Salesperson brand attachment: a job demands-resources theory perspective

Sales researchers have largely ignored the idea that salespeople form attachments to the brands that they sell, and that these attachments hold important consequences for sales outcomes. Drawing on job demands-resources theory, the authors suggest that salesperson brand attachment (SBA) serves as a unique psychological resource for salespeople. Using data from 154 salespeople from the beverage industry, they provide evidence that SBA increases selling effort toward the brand, and ultimately job satisfaction. In addition, they show that salesperson's brand attachment acts as a buffer against perceived job demands, including job codification and hierarchy of authority. In general, results support the job demands-resources framework and confirm that SBA is a resource that may be leveraged to offset job demands, under certain situations.     

The effect of environmental orientation on salesperson effort and participation: the moderating role of organizational identification

Environmental orientation has emerged as a noteworthy strategy for firms attempting to provide an authentic, unified image of environmental commitment to stakeholders. However, it is yet to be assessed from those employees most responsible for conveying an environmental image. This research examines the construct from the salesperson's point of view. Integrating social identity theory within a traditional Input-Process-Output framework, we demonstrate the importance of aligning firm ideals with individual boundary spanner identity in an environmental context. Our findings suggest that salespersons' perceptions of a firm's environmental orientation directly influence their effort and participation. Further, this relationship is amplified when the salesperson also has strong organizational identity. Finally, when salespeople put more into their work or actively engage in improving their company's environmental image, this increased effort and participation ultimately contributes to individual sales performance and job satisfaction.     

Testing Competing Models of Sales Force Communication

Based upon findings from the organizational communication, management, and marketing literatures, this study evaluates three competing models describing sales force communication. The results of the analysis suggest that the theorized PEO (Sales Manager Communication Practices? Sales Force Communication Environment? Salesperson Communication and Job Outcomes) Model best accounts for the relations between sales manager communication practices and salesperson communication and job outcomes. Specifically, the PEO Model holds that sales manager communication practices are positively associated with salesperson perceptions of communication quality. Communication quality is positively associated with salesperson satisfaction with communication; salesperson communication satisfaction is positively related to salesperson's job satisfaction and organizational commitment. These results and their implications for developing an effective sales force communication environment are detailed.     

Research Note: An Exploratory Analysis of Salesperson Perceptions of the Criteria Used in Performance Appraisals,Job Satisfaction,and Organizational Commitment

In some sales organizations the performance appraisal is treated as a bureaucratic exercise required by some “higher-up” executive. As such, sales managers may essentially conduct appraisals in an arbitrary and perfunctory manner. This behavior could be the result of the manager's perception that conducting performance appraisals requires considerable amounts of time and effort, which provides few rewards, but adds considerably to the manager's level of conflict and stress. The purpose of this research is to examine the relationships existing between one aspect of performance appraisals, salesperson perceptions of the appropriateness of the criteria used, and two other variables, organizational commitment and job satisfaction. A survey of retail salespeople provided the data required to evaluate the relationship between satisfaction, commitment, and the perceived appropriateness of the criteria used. The findings indicate that salesperson satisfaction levels are significantly correlated with the level of the perceived inappropriateness of the evaluation criteria used. However, the findings also indicate that the perceptions of the inappropriateness of the evaluation criteria are not significantly related to the salesperson's level of organizational commitment. Based on these findings, recommendations are made regarding the salesperson's role in the development of the performance appraisal process.     

The Impact of a Salesperson's In-House Conflicts and Influence Attempts on Buyer Commitment

This paper examines the link between a company's internal conflicts and its marketplace success. In particular, it examines how conflicts between a selling firm's sales and support personnel can lead to unintended variations in its external behavior and how these variations can affect the buyer's commitment. It also examines how salespeople may use a variety of informal influence tactics to moderate the impact of these conflicts on the firm's behavior. These relationships are tested using regression analysis and data from separate samples of sales and purchasing professionals. The data support the position that internal goal conflicts lead to variations in the firm's external behavior, that this relationship is moderated by a salesperson's use of influence tactics, and that these variations have a direct effect on the buyer's commitment.     

