Full-Time vs. Part-Time Salespeople: A Comparison on Job Satisfaction, Performance, and Turnover in Direct Selling

1. Full-time vs. part-time salespeopleA comparison onjob satisfaction, performance, and turnover in direct sellingThomas R. Wotruba 指導教授 陳得發 博士 報告拙生 李信興 書僮

2. Preface 4 U.S. Direct selling company Full-time Job satisfaction performance turnover • Greater job satisfaction • Less propensity to quit • Better performers as measured by earning per hour worked Part-time

3. Part-time? Flexible Fixed Not Flexible JOB Flexible Unfixed Not Flexible Place Time

4. 1. Introduction • Part-time employment↗ , • female • Full-time homemaker Flexibility needs ： Sales and service jobs , primarily in retail trade. experience ,esteem , financial benefits child-rearing , household responsibilities

5. 1.1. benefits and problems of part-time employment

6. 1.1. benefits and problems of part-time employment (table 1) Commitment quit , better-paying offer Cost saving substituted, fringe benefits Productivity 1/2:3/4,break, absenteeism Supervision & training problem Availability age & obligations FlexibilityMatch demand experience ,esteem , financial benefits child-rearing , household responsibilities

7. 1.2. part-time employment in outside selling • Part-time opportunities often occur in relative low-status jobs • Significant contribution in managerial and professional positions are increasing • Women in non-retail sales positions has grown from 6.6 to 14.5%

8. 1.2. part-time employment in outside selling (continue) • Provide scheduling flexibility, cost reduction and increased productivity ,are key issues in the future effectiveness of personal selling. • Customer availability does not fill all the traditional hoursof a full-timeemployee’s day

9. 1.3. the research issue Part-time Job attitudes expectations Personal policies? supervisory Part-time Full-time Management challenges ? Focus ondifferences between part-time and full-time salespeople Job satisfaction↑ Performance ↗ Turnover ↘ Important variables

10. 1.3. the research issue (table 2)

11. 2 Hypothesis

12. 2.1 Job satisfaction • Hypothesis 1. Job satisfaction will be greater for part-time salespeople than for full-time salespeople . • Hypothesis 2. Job satisfaction will be greatest for part-time salespeople who do not have other outside employment，and will be lower as the extent of other outside employment increases.

13. 2.2 Performance • Hypothesis 3. Performance will be better for part-time salespeople than for full-time salespeople . • Hypothesis 4. Performance will be better for part-time salespeople who do not have other outside employment，and will be better as the extent of other outside employment increases.

14. 2.3 Turnover • Hypothesis 5. Turnover will be lower for part-time salespeople than for full-time salespeople . • Hypothesis 6. Turnover will be lower for those part-time salespeople who do not have other outside employment，and will be lower as the extent of other outside employment increases.

15. 3 the study

16. 3.1. Sample • 4 U.S. direct selling companies • Had begun selling within the past 6-12 months • Questionnaire 1600，491 responded (30.69%) • 32% had already quit their sales position • 35 or more hours per week as the measure of full-time employment • 29% full-time，71% part-time • 85% were female

17. 3.2. variables • Measure • Job satisfaction~7-point rating scales ranging from “extremely dissatisfied” through “neutral” to “extremely satisfied” • Performance ~earnings per week based on two separate questionnaire answers. One involved dollar earnings since starting the selling job. (from starting to quitting) the other was a measure of time worked，including number of weeks on job and number of hours worked per week. • Turnover~ quitting and intension to quit (never，seldom，sometimes，frequently，ready，no longer)

18. 3.2. variables (continue) • Hypotheses 2,4,6 • Other outside employment • “Do you have any other employment now in addition to your direct selling job? ” • “How many hours per week the respondent devoted to other job(s).

19. 3.2. variables (continue) D.S. job only Full-time other Part-time other None other job Part-time selling Full-time selling

20. 4.2 H1,5 4. Analysis and results Reading? Selling

21. 4.1 Examination for differences due to sex • Table 4 shows that sex is not a significant factor in relation to the three dependent variables studied.

22. Hypothesis O O x x O O O

23. 4.3 impact of other outside employment • A significant interaction between selling and other employment status was found in the analysis for job satisfaction. • Job satisfaction differences are much greater among the other employment groups of full-time salespeople than among the other employment groups of part-time salespeople. • Apparently，other employment affects the job satisfaction of full-timers more than of the part-timers. ●

24. 4.3 impact of other outside employment-- part-timegroups • Table 5 shows that there are no significant differences between any two of the part-time salesperson groups on either job satisfaction or turnover. • Thus if limited to part-times only，Hypotheses 2，4，and 6 are not supported. Full-time other Part-time other None other job Part-time selling Full-time selling Table 5.

25. 4.3 impact of other outside employment -- full-timegroups • Significant~Job satisfaction between the F-Trs with no other employment (group 4 on table 3，mean from table 3=43.99) and both of the other groups ─ F-Trs with other part-time employment (group 5，mean=36.92) and F-Trswith other full-time employment (group 6，mean=30.83) • Significant~Turnover between F-Trs with no other employment (group 4 ，mean=4.36) and F-Trs with otherF-T employment (group 6 ，mean=5.37) Full-time other Part-time other None other job Part-time selling Full-time selling Table 5.

26. 4.3 impact of other outside employment -- PT-FTgroups • Significant~ When the P-T and F-T salespeople are combined based on similar other employment ，a significant differences is found for both job satisfaction and turnover between those with no other job(group1 and 4) and those with other P-T employment (group 2 and 5) as well as those with other F-T employment (group 3 and 6) . • While these combined group differences were not hypothesized，they support the contention that multiple job holders experience less job satisfaction and greater propensity to quit their job than do single job holders.

27. 5. Discussion

28. 5.1. Job satisfaction • Consistent with the theory of P-T. • Less involved，less opportunity to accumulate dissatisfying experience. • Different motivations for working ，placing lower priority to pay and advancement and higher priority to flexibility and escape from routine and boredom. • Lower expectations than F-Trs，so their reaction to a similar work environment will be more positive.

29. 5.1. Job satisfaction(continue) • Outside selling offers a much greater degree of flexibility，both in temporal and spatial sense. • Greater job satisfaction is associated with the part-time component. • Listed at the beginning of this section.

30. 5.2 Performance • It was significant at only 0.104 level because of the large variances around the means. • Speculation into the reasons for these large variances is possible，by examining the differences in performance across the six employment combination groups. • Greater need for income higher priority for pay via commission selling (part-timers) • The decline in productivity proposed because multiple jobs reduce flexibility did not seem to materialize. If such a decline exists，it might be offset by other factors.

31. 5.3 Turnover • Closely parallel the results for job satisfaction. • Full-timers in selling show a growing propensity to quitas they take on other employment. • This is likely if their priority for pay is also increasing ，thus motivating them to leave a job sooner if a better-paying alternative appears.

32. 5.4. Limitations • Cross-sectional • Making causal inferences highly speculative. • The use of ANOVA with unequal cell sizes might have distorted the analysis. • Different operationalization of the variables. • The type of salespeople.

33. 6. Implications for management and future research • Hiring part-time rather than full-time salespeople. • Part-timer’s communication and training cost possibly eroding productivity gains. • Managers in direct selling firms should seek out part-timers who have other employment. • Using part-timers to sell and recruit other part-timers appears to be a better strategy. • Retirement and younger (no time commitment) • Other factors must be considered. (earnings，spouse，incorporating other variables)

34. 3Q