The Effect of Vertical Exchange Relationships on the Performance Attributions and Subsequent Actions of Sales Managers

This study examines the type of relationship that exists between the sales manager and subordinate (vertical exchange status), and its impact on the sales manager's attributions about the subordinate performance, as well as subsequent responses to the subordinate. Results indicate that cadres may receive preferential consideration in explaining their performance, which then impacts the sales manager's response to the salesperson. The findings imply that sales managers should be careful in assigning attributions for performance by both cadre and hired hand salespersons.     

Predicting successful territory sales performance

The purpose of this study was to examine the validity of the London HouseSales Professional Assessment Inventory (SPAI) for identifying successful territory managers at a national food distribution company. Forty-seven territory managers with valid SPAI results and usable performance information comprised the sample. Statistical analyses were conducted to determine the relationships between results on the SPAI and year-to-date sales figures for a 10 month period. Territory managers recommended by the SPAI had $350,000 more in average year-to-date sales revenues than those not recommended. Finally, those scoring in the top 10% on the SPAI haddouble the amount in sales revenues of those not recommended. The results indicate that the SPAI is a valid instrument for use in predicting the successful performance of territory managers at a national food distribution company.     

Microcomputer Systems to Handle Sales Leads: A Key to Increased Salesforce Productivity

Since the Clarence Thomas/Anita Hill hearings in 1991, the general public has become more aware of sexual harassment in the workplace. Sales managers are involved in the hiring, promoting, motivating and evaluating of salespersons and therefore must understand how actions can be misinterpreted and therefore lead to accusations of sexual harassment. The purpose of this article is to explain the legal ramifications of sexual harassment to sales managers and to offer guidelines for sales managers to help eliminate sexual harassment in the work environment     

A job demands-resources perspective on salespersons’ market intelligence activities in new product development

Research shows that R&D's use of sales’ market intelligence positively influences innovation performance. However, little is known about whether this effect hinges on salespersons’ engagement towards and perceptions of market intelligence activities (MIA). Moreover, research remains incomplete regarding the drivers of salespersons’ MIA engagement. Using dyadic data from 359 salespersons and 239 R&D managers in a multi-level model based on the job demands-resources theory, we demonstrate that the positive effect of R&D's use of sales’ market intelligence on innovation performance is especially pronounced when salespersons’ market intelligence generation is high and role ambiguity is low. We also show that although salespersons’ self-set MIA goals are a strong driver of their MIA engagement, not assigning salespersons MIA goals may be a double-edged sword: in the short run, salespersons might engage in MIA voluntarily. However, in the long run, they could incur psychological costs in terms of role ambiguity and conflict, preventing them from engaging in MIA.     

Relationship of Job Performance to Job Perceptions of Salespersons

Abstract

Comparative perceptions of salespersons and sales managers with respect to dimensions of the formers' job were examined. It was shown that the two groups have similar perceptions regarding several dimensions, but that these perceptions relate only somewhat to subordinates' job performance and not at all to supervisors' performance.     

When the Sales Manager is a Woman: An Exploration into the Relationship Between Salespeople's Gender and their Responses to Leadership Styles

This paper reports the results of an exploratory study comparing the responsiveness of male versus female salespersons to differing leadership styles of female sales managers. Responding triads, made up of one female sales manager and two subordinate salespersons (one male and one female), completed questionnaires assessing the managers' leadership style, the salespersons' satisfaction with supervision, and the salespersons' selling performance. Partial correlational analysis revealed gender differences in the way satisfaction with supervision and performance effectiveness related to the female managers' leadership styles. Male sales force members were most responsive to leaders who displayed individualized consideration and used a transactional style (contingent rewards or management by exception). Saleswomen preferred charismatic leaders and those who were capable of intellectually stimulating methods. The results are discussed and recommendations made for future research.     

The Image of the Salesperson: Prestige and Other Dimensions

Abstract

In this study the general public rated sales and other occupations on prestige and nine other attributes. It was found that the prestige of professional sales occupations was related to the attributes tested such as education. On some, but not all attributes, different sales jobs were found to vary. Differences were found in public perceptions of sales in comparison to other occupations and generally professional salespeople ranked below an engineer or physician. The image of salespersons did not involve a single stereotype. Steps that could be taken to advance the prestige of salespeople are discussed.     