The double-edged effects of emotional intelligence on the adaptive selling–salesperson-owned loyalty relationship

Emotional intelligence can positively impact sales outcomes. However, research is needed to enhance our understanding about how salesperson's emotional intelligence affects adaptive selling and customer outcomes. This study uses dyadic data from 150 customers matched with 25 salespeople to investigate relationships among emotional intelligence, adaptive selling (AS) and customer loyalty perceptions. Research findings show that regulation of emotions negatively affects salesperson-owned loyalty (SOL), while it positively moderates the AS-SOL relationship. These findings are critical as they challenge the pervasive conception of the positive impact of regulation of emotions in sales. Results also provide further evidence that SOL is important to the firm as it positively affects loyalty to the service provider and through mediating processes also impacts word of mouth.     

The 30‐Sec Sale: Using Thin‐Slice Judgments to Evaluate Sales Effectiveness

A successful sale depends on a customer's perception of the salesperson's personality, motivations, trustworthiness, and affect. Person perception research has shown that consistent and accurate assessments of these traits can be made based on very brief observations, or “thin slices.” Thus, examining impressions based on thin slices offers an effective approach to study how perceptions of salespeople translate into real‐world results, such as sales performance and customer satisfaction. The literature on the accuracy of thin‐slice judgments is briefly reviewed. Then, 2 studies are presented that investigated the predictive validity of judgments of salespeople based on thin slices of the vocal channel. Participants rated 20‐sec audio clips extracted from interviews with a sample of sales managers, on variables gauging interpersonal skills, task‐related skills, and anxiety. Results supported the hypothesis that observability of the rated variable is a key determinant in the criterion validity of thin‐slice judgments. Implications for the use of thin‐slice judgments in salesperson selection and customer satisfaction are discussed.     

The Impact of Incentive Compensation on the Salesperson's Work Habits: An Economic Model

Abstract

This paper provides a theoretical framework for assessing the likely impact of variations in the remuneration level on a salesperson's income and sales. It is shown how salespeople who display various behavioral responses to financial incentives should have different sets of values for two observable and measurable elasticities e_i and es (elasticities of income and sales with respect to remuneration). The behavioral responses to financial incentives under consideration are: Salespersons are (1) money sensitive, (2) unresponsive to financial incentives, (3) leisure sensitive, (4) income satisfiers, and (5) “irrational”. The theory can be applied by observing and measuring the two elasticities e_i and e_s, and then inferring salespeople's work habits. The theory is consistent with some empirical data. Practical and normative implications for sales force motivation, compensation plan design, and recruiting are discussed.     

It is all in good humor? Examining the impact of salesperson evaluations of leader humor on salesperson job satisfaction and job stress

Abstract

Salesperson job stress and job satisfaction have been identified as critical factors affecting job performance. Academic research suggests that sales managers can influence salesperson job stress and job satisfaction. Interestingly, a review of the sales literature finds very little research on the impact of sales leader humor usage on the stress and satisfaction of salespeople. Consequently, we explore how salespeople’s evaluation of their manager’s use of humor influences their individual levels of job stress and satisfaction. We investigate both the positive and negative roles of humor by analyzing the impact of salesperson evaluations of their managers’ use of affiliative and aggressive humor on their job stress and job satisfaction. Furthermore, we examine the mechanism by which these evaluations affect salesperson stress and satisfaction by identifying two critical mediating variables – social loneliness and willingness to cooperate. Using a sample of 299 professional salespeople, we empirically test this process model to find that affiliative humor usage by sales managers, as evaluated by salespeople, reduces social loneliness and stress for salespeople while also increasing followers’ acceptance of cooperation. Evaluations of aggressive humor, on the other hand, increase stress levels among salespeople. Both social loneliness and acceptance of cooperation, in turn, significantly affect job satisfaction.     

