The influence of personal variables on salesperson selling orientation

Article Abstract:

Customer oriented selling, defined as practicing the marketing concept at the level of the individual salesperson and customer (Saxe and Weitz 1982), is important in selling situations yet has received relatively little attention from marketers. As such, job tenure, gender, organizational commitment, work involvement, and supervisory support are all examined as potential antecedent variables to customer oriented selling. The study, conducted on two different samples of sales personnel, revealed that organizational commitment is significantly related to selling style. However, the significance of the other variables differed among these two groups, suggesting that the antecedents of a customer oriented selling approach may indeed be product/service specific, job specific, or some combination thereof. (Reprinted by permission of the publisher.)

Methods, Cognitive styles, Customer relations, Selling

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Leader behavior, work-attitudes, and turnover of salespeople: an integrative study

Article Abstract:

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. (Reprinted by permission of the publisher.)

Beliefs, opinions and attitudes, Work ethic, Leadership, Sales managers, Employee turnover

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Antecedents and outcomes of organizational commitment: a study of salespeople

Article Abstract:

The role organizational commitment plays in salesperson behavior is unresearched. To increase understanding of both causes and outcomes of organizational commitment for salespeople, this study proposed and tested a path model. The model was drawn from the framework for studying organizational commitment proposed by Chonko (1986). The study results imply that salespeoples' performance is not determined by commitment or by effort, but that it is positively affected by the sales manager, income and education. Commitment was positively affected by anticipatory socialization, work satisfaction and manager satisfaction. Means for building commitment are discussed, as are situations where management should stress salesforce commitment. (Reprinted by permission of the publisher.)

Performance, Employee morale, Organizational behavior

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