Accurate by way of aggregation: Should you trust your intuition-based first impressions?

How much should you trust your intuition about other people's job performance? Different literatures provide different answers to this question. Social psychological research on “thin slices” suggests that untrained observers can predict a person's job performance based on a few moments of observation. Industrial/organizational psychologists have found a weaker relationship between job performance and the intuitive judgments that people make following employment interviews. This paper argues that interviewers' intuitive judgments appear to be weaker predictors than intuitive judgments of thin slices because thin slices research measures predictive validity at the aggregate-level of analysis. Intuition-based first impressions will not usually be valid predictors of job performance unless people have an opportunity to collect and combine the judgments of multiple independent raters.     

An Applied Analysis of Buyer Equity Perceptions and Satisfaction with Automobile Salespeople

General measures of buyer equity perceptions and disconfirmation have been shown to influence satisfaction with and intention towards the salesperson. In this article, specific and thus controllable salesperson and customer equity-related behaviors are shown to be related to satisfaction and intention. In addition, while the general public image of salespeople is thought to be poor, the present study found that buyers rated their salesperson favorably. The results have important implications concerning the public's image of salespeople.     

The Role of Thin‐Slice Judgments in Consumer Psychology

This article examines the potential theoretical and practical contributions that thin‐slice judgments may offer to consumer psychology. We begin by exploring thin‐slice judgments in the context of existing consumer information processing research. Then, we discuss the antecedents of thin‐slice judgments, the type of processing that may underlie and impact thin‐slice judgment formation. Finally, we review the potential consequences of thin‐slice judgments and investigate applications within the consumer domain.     

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.     

Psychological ethical climate,leader–member exchange and commitment to superior customer value: influencing salespeople’s unethical intent and sales performance

In today’s competitive environment, salespeople are challenged with creating customer value in an ethical manner while meeting performance goals. Sales supervisors play a critical role in ensuring that this challenge is met. This research examines the roles of psychological ethical climate and leader–member exchange (LMX) in encouraging salespeople’s commitment to providing superior customer value, reducing their unethical intentions and improving sales performance. Results indicate that business-to-business salespeople’s psychological ethical climate perceptions influence their perceived relationship with their sales supervisor (i.e. LMX relationship) as well as their commitment to providing superior customer value. LMX also directly influences commitment to providing superior customer value, which in turn affects salespeople’s unethical intent and quota performance. Theoretical and managerial implications based on the study’s findings are provided, as well as directions for future research.     

Salesperson time perspectives and customer willingness to pay more: roles of intraorganizational employee navigation,customer satisfaction,and firm innovation climate

This research aims to fill a critical gap in the sales literature by proposing a relationship-based model of customer willingness to pay more, involving salesperson time perspectives (i.e., long-term perspective and short-term perspective), intraorganizational employee navigation, and customer satisfaction with the salesperson. We also examine the moderating role of firm innovation climate. Multisource survey data were collected from 204 salespeople in a business-to-business sales context along with external ratings from customers of these salespeople three months later. The findings indicate that both long- and short-term perspectives have positive effects on intraorganizational employee navigation and customer satisfaction, which, in turn, positively affect customer willingness to pay more. In addition, short-term perspective has a stronger impact than long-term perspective on intraorganizational employee navigation. Further, the effect of long-term perspective on customer satisfaction is strengthened by the innovation climate of the firm, whereas the effect of short-term perspective on customer satisfaction is weakened by it.     

An assessment of needed sales management skills

The skills required of sales managers are vitally important to the success of the firm's selling effort; however, there has not been a recent review that identifies these needed skills. Based on a survey of sales executives from 145 companies, this research develops a taxonomy of key sales management skills. The perceived importance of these skills is reported based on the level of management, gender and the performance level of the firm. In addition to identifying the relative importance of the various sales management skills, they were found to group into three conceptual dimensions relating to interpersonal, technical and strategic skills. The results also indicate that significant differences in the perceived level of skill importance exist based on level of management, years managing salespeople, gender and on three dimensions of the respondent's firm performance.     

Testing an attribution‐of‐blame model of judgments of injustice

The attribution‐of‐blame model of judgments of injustice, which is the focus of this article, depicts judgments of injustice as blaming of an actor who is seen as responsible for the violation of the entitlement of somebody else without sufficient justification. Responsibility and blame are conceptualized in the model in accordance with Heider (1958) and Shaver (1985). The article briefly describes the background and the propositions of the model and its scope. Then it reports a series of four correlational and one experimental studies which tested the validity of the model. The findings lend support to the propositions that attributions of causality and intention and perceived lack of sufficient justification contribute to the perception of injustice beyond the mere perception that somebody's entitlement or deserving has been violated. However, no support was found for the assumption that perceived control of the respective agent contributes to the perception of injustice. The concluding section discusses the main findings of the studies and points to questions which should be pursued in future research in order to establish the range of validity of the proposed model of judgments of injustice. Copyright © 2003 John Wiley & Sons, Ltd.     

