None of the four personal characteristics variables were predictive of salespeople's use of Emotion-Focused Coping (EFC) style.
{"title":"Influence of personal characteristics on salespeople's coping style.","authors":"Rajesh Srivastava, J. Sager","doi":"10.1080/08853134.1999.10754171","DOIUrl":"https://doi.org/10.1080/08853134.1999.10754171","url":null,"abstract":"Researchers are devoting efforts to developing and testing theory concerning how salespeople cope with job stress. To further understanding in that area, the present study evaluates the influence of four personal variables, locus of control, task based self-efficacy, continuance commitment, and social support relative to Problem Focused and Emotion-Focused coping styles. Findings suggest that salespeople who employ a Problem-Focused Coping (PFC) style possess a more internal locus of control and greater self-efficacy beliefs. None of the four personal characteristics variables were predictive of salespeople's use of Emotion-Focused Coping (EFC) style.","PeriodicalId":16697,"journal":{"name":"Journal of Personal Selling and Sales Management","volume":"44 1","pages":"47-57"},"PeriodicalIF":0.0,"publicationDate":"2013-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"87534490","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2013-10-24DOI: 10.1080/08853134.1989.10754533
T. N. Ingram, Keun S. Lee, S. Skinner
This study contributes to the efforts to integrate work commitment constructs into the long-dominant expectancy theory framework of salesforce motivation and performance. Responses were gathered from 231 industrial salespeople in order to: 1) provide evidence concerning discriminant and convergent validity of two measures of work commitment and 2) distinguish expectancy and commitment constructs; and investigate the relationships between motivation, commitment, and two important outcomes—effort and performance. The results of the study indicate that conceptual and empirical differences do exist between commitment variables and expectancy-based motivation variables. Job commitment and extrinsic motivation are found to be related to salesperson effort, which in turn is related to salesperson performance.
{"title":"An Empirical Assessment of Salesperson Motivation, Commitment, and Job Outcomes","authors":"T. N. Ingram, Keun S. Lee, S. Skinner","doi":"10.1080/08853134.1989.10754533","DOIUrl":"https://doi.org/10.1080/08853134.1989.10754533","url":null,"abstract":"This study contributes to the efforts to integrate work commitment constructs into the long-dominant expectancy theory framework of salesforce motivation and performance. Responses were gathered from 231 industrial salespeople in order to: 1) provide evidence concerning discriminant and convergent validity of two measures of work commitment and 2) distinguish expectancy and commitment constructs; and investigate the relationships between motivation, commitment, and two important outcomes—effort and performance. The results of the study indicate that conceptual and empirical differences do exist between commitment variables and expectancy-based motivation variables. Job commitment and extrinsic motivation are found to be related to salesperson effort, which in turn is related to salesperson performance.","PeriodicalId":16697,"journal":{"name":"Journal of Personal Selling and Sales Management","volume":"10 1","pages":"25-33"},"PeriodicalIF":0.0,"publicationDate":"2013-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"87574196","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2013-10-24DOI: 10.1080/08853134.1993.10753959
Joseph P. Vaccaro, Derek W.F. Coward
Conventional marketing wisdom suggests that once an organization has carefully selected the target market and positioning of its offering, the price strategy is relatively straightforward. However, with the increasing power of the buyer brought about by the proliferation of offerings, domestic and international, the consolidation of distribution channels, the slowing of market growth as well as legislation contribute to a far from straightforward implementation of the pricing policy. To this end, the authors will examine the managerial and legal implications of haggling over price which the sales manager will face regarding “one-price” and “variable-price” policies, and the effect of these policies on the buying process.Price haggling has not enjoyed the same tradition in the United States as it has in many overseas markets. Until the end of retail price maintenance in 1975, in most cases the ticket price was the price to be paid. U.S. buyers consider themselves shrewd shoppers, but this shrewdness arises...
