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A Role Stress Model of the Performance and Satisfaction of Industrial Salespersons

A Role Stress Model of the Performance and Satisfaction of Industrial Salespersons This research proposes an integrative model of the antecedents and consequences of salesforce role stress, with particular emphasis on two outcomes important to sales reps and firms alike: salesforce performance and satisfaction. Drawing on data from 196 sales representatives for five major industrial firms, the linkages in the proposed model are tested with path analysis procedures. The model is sufficiently comprehensive that it provides a basis to replicate and extend, in one study, much of the key research on the sales representative's role environment, especially as it relates to role conflict, role ambiguity, and their relationships with job performance and satisfaction. Implications of this research for sales managers and researchers in the sales area are given. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Marketing SAGE

A Role Stress Model of the Performance and Satisfaction of Industrial Salespersons

Journal of Marketing , Volume 48 (4): 13 – Sep 1, 1984

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References (45)

Publisher
SAGE
Copyright
© 1984 American Marketing Association
ISSN
0022-2429
eISSN
1547-7185
DOI
10.1177/002224298404800402
Publisher site
See Article on Publisher Site

Abstract

This research proposes an integrative model of the antecedents and consequences of salesforce role stress, with particular emphasis on two outcomes important to sales reps and firms alike: salesforce performance and satisfaction. Drawing on data from 196 sales representatives for five major industrial firms, the linkages in the proposed model are tested with path analysis procedures. The model is sufficiently comprehensive that it provides a basis to replicate and extend, in one study, much of the key research on the sales representative's role environment, especially as it relates to role conflict, role ambiguity, and their relationships with job performance and satisfaction. Implications of this research for sales managers and researchers in the sales area are given.

Journal

Journal of MarketingSAGE

Published: Sep 1, 1984

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