Marketing Control and Sales Force Customer Orientation

This study is predicated on the premise that internal sales force control mechanisms are strategic and operational forces that directly affect the behaviors of the sales force and their accompanying orientation toward customers. Sales managers represent a very different component of the sales force than salespeople. Their motivations, interests, role, and methods of operations all represent different approaches than those embraced by their coworkers: salespeople. Yet, although sales managers operate under an outcome-based control system and can be expected, to some degree, to be motivated by selfinterest (Oliver and Anderson 1994), upper management expects managers to be directed by organizational needs. However, in a results-oriented environment, the foundation of many compensation systems, sales quotas can focus sellers and managers in a direction inconsistent with customer-oriented selling (particularly if this behavior is deemed necessary to achieve quota). Based on this premise, this study examines the influence of sales managers’ quotas on their response to salespeople’s unethical behavior and its resulting effect on the customer orientation of the sales force. To fully explore this condition, this study also examines the role of an important formal process control, the ethical climate (e.g., rules and regulations), in influencing customer orientation. Providing important implications to sales organizations, results indicat that sales quotas can negatively affect sales force customer orientation via their effect on sales managers’ responses to salespeople’s selling behaviors. Interestingly, however, the company’s ethical climate was found to positively influence sales force customer orientation.     

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.     

Salesperson ambidexterity and customer satisfaction: examining the role of customer demandingness,adaptive selling,and role conflict

This research investigates the effects of sales-service ambidexterity on salesperson role perceptions, behaviors, and customer satisfaction. Using a business-to-business, salesperson-customer sample, we build and test a model which highlights both the positive and negative consequences of this simultaneous goal pursuit. Specifically, while sales-service ambidexterity positively impacts adaptive selling behaviors, it also increases perceptions of role conflict among salespeople. Customer demandingness moderates these relationships. Taken together, the results provide insights for firms on how to manage their sales force to optimize both sales and service outcomes based on characteristics of their salespeople and customers.     

The impact of sales contests on customer listening: an empirical study in a telesales context

Companies often use sales contests to achieve short-term objectives to motivate salespeople and to boost sales. However, sales contests also may encourage salespeople to adopt less relational behaviors and limit their ability to manage customer relationships, as manifested in their customer listening practices. Therefore, this study, based on a natural field experiment, examines the effects of a sales contest on customer listening. In so doing, four dimensions of customer listening (passive, active, adaptive, and assertive listening), associated with a process of listening (Hearing, Processing, and Responding), were identified. The study helps clarify the effect of a sales contest on these four dimensions of customer listening by telesales agents. The results reveal that this sales contest exerts negative effects only on the active and passive customer listening, not on the adaptive and assertive customer listening. The study sheds light on how sales contests influence important behaviors such as customer listening, as well as on the nature of customer listening itself.     

Exploring the relationships between trait emotional intelligence and objective socio‐emotional outcomes in childhood

Background Trait emotional intelligence (trait EI or trait emotional self‐efficacy) is a constellation of emotion‐related self‐perceptions and dispositions located at the lower levels of personality hierarchies. This paper examines the validity of this construct, as operationalized by the Trait Emotional Intelligence Questionnaire‐Child Form (TEIQue‐CF), in primary schoolchildren. Aims The main aim was to examine the construct validity of trait EI in middle and late childhood by exploring its relationships with cognitive ability, emotion perception, and social behaviour. Sample The sample comprised 140 children aged between 8 and 12 years (M = 9.26 years, SD = 1.00 year; 63 girls) from two English state primary schools. Method Pupils completed the TEIQue‐CF, the standard progressive matrices (SPM), the guess who peer assessment, the social skills training (SST) test, and the assessment of children's emotion skills (ACES) during formal class periods. The procedure took approximately two hours with a short break between assessments. Results Trait EI scores were positively related both to peer‐rated prosocial behaviour and to overall peer competence. They also predicted emotion perception accuracy beyond overall peer competence. As hypothesized in trait EI theory, the construct was unrelated to IQ (Raven's matrices) and academic performance. Conclusions Trait EI is successfully operationalized through the TEIQue‐CF and has important and multifaceted implications for the socialization of primary schoolchildren.     

Connect within to connect outside: effect of salespeople's political skill on relationship performance

Scholars have recently explored the effects of salespeople's intraorganizational relationships on salespeople's job-related outcomes. Grounded in social influence theory, we explore the effects of salespeople's intraorganizational skills on salesperson relationship performance. We empirically tested the proposed relationships using the data from a non-Western sales force working with an organization in an emerging economy. The results indicate that salespeople's political skill positively contributes to salespeople's identification with the organization and to creative performance, while strikingly, we also find that salesperson task adaptivity weakens these effects. Moreover, salespeople's identification and creative performance are positively related to customer satisfaction. These findings demonstrate that salespeople's intraorganizational relationships play a key role in enhancing customer satisfaction. In light of these results, we explore implications for marketers and academics and conclude by suggesting directions for further research.     