{"title":"Selling and Sales Management in Action: Managerial and Legal Implications of Price Haggling: A Sales Manager's Dilemma","authors":"Joseph P. Vaccaro, Derek W.F. Coward","doi":"10.1080/08853134.1993.10753959","DOIUrl":"https://doi.org/10.1080/08853134.1993.10753959","url":null,"abstract":"Conventional marketing wisdom suggests that once an organization has carefully selected the target market and positioning of its offering, the price strategy is relatively straightforward. However, with the increasing power of the buyer brought about by the proliferation of offerings, domestic and international, the consolidation of distribution channels, the slowing of market growth as well as legislation contribute to a far from straightforward implementation of the pricing policy. To this end, the authors will examine the managerial and legal implications of haggling over price which the sales manager will face regarding “one-price” and “variable-price” policies, and the effect of these policies on the buying process.Price haggling has not enjoyed the same tradition in the United States as it has in many overseas markets. Until the end of retail price maintenance in 1975, in most cases the ticket price was the price to be paid. U.S. buyers consider themselves shrewd shoppers, but this shrewdness arises...","PeriodicalId":16697,"journal":{"name":"Journal of Personal Selling and Sales Management","volume":"50 1","pages":"79-86"},"PeriodicalIF":0.0,"publicationDate":"2013-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"86135165","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2013-10-24DOI: 10.1080/08853134.1986.10754423
W. R. George, J. Kelly, Claudia E. Marshall
AbstractThe promotion mix for services is dominated by the personal selling function. However, service firm employees other than sales representatives are in active, continuous contact with customers and therefore are vital, but often unrecognized, members of the sales force. Recognition of the strategic importance of all customer contact employees in the firm's personal selling efforts is necessary for long-term success. A strategic level customer contact model is presented to integrate all contact employees and their functions. The authors developed this seven-part model for the selling of services based on empirical data, and an international banking case illustrates an application of the model.
{"title":"The Selling of Services: A Comprehensive Model","authors":"W. R. George, J. Kelly, Claudia E. Marshall","doi":"10.1080/08853134.1986.10754423","DOIUrl":"https://doi.org/10.1080/08853134.1986.10754423","url":null,"abstract":"AbstractThe promotion mix for services is dominated by the personal selling function. However, service firm employees other than sales representatives are in active, continuous contact with customers and therefore are vital, but often unrecognized, members of the sales force. Recognition of the strategic importance of all customer contact employees in the firm's personal selling efforts is necessary for long-term success. A strategic level customer contact model is presented to integrate all contact employees and their functions. The authors developed this seven-part model for the selling of services based on empirical data, and an international banking case illustrates an application of the model.","PeriodicalId":16697,"journal":{"name":"Journal of Personal Selling and Sales Management","volume":"8 1","pages":"29-37"},"PeriodicalIF":0.0,"publicationDate":"2013-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"86758160","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2013-10-24DOI: 10.1080/08853134.1993.10753936
M. Swenson, William R. Swinyard, Frederick W. Langrehr, Scott M. Smith
While students' attitudes and perceptions toward personal selling as a career have been discussed at length, the literature reflects remarkably little effort to understand students' preferences for sales careers. The authors synthesize extant knowledge on the subject and extend the knowledge base by conducting a time-series replication of an earlier study and by examining the relative importance of marketing-related career characteristics. Managerial implications of this research are discussed.
{"title":"The Appeal of Personal Selling as a Career: A Decade Later","authors":"M. Swenson, William R. Swinyard, Frederick W. Langrehr, Scott M. Smith","doi":"10.1080/08853134.1993.10753936","DOIUrl":"https://doi.org/10.1080/08853134.1993.10753936","url":null,"abstract":"While students' attitudes and perceptions toward personal selling as a career have been discussed at length, the literature reflects remarkably little effort to understand students' preferences for sales careers. The authors synthesize extant knowledge on the subject and extend the knowledge base by conducting a time-series replication of an earlier study and by examining the relative importance of marketing-related career characteristics. Managerial implications of this research are discussed.","PeriodicalId":16697,"journal":{"name":"Journal of Personal Selling and Sales Management","volume":"30 1","pages":"51-64"},"PeriodicalIF":0.0,"publicationDate":"2013-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83103487","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2013-10-24DOI: 10.1080/08853134.1993.10753965
Alan J. Dubinsky, M. A. Jolson, Ronald E. Michaels, Masaaki Kotabe, Chae-Un Lim
Although empirical work has examined differences between salesmen and saleswomen on various aspects, no comprehensive study has examined gender-based distinctions in salespeople's work motivation. The paucity of research attention on this topic is surprising given the plethora of literature in organizational behavior. This paper reports the results of an investigation that explored male and female salespeople's perceptions of expectancies, instrumentalities, and valence for rewards. Findings reveal minimal contrast between the two groups. Implications for practitioners and researchers are provided.
{"title":"Perceptions of Motivational Components: Salesmen and Saleswomen Revisited","authors":"Alan J. Dubinsky, M. A. Jolson, Ronald E. Michaels, Masaaki Kotabe, Chae-Un Lim","doi":"10.1080/08853134.1993.10753965","DOIUrl":"https://doi.org/10.1080/08853134.1993.10753965","url":null,"abstract":"Although empirical work has examined differences between salesmen and saleswomen on various aspects, no comprehensive study has examined gender-based distinctions in salespeople's work motivation. The paucity of research attention on this topic is surprising given the plethora of literature in organizational behavior. This paper reports the results of an investigation that explored male and female salespeople's perceptions of expectancies, instrumentalities, and valence for rewards. Findings reveal minimal contrast between the two groups. Implications for practitioners and researchers are provided.","PeriodicalId":16697,"journal":{"name":"Journal of Personal Selling and Sales Management","volume":"28 11 1","pages":"25-37"},"PeriodicalIF":0.0,"publicationDate":"2013-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79283540","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2013-10-24DOI: 10.1080/08853134.1985.10754399
Pradeep K. Tyagi
AbstractThis paper examines how salespersons' perceptions of organizational climate and inequity in reward allocation affect the desirability of available extrinsic and intrinsic rewards. Since climate and inequities can be controlled by the organization, desirability of rewards can be increased by appropriately adjusting organizational factors. Results indicate that a number of organizational climate dimensions and perceptions of inequity do influence the importance that salespersons attach to various rewards.