Ethical Perceptions of Field Sales Personnel: An Empirical Assessment

Much research attention has been directed over the past twenty-five years to ethical issues in marketing. One area of marketing that is gaining research interest is the selling arena. Despite the extant literature on selling ethics, few studies have focused on identifying situations that pose ethical problems for field sales personnel. This paper reports results of an investigation that examined salespeople's perceptions concerning what selling situations or practices are ethical questions, what situations are presently addressed by company policies, and what situations should be addressed by company policies. Findings reveal that salespersons seemingly are desirous of receiving more management guidance than they currently are receiving regarding their ethical concerns. Implications for managers and researchers are provided.     

The Manager-Salesperson Relationship: an Exploratory Examination of the Vertical-Dyad Linkage Model

Abstract

The Vertical-Dyad-Linkage Model (VDL) is offered as a tool to explore the infrastructure of a sales team. Building on the philosophy found in most sales management literature that salespersons are to be managed as individuals, VDL theory allows an exploration of the underlying social organization that is present in all sales forces. Thus, the style that a manager uses with a particular salesperson will vary depending on the exchange relationship established (cadres, hired hands). The objectives of the paper are to explore the general tenets of VDL theory, to assimilate the theory in sales management, to provide implications for sales managers and salespeople, and to discuss the important implications for sales management research.     

Salesperson Burnout: A Test of the Coping-Mediational Model of Social Support

Salesperson burnout continues to be a major concern among sales organizations. In this work, the authors examine whether certain coping strategies mediate the impact of sales manager support on salesperson burnout; as suggested by Thoits’s (1986) Coping-Mediational Model. More specifcally, this work investigates if problem-focused coping and emotion-focused coping mediate the impact of sales manager support on feelings of emotional exhaustion in a feld sales setting. Study fndings indicate that positive sales manager support has a signifcant negative direct effect on salespersons’ emotional exhaustion. Findings also support the assertion that sales manager support encourages salespersons’ use of problem-focused coping strategies that, in turn, further reduce emotional exhaustion. In contrast, sales manager support does not signifcantly infuence salespersons’ use of emotion-focused coping; however, emotion-focused coping does signifcantly increase emotional exhaustion.     

Comparing two attributional models of job performance in retail sales: A field study

Research investigating attributional style and job performance among sales staff has been limited by its focus on specific sales roles: notably selling insurance by telephone. Important questions therefore remain regarding the mechanism by which attributions influence job performance in sales roles more generally. This paper describes a field study comparing two attributional models of job performance: (1) a learned helplessness (LH) model, and (2) an achievement motivation (AM) model. Managers' performance ratings were collected for 452 retail sales assistants who completed a job‐specific attribution questionnaire and a work‐satisfaction questionnaire. Results indicate that sales assistants who made more internalcontrollable attributions for positive outcomes received higher performance ratings (r =.20, p<.01) and were more satisfied in their work (r =.12, p< .05). The findings provide support for an AM model of job performance among retail sales assistants. They suggest that more successful sales assistants proactively manage their environment in order to create opportunities for successful interactions with customers.     

Consumer Persuasion: The Use of Evidence When Negotiating the Price of a New Automobile

This study examined whether consumers' use of evidence affected the price at which car salespersons offered to sell a vehicle. Two versions of a message–one containing evidence about the wholesale/invoice price of a vehicle and the other containing no evidence–were e-mailed to 134 sales managers at different Toyota dealerships. The prices offered by salespersons were collected and analyzed. Results indicated that sales managers who had received messages with evidence offered to sell the vehicle for a significantly lower price than did sales managers who received no evidence. These results, their implications, and avenues for future research are discussed.     

Creativity as Mediator for Intrinsic Motivation and Sales Performance

Substantial theoretical and empirical literature indicates inconsistent performance implications of intrinsic motivation, suggesting the possibility of some explanatory mechanisms. However, little is known about the factors that might explain intrinsic motivation and sales force performance relation, particularly in highly competitive and demanding fast moving consumer goods (FMCG) marketplace requiring new and useful solutions. Creativity, being a critical yet underutilized weapon in sales force arsenal, has the potential to assume the role. Therefore, this study aims at developing and testing a theory-driven framework in linking intrinsic motivation to sales performance while using sales force creative performance as partial mediator. By employing structural equation modeling, the empirical validity of the proposed mediating model is evaluated against plausible moderating model in a sample of 688 frontline field salespersons of FMCG companies in Lahore (Pakistan). Findings indicated that sales force creative performance is nurtured by intrinsic motivation that, in turn, promotes sales performance. Practical implications of findings for sales force management and suggestions for future research are presented, too.     