Personality,Gender, Age and Logical Overlap in Multi‐Source Ratings

Variations in conceptual alignment between predictors and criteria have previously been studied in respect of criterion‐related validity, but not in settings of multi‐source rating. The differential conceptual alignment perspective was applied here to account for gender and age differences in the rating of behaviour. Personality traits of sales staff were found to predict logically overlapping customer‐contact behaviours, rated either by themselves or by their supervisor. Personality traits were also associated with employees' greater over‐rating of a behaviour relative to supervisors' judgements when personality–behaviour logical overlap was stronger. Significant differences in some work behaviours were observed between men and women and between older and younger employees, and those behavioural differences were accompanied by gender or age differences in personality traits that overlapped logically with the behaviour in question. Gender or age differences in ratings of specific behaviours are thus a reflection of gender or age differences in logically associated personality features.     

Faulty Self‐Assessment: Why Evaluating One's Own Competence Is an Intrinsically Difficult Task

People's perception of their competence often diverges from their true level of competence. We argue that people have such erroneous view of their competence because self‐evaluation is an intrinsically difficult task. People live in an information environment that does not contain all the data they need for accurate self‐evaluation. The information environment is insufficient in two ways. First, when making self‐judgments, people lack crucial categories of information necessary to reach accurate evaluations. Second, although people receive feedback over time that could correct faulty self‐assessments, this feedback is often biased, difficult to recognize, or otherwise flawed. Because of the difficulty in making inferences based on such limited and misleading data, it is unreasonable to expect that people will prove accurate in judgments of their skills.     

Babyface effects: A double‐edged sword in healthcare service evaluations

We examine how a doctor's baby‐like facial appearance affects people's perceptions and judgments before and after a medical fraud occurs. A 2 (face type: babyfaced vs maturefaced) × 2 (doctor's gender: male vs female) × 2 (doctor's specialty: internal medicine vs surgery) between‐subjects experiment was conducted. The results indicate that a babyfaced doctor fares better than a maturefaced doctor in terms of patients' expectations, satisfaction and intended loyalty. However, having baby‐like facial features may work against a doctor who is involved in a medical fraud. The severity of a medical fraud is perceived to be greater when it involves either a babyfaced female doctor of internal medicine or a babyfaced male surgeon. After the medical fraud, this altered perception of the fraud's severity leads to reduced patient loyalty. Service evaluations based on the doctor‐patient relationship show that the doctor's baby face is a double‐edged sword.     

Drivers and outcomes of salespersons’ value opportunity recognition competence in solution selling

Abstract

In B2B markets, firms seek to provide customer solutions instead of merely selling goods or services. As boundary-spanners, salespeople are pivotal for implementing this strategic shift. Yet, extant literature provides limited insights into salesperson’s resources and competencies required for customer solutions, particularly in the early phases of solution selling. This research focuses on salesperson’s value opportunity recognition competence (VOR), which is a central requirement for salespeople to be able to navigate the early phases of solution selling. Analyzing large-scale, multi-level data of 799 salespeople and their respective sales managers in 29 sales organizations, the authors investigate the role of different salesperson resources and work environment characteristics for strengthening their VOR. The authors find that salespeople need both customer and technical knowledge, but customer knowledge is more important. Salespeople also can substitute individual technical knowledge with strong internal relations, but strong customer relations are no substitute for individual knowledge about customers’ business models and processes. Formalization turned out to be a double-edged sword in the context of VOR development, while transformational leadership has positive effects only. The findings bear concrete implications for improving the selection, training, and work environment of solution salespeople.     

Salesperson Job Involvement: A Modern Perspective a New Scale

Job involvement is a person's psychological identification or commitment to his/her job. Job involvement is an important construct in salesforce performance research because (1) it is a relevant consequence of a salesperson's work environment and internal feelings, (2) it is a relevant antecedent of a number of important sales job outcomes, and (3) it impacts the socialization process for salespeople. Because sales jobs have changed markedly over the past decade, a salesperson's job involvement now tends to be more focused on relationships with clients and less on aspects within an organizational boundary. The most widely used measure of job involvement (Lodahl and Kejner 1965) is not occupation-specific to sales. This article outlines the development of a new scale for relationship-based salesperson job involvement utilizing rigorous assessments of reliability, validity, and dimensionality within a broad sample of practicing salespeople.     

Do opposites attract? Assimilation and differentiation as relationship-building strategies

In addressing the call for the application of learning from other domains to the sales context, our work integrates the optimal distinctiveness theory with the study of buyer–seller relationships. We conceptualize two main buyer–seller relationship-building strategies – a value-added differentiation strategy and a compatibility-based assimilation strategy – and present an integrative theoretical framework explaining how these two strategies can be leveraged in the business and personal domains to meet customer needs and improve sales performance. Using the theory, we reconcile conflicting findings on the use of similarities and differences between salespeople and customers in buyer–seller relationships. Our theoretical framework helps salespeople address the dynamic nature of dyadic relationships strategically in a way that promotes customer satisfaction, improves the firm’s performance, and nurtures its competitive advantage.