Perceptions of Gender Stereotypic Behavior: An Exploratory Study of Women in Selling

This study explores sales managers' perceptions of the relationship between saleswomen's stereotypic behavior and their functional effectiveness in selling. The results show that sales managers do perceive negative stereotypic behavior to have some deleterious associations with performance. Moreover, sales managers' knowledge of the sex role identities of saleswomen is helpful to them in recognizing those saleswomen who are least likely to be perceived stereotypically.     

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.     

Descriptive and Predictive Analyses of Industrial Buyers' Use of Online Information for Purchasing

The impact of demographic differences between sales reps and their managers is explored using data gathered from 340 manager-rep dyads. Education and gender differences between sales reps and managers, but not age differences, are shown to affect sales reps' role stress, organizational attachment, and perceptions of opportunities for advancement, as well as managers' ratings of the reps' performance. Study results support findings of previous research addressing relational demography and the similarity-attraction paradigm. The chief divergence of this study is that it depicts the role of frequency of contact between sales rep and manager in the link between demographic similarity and several outcome variables.     

Leader Behavior,Work-Attitudes,and Turnover of Salespeople: An Integrative Study

Data were collected from the national field sales force of a major consumer goods manufacturer. The study develops a structural model of salespeople's perceptions of their supervisors' behaviors (i.e., leadership consideration and leadership role clarity), and the influence of supervisors' behaviors on the sales force's role perceptions, job anxiety, job satisfaction, propensities to leave and actual turnover. The study integrates previous research regarding sales force turnover to form the underpinning for the relationships between the constructs, and finds empirically that sales managers' leadership behaviors directly and indirectly influence job satisfaction, which influences salespeople's propensity to leave the organization and actual turnover.     

Corporate Culture and Sales Force Management in Japan and America

Abstract

Managers' personal values are a key aspect of corporate culture. Sales representatives' agreement with their managers' values (hereafter “value congruence”) can be expected to influence sales performance, satisfaction, and propensity to quit. These propositions are investigated in two countries. One hundred seventy-five sales representatives and 93 sales managers from a Japanese firm and 146 sales representatives and 21 sales managers from a comparable American firm participated in the study. A questionnaire was distributed to the managers and representatives. Value congruence was found to be weakly related to performance, but strongly related to satisfaction and propensity to quit for both cultural groups. The Japanese group was found to be higher in value congruence and propensity to quit, but lower in satisfaction. Suggested are implications for future research and for managers.     

Inducing Maximal Versus Typical Learning Through the Provision of a Pretraining Goal Orientation

This study explores how account managers—employees who operate as entrepreneurial customer boundary spanners—obtain intrafirm knowledge (organizational and expertise knowledge) from diverse colleagues so as to develop tailor-made solutions for their customers. Access to intrafirm knowledge is obtained through two independent knowledge-based exchanges within internal knowledge markets: account managers invest in different activities in order to signal communal and deal-maker reputations. In exchange, colleagues share organizational and expertise knowledge that ultimately contribute to account managers' performance. The types of knowledge shared by colleagues depend on the reputations of account managers.     

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.     

The sales manager as a unit of analysis: a review and directions for future research

This article analyzes empirical research in which the sales manager is the unit of analysis to determine what knowledge has been generated by sales scholars about sales managers and sales management practice. It examines what we have learned from sales managers about their jobs and themselves with particular emphasis on the managerial relevance of the work. While the sales literature is vast and despite the importance of sales managers being widely recognized and accepted, an extensive search of the sales literature identified only 163 articles in which the sales manager was the focus of empirical research about what they do. To help better understand what has been discovered, these articles are examined and categorized according to the main focus of each article's research. The results show that with respect to sales managers, our knowledge is limited and substantial opportunities exist for additional research to expand our understanding of the nature, roles, and impact of sales managers as well as providing usable advice for the practice of sales management.     

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.     

Sources of Managers' Knowledge of Organizational Capabilities

In order to compete successfully in an industry, managers in organizations need to learn about emerging best practices and to implement them in their units. An essential part of this learning process is the development of an understanding of the current capabilities of the organization by its managers. We addressed the question of how managers' assessments of their organization's capabilities, which we call organizational self-knowledge, are affected by their exposure to relational and nonrelational sources of information. We developed hypotheses about the relationship between managers' exposure to different “learning channels” for both their individual depth of understanding of specific areas of practice and for their assessments of their organization's capabilities, which together contribute to organizational self-knowledge. We tested these hypotheses through a survey of 128 store managers in the retail food industry. The results showed that exposure to internal sources of information, both relational and nonrelational, as well as to external relational sources of information, is positively related to self-knowledge. Interestingly, the monitoring of external nonrelational sources of information was found to have no bearing on managers' assessments of their organization's capabilities. Our results counter common-sense beliefs and prior research that suggest that external nonrelational sources of information are an important input in assessing and building organizational capabilities.     

Organizational climate and company productivity: The role of employee affect and employee level

Consistent with a growing number of models about affect and behaviour and with a recognition that perception alone provides no impetus for action, it was predicted that associations between company climate and productivity would be mediated by average level of job satisfaction. In a study of 42 manufacturing companies, subsequent productivity was significantly correlated in controlled analyses with eight aspects of organizational climate (e.g. skill development and concern for employee welfare) and also with average job satisfaction. The mediation hypothesis was supported in hierarchical multiple regressions for separate aspects of climate. In addition, an overall analysis showed that company productivity was more strongly correlated with those aspects of climate that had stronger satisfaction loadings. A second prediction, that managers' perceptions of climate would be more closely linked to company productivity than would those of non‐managers, was not supported. However, managers' assessments of most aspects of their company's climate were significantly more positive than those of non‐managers.     