Relationship between Machiavellianism scores and performance of real estate salespersons

Data from two samples (ns=37 and 35) of real estate agents showed a significant positive correlation of .37 between Machiavellianism (Mach-B scores) and self-reported sales volume. Present findings support earlier results from samples of stockbrokers and automobile salespersons showing Mach-B scores to be positively related to sales performance.     

Managing a Sales Territory: A Comparison of Industrial Goods and Consumer Goods Sales Representatives

Abstract

What do the rapid changes in the environment faced by consumer goods marketers portend for their salesforces? They must change as well in order to meet the shifting requirements for successful marketing in the early 1980's. Effective sales territory management can be an important instrument for sales representatives in meeting these challenges. Sales territory management is one area, it would appear, where consumer goods marketers can learn a good deal from their counterparts in industrial goods salesforces.     

The sex-typing of adult and child behavior in toy sales

In order to investigate sex-stereotyping pressure in toy sales, a field experiment was conducted in which students approached 134 sales persons in 67 retail outlets, asking for help in selecting a toy for a niece or nephew, age 5. The results indicated that toy sales advice serves primarily to reinforce traditional sex-role expectations. Overall, salespersons gave more sex-stereotyped than neutral responses, and their responses did not vary by retail setting (specialized vs. department/chain stores) or the age of the salesperson. As expected, more stereotyped responses were received by male than by female buyers, especially when both sought suggestions for a male child. The results were consistent with the hypothesis that salespersons hold stereotyped conceptions of adult socialization practices and channel interaction in ways that behaviorally confirm these stereotypes. A number of other findings are presented and discussed.     

Selling and Sales Management in Action: Attitudes and Applications of Quotas by Sales Executives and Sales Managers

A survey of 186 sales managers and executives revealed that in setting sales quotas, factors such as the sales territory and the support provided by the manager were considered more important than the past performance of the sales representative. As would be expected, in an inspection of general opinions about sales quotas, the managers demonstrated a preference for linking the sales quota to the compensation of the salesperson.     

Stereotypical beliefs about overweight and smoking and decision-making in assignments to sales territories

This study examined job bias associated with business students' role-playing as sales managers who assigned trainees to sales territories. Personal characteristics of being extremely overweight and being a heavy smoker were studied. Research participants were given a personnel record (training record) of a sales trainee and asked to make a sales territory assignment decision; three vacant territories were also described. The participants were told to assign the trainee to one of the territories or to indicate a preference to not have the recruit assigned to any territory within the role-playing manager's region. Analysis indicates that a sales recruit described as extremely overweight was less likely to be assigned to an important or desirable sales territory and more likely to be assigned to an undesirable territory or not selected at all for an assignment within a sales region. Those described as heavy smokers were similarly treated but to a lesser degree. Overweight saleswomen were discriminated against more than overweight salesmen.     

Starting to Solve the Method Puzzle in Salesperson Self-Report Evaluations

The performance effect is used to explain the significant differences between salespersons’ self-evaluation and supervisors’ ratings of job performance. It is shown that bottom performers overestimate, whereas top salespeople underestimate their performance. Also, results indicate that bottom performers are significantly more inaccurate than top salespeople in their job performance estimation. Finally, results indicate that the relationship between inaccuracy of self-evaluation and job performance is curvilinear. Managerial implications are provided as well as directions for future research and limitations.     

A qualitative study of leader behaviors perceived to enable salesperson performance

Abstract

This study builds on and extends previous sales leadership research by exploring sales professionals’ perceptions of effective leadership behaviors. Semistructured interviews with both sales leaders and salespeople working in a global enterprise software company were examined through a qualitative analysis. Results indicated that participants believed sales leadership played an important role in influencing sales performance. When asked to describe specific sales leader behaviors that best enable salesperson performance, sales professionals – both sales leaders and salespeople – overwhelmingly referenced coaching, followed by collaborating, championing, and customer engaging. We define and describe these four key sales leader behaviors and identify four potential mediating variables (trust, confidence, optimism, and resilience), from which emerges a conceptual framework of sales leader behaviors perceived to enable salesperson performance. We examine these four key sales leader behaviors and mediators in the broader context of leadership theory, particularly transformational, servant, authentic, and adaptive leadership theories. The key contribution of this study is the identification of a set of leader behaviors that are likely to be especially effective in modern sales organizations given that they originated from the perceptions of sales professionals themselves.