Mark W. Johnston

Analysis of role conflict and role ambiguity in a structural equations framework

In this study a confirmatory methodology was implemented to analyze a model that uses the Rizzo, House, and Lirtzman (1970) scales of role conflict (RC) and role ambiguity (RA; i.e., the Bedeian and Armenakis, 1981, model). The validity of the RC and RA scales were examined through structural equations analysis, and a nested models approach was used to compare the Bedeian and Armenakis model with a model suggesting a more parsimonious representation of the data. Furthermore, path estimates from models incorporating random measurement error were compared with estimates from a model not incorporating the effects of random measurement error

Role Stress, Work-Family Conflict and Emotional Exhaustion: Inter-Relationships and Effects on Some Work-Related Consequences

Recent research demonstrates that attitudes toward the workplace are influenced by both work and non-work domains. This study examines the inter-relationships of role conflict, role ambiguity, work-family conflict, emotional exhaustion, job satisfaction and propensity to leave in a sales environment. Results indicate that: role conflict is significantly related to emotional exhaustion; work-family conflict is significantly related to both emotional exhaustion and job satisfaction; and, that emotional exhaustion and job satisfaction are related to salesperson propensity to leave. These results support other research indicating the conflict between the work and home domains is highly related to important workplace attitudes and perceptions and suggests that work-family conflict should be included in models examining employee response to the effects of stress.

The Role of Emotional Exhaustion in Sales Force Attitude and Behavior Relationships

Emotional exhaustion is a potentially important construct in examining sales force behavior and attitude relationships. A conceptual model and hypotheses are developed to study the antecedents and consequences of the emotional exhaustion construct. The hypotheses are tested using LISREL 7 to analyze data from a sample of field salespeople from a large international services organization. The empirical results offer strong support for relationships involving role ambiguity and conflict antecedents and organizational commitment, job satisfaction, performance, and intention-to-leave consequences of emotional exhaustion.

A comparison of two models for the prediction of volitional and goal-directed behaviors : a confirmatory analysis approach

The theory of reasoned action (Ajzen and Fishbein 1980) and two versions of theory of planned behavior (Ajzen 1985) are compared in terms of their ability to predict intentions and behavior. Two behaviors are examined: one involves a high degree of volitional control (voting), and the other is goal-directed; i.e., it involves a low degree of volitional control (weight loss)

Performance and job satisfaction effects on salesperson turnover: A replication and extension

Abstract The present study replicates a salesperson-turnover study reported by Futrell and Parasuraman [28] by examining the strength of the relationship of five dimensions of job satisfaction to propensity to leave for high- and low-performing groups of salespeople. Current knowledge about salesperson behavior is extended by testing the hypothesis that propensity to leave is a strong predictor of actual turnover behavior. The results indicate that performance has a direct influence on turnover. Propensity to leave operates as one of the intervening variables in the turnover process of salespeople. A more complex relationship may exist between job satisfaction, performance, propensity to leave, and actual turnover than that reported by Futrell and Parasuraman [28].

An Exploratory Investigation into the Relationshps between Promotion and Turnover: A Quasi-experimental Longitudinal Study

Employee movement out of the organization has been examined extensively, but unfortunately, research on employee movement inside the organization is less pervasive. The study reported here uses a longitudinal quasi-experimental design to investigate the relationships of a selected set of work-related attitudes to promotion and turnover in a sample of 157 salespeople. Results indicate that the relationships between the internal/external movement of the employee and several key job related attitudes (organizational commitment, propensity to leave, promotion satisfaction) as well as salary vary over time. In addition, there were significant differences between groups (promoted stayers and non-promoted leavers) for satisfaction with supervisor, and time had a significant effect on all dependent variables (except job anxiety).

A Framework For Personal Selling and Sales Management Ethical Decision Making

This framework for personal selling and sales management ethical decision making is based on sales and marketing ethics research and grounded in ethical decision-making models in marketing. Using the two major streams of research—individual and organizational factors—a framework is developed that includes organizational culture, ethical issue intensity, and sales organization ethical climate or subculture. The variables influence a sales-related ethical decision with the evaluation of outcomes.

The Influence of Personal Variables on Salesperson Selling Orientation

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.

Examining Gender Differences in Field Sales Organizations

Abstract The rapid increase of women in the sales world has brought about debates on the role of gender in contemporary sales organizations. The key question is whether gender differences, in and of themselves, create different attitudinal and behavioral relationships. A small but expanding stream of research and the expanded participation of women in many lines of business question whether the traditional position of differences based on gender is valid today. A conceptual basis is developed in support of no differences based on gender and hypotheses are developed to test this premise across several constructs that have been found important in sales management research. This research examines a Fortune 500 international service organization with a sales force that is gender balanced. The results indicate few significant differences between genders. A gender classification scheme is proposed based on a gender balance in the sales force and customer base. Results are discussed and compared to previous studies.

Functional salesforce turnover: An empirical investigation into the positive effects of turnover

Abstract Salesforce research has traditionally viewed turnover as intrinsically bad for the organization. However, recent research on turnover suggests that this approach is overly pessimistic in its treatment of the turnover problem. A conceptual framework (turnover functionality) is presented that considers both the positive as well as negative effects of salesforce turnover on the organization and then tested using a sample of 103 individuals from the salesforce of a national consumer goods manufacturer. The results suggest that the problem of turnover may have been overstated in previous salesforce research. The empirical findings indicate the antecedents of turnover frequency (the traditional measure) and turnover functionality may not be the same.