A critical evaluation of a measure of job involvement: the use of the Lodahl and Kejner (1965) scale with salespeople

Article Abstract:

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. (Reprinted by permission of the publisher.)

Research, Customer satisfaction

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Considering sources and type of social support: a psychometric evaluation of the House and Wells (1978) instrument

Article Abstract:

Theory contends that social support can reduce the impact of stress in the workplace. Yet little research is available that investigates the role of social support in the sales area. Reliable and valid instruments are needed to measure this key construct. House and Wells (1978) developed an instrument of social support that addresses both sources and types of support. This study examines the reliability and validity of the instrument in the sales environment, and evaluates the psychometric properties of the instrument from the sources and types perspectives. Findings suggest that the instrument may be a sound measure of sources of social support, but is not appropriate for measuring types of support. Additional research is recommended. (Reprinted by permission of the publisher.)

Psychological aspects, Measurement, Job stress, Social networks, Selling

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A conceptualization of the functions and roles of formalized selling and buying teams

Article Abstract:

In today's ever-changing business environment, teamwork has emerged as a requirement for success. As industry faces this paradigm shift, a formal team structure is emerging that goes beyond that proposed by previous selling/buying center researchers. According, a conceptualization of the functions and roles of these formalized selling and buying teams is proposed as a starting point for future investigations. The movement toward formal self-directed teams is explored, updated definitions of the selling and buying teams are proposed and the functions and roles of each team are reviewed. Key constructs and organizational implications also are discussed. (Reprinted by permission of the publisher.)

Human resource management, Work groups, Teamwork (Workplace)

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