The moderating effect of sales force performance on relationships involving antecedents of turnover

Article Abstract:

Although the direct link between performance and turnover is often weak, performance may still play a significant role: as a moderator of relationships involving antecedents of turnover. This study develops and tests hypotheses about performance as a moderator variable in relationships involving role stress, job satisfaction dimensions, organizational commitment, tenure, and turnover intentions. In a sample of food broker sales reps and their supervisors, these relationships were generally weaker for high performers than for low performers, and dimensions of job satisfaction played somewhat different roles. The results suggest the value of using performance as a moderator variable and point to the need for expanded organizational commitment and satisfaction measures. (Reprinted by permission of the publisher.)

Job stress, Job satisfaction, Sales personnel, Salespeople, Employee loyalty, Employee turnover

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Has sex stereotyping disappeared? A study of perceptions of women and men in sales

Article Abstract:

Business decisions about hiring, promoting, and purchasing should be made in an unbiased way. When sex stereotyping influences the decision process, such decisions are not only unfair but can lead to large economic and social costs. An experiment involving more than 200 MBAs measured the impact of general attitudes toward women in business and various personal characteristics on the extent to which there was sex stereotyping with regard to men and women in sales positions. Results suggest that sex stereotyping still exists, but its extent depends on the attitude being measured and on characteristics of the stereotyping. The solution is to provide exposure to competent females in selling and sales management positions. (Reprinted by permission of the publisher.)

Analysis, Human resource management, Selling, Sex discrimination, Sales management

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Leadership, decision making and performance of sales managers: a multi-level approach

Article Abstract:

What distinguishes high performing sales managers from those whose performance is lower? Based on data collected from first-level sales managers, their superiors, and over 400 sales reps reporting to them, high performing managers exhibit more transactional and transformational leadership. Low performing managers are more avoidant and less rational in their decision making styles. Reps supervised by high performing managers exhibit less role stress, more satisfaction, and greater loyalty. (Reprinted by permission of the publisher.)

Decision-making, Decision making, Leadership, Sales managers

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