{"title":"Organizational Climate, Inequities, and Attractiveness of Salesperson Rewards","authors":"Pradeep K. Tyagi","doi":"10.1080/08853134.1985.10754399","DOIUrl":"https://doi.org/10.1080/08853134.1985.10754399","url":null,"abstract":"AbstractThis paper examines how salespersons' perceptions of organizational climate and inequity in reward allocation affect the desirability of available extrinsic and intrinsic rewards. Since climate and inequities can be controlled by the organization, desirability of rewards can be increased by appropriately adjusting organizational factors. Results indicate that a number of organizational climate dimensions and perceptions of inequity do influence the importance that salespersons attach to various rewards.","PeriodicalId":16697,"journal":{"name":"Journal of Personal Selling and Sales Management","volume":"23 1","pages":"31-37"},"PeriodicalIF":0.0,"publicationDate":"2013-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"88742276","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2013-10-24DOI: 10.1080/08853134.1994.10753984
R. Bashaw, E. Grant
This study explores personal characteristics as antecedents to three types of work commitment: job, organizational, and career. Also, the relationships between these work commitments and key sales outcomes (performance and propensity to leave the organization) are assessed. We demonstrate the distinctive nature of these three work commitments while reducing the concept redundancy found between them and other forms of work commitment. The results indicate that each form of work commitment is uniquely related to a set of personal characteristics and sales outcomes. We also provide suggestions for future research and implications for sales managers.
{"title":"Exploring the Distinctive Nature of Work Commitments: Their Relationships with Personal Characteristics, Job Performance, and Propensity to Leave","authors":"R. Bashaw, E. Grant","doi":"10.1080/08853134.1994.10753984","DOIUrl":"https://doi.org/10.1080/08853134.1994.10753984","url":null,"abstract":"This study explores personal characteristics as antecedents to three types of work commitment: job, organizational, and career. Also, the relationships between these work commitments and key sales outcomes (performance and propensity to leave the organization) are assessed. We demonstrate the distinctive nature of these three work commitments while reducing the concept redundancy found between them and other forms of work commitment. The results indicate that each form of work commitment is uniquely related to a set of personal characteristics and sales outcomes. We also provide suggestions for future research and implications for sales managers.","PeriodicalId":16697,"journal":{"name":"Journal of Personal Selling and Sales Management","volume":"105 1","pages":"41-56"},"PeriodicalIF":0.0,"publicationDate":"2013-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80622912","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2013-10-24DOI: 10.1080/08853134.1999.10754172
L. Rivers, J. Dart
The decade of the nineties has seen considerable attention devoted to the application of information technology to the sales force. This paper reports on an empirical investigation into the factors that relate to the acquisition and effective use of sales force automation. Several correlates relating to the firm's acquisition of sales force technology were identified. In contrast, relatively few variables appear related to whether or not the organization will realize any actual benefits from such investments. A key determinant appears to be whether the firm anticipates that sales force automation is likely to have an impact on areas of the organization extending beyond the sales force itself. The paper concludes with some implications of the findings of the investigation and some suggestions for future research.
{"title":"Sales Technology Applications: The Acquisition and Use of Sales Force Automation by Mid-Sized Manufacturers","authors":"L. Rivers, J. Dart","doi":"10.1080/08853134.1999.10754172","DOIUrl":"https://doi.org/10.1080/08853134.1999.10754172","url":null,"abstract":"The decade of the nineties has seen considerable attention devoted to the application of information technology to the sales force. This paper reports on an empirical investigation into the factors that relate to the acquisition and effective use of sales force automation. Several correlates relating to the firm's acquisition of sales force technology were identified. In contrast, relatively few variables appear related to whether or not the organization will realize any actual benefits from such investments. A key determinant appears to be whether the firm anticipates that sales force automation is likely to have an impact on areas of the organization extending beyond the sales force itself. The paper concludes with some implications of the findings of the investigation and some suggestions for future research.","PeriodicalId":16697,"journal":{"name":"Journal of Personal Selling and Sales Management","volume":"53 1","pages":"59-73"},"PeriodicalIF":0.0,"publicationDate":"2013-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85254985","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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