Effect of salespeople's acquisition–retention trade-off on performance

This research examines the impact of the acquisition–retention resource allocation at the individual salesperson level – that is, the proportion of their time dedicated to acquisition versus retention activities – on their sales performance. We extend prior research that investigates the acquisition–retention trade-off below (i.e., customer value approach) or above (i.e., firm portfolio approach) the salesperson's perspective by also incorporating many ‘within-firm’ factors that are critical to capturing the contingent nature of the allocation decision. The results suggest that firms can double their sales gains by implementing a trade-off strategy that customizes the acquisition allocation at the salesperson level. Using matched triadic data gathered from 227 salespersons, 106 supervisors and the seller's database, the authors find an inverted U-shaped linkage between the proportion of time allocated to acquisition activities and sales performance. Moderation analyses show that salespeople's optimal acquisition allocation depends on their knowledge breadth and job commitment, their supervisor's experience and job commitment and the quantity and quality of the prospects in their relationship portfolio.     

Selling and Sales Management in Action Examining the Bases Utilized for Evaluating Salespeoples' Performance

Evaluating salespeoples' performance is an important task for sales managers. However, little is known about what bases are used by sales managers to evaluate the performance of their salespeople. A study was conducted to determine the bases actually used by sales managers and the results were compared with a study conducted in 1983. Findings indicate more emphasis on profit and cost control, a continued reliance on qualitative measures, and a wide variety of bases being utilized to evaluate the performance of salespeople. Furthermore, the stability of results, across a wide variety of respondent job titles as well as business types and sizes, indicates a good deal of generalizability to other firms.     

Leaders in Selling and Sales Management: Elbert Hubbard

With the current uncertainty in the job market, coupled with an emphasis on customer satisfaction and long-term business relationships, there is a renewed interest in salespeople who are highly involved in their jobs. Before any convincing research in this area can be undertaken, a psychometrically sound scale of salesperson job involvement must be available. Our paper provides an assessment in a sales setting of three versions of the most widely used job involvement scale—the Lodahl and Kejner (1965) scale. Results suggest that all three versions have serious flaws and should be used with extreme caution. While one study is never enough to make final recommendations, a classic scale development project with salespeople may be beneficial.     

A Repertoire of Marketers' Trust-Building Strategies Within The Sales-Marketing Interface

Examining how sales and marketing personnel interrelate is analogous to studying intergroup cooperation wherein two groups – sales and marketing – are required to work cooperatively to achieve specific firm-level objectives. While extensive literature in psychology and management has implied that trust is an important precursor of enhanced intergroup cooperation, no extant scholarly work has explicated the specific activities sales and marketing personnel may engage in to build trust within the sales-marketing interface (SMI). We use qualitative methodology and in-depth interview data collected from 29 sales and marketing executives in Saudi Arabia to investigate the specific activities that may help marketers build trust with their sales counterparts and signal to them that they are a dependable partner. Study findings suggest that when marketers (a) act as salespeople's ambassadors to senior leaders; (b) stay invested in salespeople's success; and (c) act as a semipermeable barrier between salespeople and the leadership, they are able to engender trust with salespeople. In addition to providing a preliminary thesis regarding how marketers may build trust within SMI, study findings highlight how the specific trust-building activities may contribute to strategic phenomena such as marketing-strategy making, sales buy-in of marketing strategies, and organizational learning.     

Selling Task Characteristics and the Job Satisfaction of Industrial Salespeople

Abstract

Hypotheses were tested concerning the relationship between selling task characteristics and industrial salesforce job satisfaction. The specific explanatory model included the five core task variables measured by the “Job Diagnostic Survey Instrument” designed by Hackman and Lawler. The hypotheses tested were that salespersons' job satisfaction will be greater to the extent that they perceive their selling jobs to be characterized by high skill variety requirements, task identity, task significance, autonomy, and performance feedback from the job. In addition, based upon previous research in non-selling occupations, the salesperson's higher order need strength was examined as a possible moderator variable for the task characteristic/job satisfaction relationship.     

