Abstract
This paper empirically examines the effects of salesperson type on motivation components (intrinsic and extrinsic) and role perception (role ambiguity and role conflict). Industrial salespeople are divided into: ( 1) institutionalized stars, (2) lone wolves, (3) corporate citizens, and (4) apathetic salespersons. The results of this study indicate that, except role conflict, motivation components and role ambiguity are significantly related to the salesperson types. Implications for managers and future research are also presented.
This is a preview of subscription content, log in via an institution to check access.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Preview
Unable to display preview. Download preview PDF.
References
Blau, G. and K. Boal (1987). “Conceptualizing How Job Involvement and Organizational Commitment Affect Turnover and Absenteeism,” Academy of Management Review, 12 (no. 1 ), 288-300
Cron, W.L., A.J. Dubinsky, and R.E. Michaels ( 1988), “The Influence of Career Stages on Components of Salesperson Motivation,” Journal of Marketing, 52 (January), 78-92.
Ingram, T.N. and D.N. Bellenger (1983), “Personal and Organizational Variables: Their Relative Effect on Reward Valences of Industrial Salespeople,” Journal of Marketing Research, 20 (May), 112-126.
Michaels, R.E., W.L. Cron, A.J. Dubinsky, and E.A. Joachimsthaler (1988), “The Influence of Formalization of the Organizational Commitment and Work Alienation of Salespeople and Industrial Buyers,” Journal of Marketing Research, 25 (November), 376-383.
Morrow, P.C. (1983), “Concept Redundancy in Organizational Research: The Case of Work Commitment,” Academy of Management Review, 8 (No. 3), 486-500.
Porter, L.W., R.M. Steers, R.T. Mowday, and P.B. Boulian (1974), “Organizational Commitment, Job Satisfaction, and Turnover Among Psychiatric Technicians,” Journal of Applied Psychology, 59 (October), 603-9.
Sheldon, M. E. ( 1971), “Investments and Involvements and Mechanisms Producing Commitment to the Organization,” Administrative Science Quarterly, 16, 143-150.
Tyagi, P.K. (1985), “Relative Importance of Key Job Dimensions and Leadership Behaviors in Motivating Salesperson Work Performance,” Journal of Marketing, Summer, 49 (n.3), 76-86.
Walker, O.C., G.A. Churchill, and N.M. Ford (1977), “Motivation and Performance in Industrial Selling: Present Knowledge and Needed Research,” Journal of Marketing Research, 14 (May), 156-168.
Walker, O.C., G.A. Churchill, and N.M. Ford (1979), “Where Do We Go From Here? Selected Conceptual and Empirical Issues Concerning the Motivation and Performance of the Industrial Salesforce,” Critical Issues in Sales Management: State-of-the-Art and Future Research Needs.
Wiener, Y. and Y. Vardi (1980), “Relationship Between Job Organization, and Career Commitments and Work Outcomes: An Interactive Approach,” Organizational Behavior and Human Performance, 26, 81-96.
Author information
Authors and Affiliations
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2015 The Academy of Marketing Science
About this paper
Cite this paper
Lee, K.S. (2015). The Influence of Salesperson Motivation and Role Perception: An Empirical Analysis. In: Wilson, E., Black, W. (eds) Proceedings of the 1994 Academy of Marketing Science (AMS) Annual Conference. Developments in Marketing Science: Proceedings of the Academy of Marketing Science. Springer, Cham. https://doi.org/10.1007/978-3-319-13162-7_118
Download citation
DOI: https://doi.org/10.1007/978-3-319-13162-7_118
Published:
Publisher Name: Springer, Cham
Print ISBN: 978-3-319-13161-0
Online ISBN: 978-3-319-13162-7
eBook Packages: Business and EconomicsBusiness and Management (R0)