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.     

An Empirical Investigation of Locus of Control and the Structure of Moral Reasoning: Examining the Ethical Decision-Making Processes of Sales Managers

A study of sales managers examines the utility of locus of control to predict managers' moral reasoning and its effect on ethical decision-making. Results indicate that external managers attach greater importance to teleological and act-oriented reasoning than do internals. To form ethical judgments, internal managers rely more on deontological evaluations than externals. In forming behavioral intentions, external managers rely more on teleological evaluations than internals.

For managerial practice, the findings suggest that internal managers exhibit harsher judgments of bribery, less intention to pay a bribe, and greater emphasis on rule-based decision-making. Internals' preference for deontological reasoning is related to behavior-based control and supervision structures, possibly leading to improvements in organizations' ethical climate.     

Predicting Chinese human resource managers' strategic competence: Roles of identity,career variety,organizational support and career adaptability

Based on career construction theory, the predictors of human resource managers' strategic competence in the Chinese context were examined. Results from a survey administered to Chinese HR managers (N = 220) showed that professional identification, career variety and organizational support for strategic human resource management positively predicted Chinese human resource managers' strategic competence. In addition, career adaptability served as a significant mediator for the above relations. The results further showed that the effect of professional identification on career adaptability was stronger among employees who perceived a higher (vs. lower) level of organizational support for strategic human resource management. The corresponding moderated mediation model was also supported such that the indirect effect of professional identification on strategic competence was stronger among employees who perceived a higher (vs. lower) level of organizational support for strategic human resource management. These findings carry implications for career construction theory and human resource managers' career development in China.     

The best teacher: Mediating effects of experience with employed women on men managers' responses to subordinates' mistakes

What role does experience with working women play in determining men managers' views of women managers? To investigate this question, we analyzed responses of a small sample of experienced men managers with varying degrees of experience with working women. Of primary concern were men managers' attribution of causes for a woman manager's poor performance and their choice of response to such poor performance. The data confirmed that experience with women managers as colleagues and with employed wives affects the stability of men managers' causal attributions as well as the severity of their responses to a woman manager's poor performance. The implications of these findings are discussed.     

Social influence on predictions of simulated stock prices

Herding in financial markets refers to that investors are influenced by others. This study addresses the importance of consistency for herding. It is suggested that, in financial markets perceptions of consistency are based on repeated observations over time. Consistency may then be perceived as the agreement across time between investors' predictions. In addition, consistency may be related to variance over time in each investor's predictions. In an experiment using a Multiple Cue Probability Learning paradigm, 96 undergraduates made multi‐trial predictions of future stock prices given information about the current price and the predictions made by five fictitious others. Consistency was varied between the others' predictions (correlation) and within the others' predictions (variance). The results showed that the predictions were significantly influenced by the others' predictions when these were correlated. No effect of variance was observed. Hence, participants were influenced by the others when they were in agreement, regardless of whether they varied their predictions over trials or not. Copyright © 2008 John Wiley & Sons, Ltd.     

Consumer perception of salesperson influence strategies: an examination of the influence of consumer goals

• Consumers regularly interact with retail salespeople in order to make purchases across a wide range of products and services. Retail sales encounters occur on a daily basis yet we know little about these complex interactions, especially from the consumer's perspective in terms of his or her perceptions with regard to these types of persuasive attempts. Understanding consumer perceptions is an important precursor to understanding consumer behavior during retail sales encounters. In three experiments subjects' perceptions of specific influence strategies were measured with regard to the degree of sales‐orientation of each strategy. Support was found for hypotheses that proposed that certain influence strategies would be perceived as significantly more sales‐oriented than others and that the interaction of consumer goals with salesperson influence would affect how influence strategies are perceived. Willingness to interact with and purchase from a salesperson using specific influence strategies was also examined in order to shed light on how the use of specific influence strategies is likely to affect consumers' intentions.

Copyright © 2006 John Wiley & Sons, Ltd.     

Examining the Impact of Servant Leadership on Sales Force Performance

Much has been written about the importance of focusing on customers to drive organizational success. In this paper, aspects of manager–salesperson relationships are examined as drivers of deeper customer focus in salesperson–customer interactions. In particular, managers’ servant leadership, a leadership style emphasizing genuine concern for subordinate welfare, is examined as a catalyst of parallel concern by salespeople for their customers. Salesperson perceptions of managers’ servant leadership empirically relate to salesperson customer orientation, in turn driving adaptive selling behaviors, customer-directed extra-role behaviors, and sales performance outcomes. Other results and implications for management and sales leadership research are presented.     

An Update on the Status of Sales Management Training

Over the past several years, there have been significant changes that have affected the sales function and the needed competencies of sales managers. Unfortunately, there has been no recent research investigating the status of sales management training practices. The purpose of the present study is to investigate current practices of sales management training programs in terms of delivery and content. Our results indicate that training occurs at early stages in managers’ careers, remote training technologies are frequently used, and significant gender differences in training perceptions exist. Limitations and future research directions are provided, as are management implications.