The Role of Trust in Salesperson—Sales Manager Relationships

Leader-Member Exchange Theory (LMX) offers a way to better understand nuances of the salesperson-sales manager relationship. The study reported here employs leader-member exchange theory to evaluate how sales employees develop trust with their managers. Findings show that salespeople's perceptions of procedural justice positively influence salespeople's commitment to the organization, and thereby their satisfaction with the job. Suggestions are provided concerning how sales organizations can train managers to manage consistently and thereby build trust and commitment in salespeople.     

Antecedents and consequences of salesperson identification with the brand and company

To date, little research has investigated the antecedents and implications of salespersons' identification with the brands and the companies they represent. As the nature of the selling job is unique from other inside employee positions, with increased independence of the firm and loyalty that may be expanded to the customers rather than the firm itself, an investigation of this phenomenon within the sales context holds significant implication for sales force management. The salesperson also represents an extension of the marketing communication programme of the firm and thus has direct bearing on how the company and brand image are communicated to the customer. Therefore, the purpose of our paper is to hypothesize and empirically test the notion that higher levels of perceived congruence between a salesperson's own values and those values of the brand and company he or she represents will lead to higher brand identification and company identification which in turn should create higher job satisfaction, commitment and performance. We discuss our results and offer practical insights to sales managers. Further, we discuss limitations of our study and provide directions for future research.     

Elaboration on potential outcomes (EPO) and the consultative salesperson: investigating effects on attributions and performance

Past work has found that salespeople make very different attributions when describing successful versus unsuccessful sales. In this article, we explore the influence of elaboration on potential outcomes (EPO), a relatively new individual-specific personality construct that has not been previously examined in the sales context. We show that salespeople's predisposition to engage in predecision elaboration on the potential outcomes of their sales activities across the sales cycle has an important impact on their selling attributions and on their performance, even after accounting for the effects of self-efficacy and trait competitiveness, two other person-specific variables that have been heavily examined in past research. Juxtaposing survey responses with objective sales performance data from 301 salespeople drawn from two sales organizations, the results show that EPO and the more heavily examined variables help to systematically explain salespeople's attributions for success but are only weakly linked to attributions for failure. Moreover, the results show that EPO itself explains a modest, but nevertheless promising, portion of variance in sales performance.     

Which influence tactics lead to sales performance? It is a matter of style

The application of influence is a key behaviour set at the heart of the sales role. But we know little about how or whether influence tactics affect salespeople's actual job performance. We extend existing research on salespeople's use of influence by: (1) showing that influence tactics can be used to predict objective sales performance (and delineating which tactics are most predictive); (2) demonstrating that the effect of tactics on performance varies across salespeople, and these patterns of influence effectiveness allow us to identify different influence ‘styles’ and (3) revealing that the influence styles our data uncover are not consistent with existing theoretical classifications of influence tactics. The article concludes with a discussion of theoretical and managerial implications, and directions for future work.     

Gender Differences in Attitudes Toward Women as Sales Managers in the People's Republic of China

The present study promulgates a research stream in the area of understanding women's position in the management of the Chinese sales force. The study investigates attitudes toward women as sales managers held by Chinese salespeople. Male salespeople consistently rated the female sales managers lower than did female salespeople on three sets of attitude items. This finding indicates the presence of male resistance to women in sales management positions.     

A review of climate and culture research in selling and sales management

Despite the extensive literature on organizational climate and culture and their impact on an organization's sales activities, the diversity of theoretical perspectives makes it difficult for sales professionals and scholars to understand the effect of specific climate- and culture-related factors on the performance of salespeople and sales units in an organization. The objective of this article is to clarify the conceptual underpinnings of organizational climate and culture research within the sales context through an extensive review of extant literature. In doing so, we offer a critical review of research on organizational climate and culture, a conceptual frame for viewing the literature across different levels of analysis, and specific questions to guide future research. We also make a case for more research on industry-level climate and culture in the sales context.