George H. Lucas

An empirical test of the job satisfaction-turnover relationship: Assessing the role of job performance for retail managers

The role of job performance in the turnover process has been a problematic issue for researchers and managers alike. The present study provides a preliminary test of two key predictions derived from a conceptual model refining the role of job performance as a direct impact on turnover, and a moderator of the job satisfaction-turnover relationship. The results support differing roles for intrinsic and extrinsic satisfaction components in their relationship with turnover for retail store managers performing at low, average and high levels.

Effects of Perceived Organizational Factors on Role Stress-Job Attitude Relationships:

The purpose of this study was to examine the impact of two per-ceived organizational indicants-psychological climate and percep-tions of the management control system-on the often-studied rela-tionships of role conflict and ambiguity with job satisfaction and intentions to change jobs. Based on a cross-sectional survey of 423 marketing professionals, it was determined that these two perceived organizationalfactors predominantly accountedfor the shared varia-bility inherent in the relationships considered and in certain instances resulted in a change in the direction of the correlation. In particular, the relationships of role conflict and ambiguity with pay and promo-tion satisfaction and with turnover intentions were the most heavily af-fected ones. The relationships of role ambiguity with overall satisfac-tion and with work itself were also affected. Falsification analyses revealed that the findings hold across various sample segments and that role perceptions and job attitudes are directly tied to perceptions about the broader organization. The implications and research direc-tions of these results for the study of role stress correlates are consid-ered.

The marketing—R&D interface: Do personality factors have an impact?

Abstract The marketing—R&D interface is generally regarded as the most critical functional interface in the new product development process. A great deal of discussion has recently taken place over which of these two areas should dominate product development. Only recently has the issue of how to foster a successful marketing—R&D interface been the topic of empirical investigation. George Lucas and Alan Bush present results of a study which addresses individual differences, in particular, personality differences, between the two areas as an influence on their integration and resultant new product success level. The results are largely consistent with findings from the occupational choice literature. These findings provide some preliminary suggestions for top management in its attempt to maximize positive outcomes from this critical business process.

Commitment and involvement: Assessing a salesforce typology

Varying levels of organizational commitment and job involvement generate a salesperson typology which is empirically assessed. Ten hypotheses are tested using a national sample of 235 industrial salespeople. Eight of the hypotheses are supported Significant differences in salesperson effort, performance and turnover propensities are identified for four salesperson categories.

An evaluation of progress in the development of a definition of marketing

This study evaluates progress in developing a definition of marketing. A survey of marketing educators, managers, scholar-experts and students was conducted to determine elements important in a definition of marketing, a ranking of popular definitions of marketing and an evaluation of the definitions based on relevant criteria. All categories of respondents ranked the 1985 AMA definition of marketing as the definition that best represents the discipline of marketing.