直銷通路管理報告 指導教授 ﹕ 陳得發教授 學生 : 王昭雄 學號 ﹕ 8941812 中華民國九十一年四月二十四日

1. Full-time vs. part-time salespeopleA comparison on job satisfaction, performance, and turnover in direct sellingby Thomas R. Wotruba 直銷通路管理報告 指導教授﹕陳得發教授 學生:王昭雄 學號﹕8941812 中華民國九十一年四月二十四日

2. Abstract • A comparison of Part-time vs. full-time salespeople from four U.S. direct selling companies revealed that part-timers had greater job satisfactionand less propensity to quit. • Part-timers were also better performers as measured by earnings per hour worked. • High levels of job satisfaction for part-timers is consistent with the theory that they are less involved in organizational functioning so have less opportunity to accumulate dissatisfying experiences.

3. 1.Introduction • Part-time employment involves a significant part of the total labor force in the U.S. and many other countries

4. Background Literature on benefit and problems of part-time employment

5. The research issue • Key variable in understanding any employee group are job satisfaction, performance, and turnover. • Management wants to build job satisfaction within employees so that performance is maximized and turnover is minimized. • The study reported here is not aimed at analyzing relationships between satisfaction, performance, and turnover. It focuses on differences between part-time and full-time salespeople in order to research apply similarly to bath group.

6. Summary previous research comparing part-timers and full-timers on job satisfaction, performance, and turnover

7. Summary previous research comparing part-timers and full-timers on job satisfaction, performance, and turnover

8. 2. Hypotheses • Job satisfaction Hypotheses 1: Job satisfaction will be greater for part-time salespeople than for full-time salespeople. Hypotheses 2:Job satisfaction will be greater for those part-time salespeople who do not have other outside employment, and will be lower as the extent of other outside employment increases. • Performance Hypotheses 3. Performance will be better for part-time salespeople than for full-time salespeople. Hypotheses 4. Performance will be better for those part- time salespeople, and will be lower as the extent of other outside employment increases.

9. 2.Hypotheses • Turnover Hypotheses 5: Turnover will be lower for part-time salespeople than for full-time salespeople. Hypotheses 6: Turnover will be lower for those part- time salespeople who do not have other outside employment, and will increase as the extent of other outside employment increases.

10. 3 .The study • Sample: • 1. Four U.S. direct selling companies • 2. A Mail questionnaire was sent to 1600 respondents throughout • the U. S. • 3. 491 responded, 32% of which indicated they had already quit • their sales position with one of the cooperating companies. • Using 35 or more hours per week as the measure of full-time • employment, 29% were employed full-time and 71% part-time. • The vast majority- 85%- were female. • Variables • 1. Job satisfaction was measured using ten items from the job • satisfaction subscales. The ten items involved seven-point • rating scales ranging. • 2. The coefficient alpha measure of reliability was 0.95. • 3. Performance was measured by calculating earning per hour • based on two separate questionnaire answers. • 4. Turnover was measured using a single scale incorporating both • quitting and intentions to quit. The scale had six positions.

12. Table 4Impact of direct selling status,outside employment status,and sex on the study variables

13. Table 4Impact of direct selling status,outside employment status,and sex on the study variables

14. Table 4Impact of direct selling status,outside employment status,and sex on the study variables

15. Results are shown only when the probability of t 0.05 using separate variance estimates. There sere no significant t scores for comparisons involving performance.

16. 5. Discussion • Job satisfaction 1 .high levels of job satisfaction for part-timers is consistent with the theory that they are less involved in organizational functioning so have less opportunity to accumulate dissatisfying experiences . 2. Part-timers may have different motivations for working, placing lower priority on pay and advancement and higher priority on flexibility and escape from routine or boredom. 3. Since job satisfaction was greater in the combination in which selling was the part-time job and lower in the combination in which selling was full-time, this suggest that greater job satisfaction is associated with the part- time component.

17. 5. Discussion • Performance 1.While the difference in mean performance between full-time and part-time salespeople appeared substantial and in the proposed direction, it was significant at only the 0.104 level because of the large variances around the means. Speculation into the reasons for these large variances in performance across the six employment combination groups. 2.If these salespeople have higher priority for pay, they might restructure their efforts to focus more on selling and less on social activities associated with these jobs.

18. 5. Discussion • Turnover 1.The results of this study regarding turnover closely parallel the results for job satisfaction. Part-timers who have greater job satisfaction also demonstrate lower propensity to quit. 2.Full-timers in selling show a growing propensity to quit as 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.

19. 5. Discussion • Limitation 1.This study suffers from the usual limitations of cross- sectional research, making causal inferences highly speculative. 2. Another limitation involves the type of salespeople involved in this study. 3.The use of ANOVA with unequal cell sizes might have distorted the analysis. 4. A comparison of the results of this study with previous studies strongly suggests that outside direct salespeople do not behave in a manner similar to inside retail salespeople.

20. 5. Implications for management and future research • Part-timers exhibit greater job satisfaction, low turnover, and greater productivity in term of earnings per hour. • To the extent possible, managers in direct selling firm should seek out part-times who have other employment, since there are no significant differences on job satisfaction ,turnover, or performance among part-timers with and without other employment. • This study offers some hope that part-time sales positions in non-retail setting can yield satisfying work to the individual and productive results to the organization. • Employees near retirement who have selling experience and the technical knowledge to deal with the company’s products or services might find a part0time schedule a desirable option.

21. 5. Implications for management and future research • More studies are needed on other salesperson populations. • Other factors which might affect the dependent variables in this study must also be considered. One is the importance of earning as a motivator for taking multiple jobs. Another may be the presence of a working spouse in the household. • Further insights can undoubtedly be gained by incorporating other variables suggested in performance and turnover models, such as organizational commitment and pre-employment expectations.

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