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Antecedents and Consequences of Salesperson Job Satisfaction

Antecedents and Consequences of Salesperson Job Satisfaction. Steven P. Brown Robert A. Peterson Journal of Marketing Research (30). Research Domain.

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Antecedents and Consequences of Salesperson Job Satisfaction

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  1. Antecedents and Consequences of Salesperson Job Satisfaction Steven P. Brown Robert A. Peterson Journal of Marketing Research (30) Bobby Riggle - COBA Marketing

  2. Research Domain • Job satisfaction is defined as ‘all characteristics of the job itself and the work environment which salespeople find rewarding, fulfilling, and satisfying, or frustrating and unsatisfying’. • At the time, more than 30 constructs had been studied as antecedents or consequences of salesperson job satisfaction . Bobby Riggle - COBA Marketing

  3. Potential Antecedents or Consequences • Work outcomes • sales performance, organizational commitment, and propensity to leave and turnover. • Individual differences • work motivation, task specific and generalized self-esteem. • Role perceptions • role conflict, role ambiguity, and role clarity. • Finally • supervisory behaviors and job/task characteristics. Bobby Riggle - COBA Marketing

  4. Research Questions • First, the researches attempt to assess the strength and consistency of the pair wise relationships involving salesperson job satisfaction. • Second, they attempt to account for variance in these relationships by using study characteristics as moderator variables. • Third, the researchers evaluate a causal model of commonly studied effects involving job satisfaction to establish their generality. Bobby Riggle - COBA Marketing

  5. Proposed Moderators • Type of sales force • Job Type • Type of customer served • B to B vs. B to C • Number of company salesforces studied • Single vs. Multiple • Job Satisfaction measure • JDI, INDSALES, and several global measures Bobby Riggle - COBA Marketing

  6. Data Collection • Little was noted as to how the materials were obtained, if there were any unpublished studies/dissertations included, or keyword searches performed. Bobby Riggle - COBA Marketing

  7. Medium Source Conference Proceedings/Abstracts American Marketing Association Academy of Marketing Science Dissertations None cited Databases ABI Informs Psychlit Hand Searches Journal of Marketing Research Journal of Marketing Journal of the Academy of Marketing Science Journal of Personal Selling and Sales Management Journal of Applied Psychology Journal of Business Research Academy of Management Journal Administrative Science Quarterly Researchers/Informants None Cited Unpublished Manuscripts None Cited Data Collection Bobby Riggle - COBA Marketing

  8. Inclusion Criteria • Only studies that investigated salesperson job satisfaction. • Nothing was noted as to the difference in scales that measured correlates of job satisfaction (i.e. – were they the same or were they different?) • No note as to where the samples came from (i.e. – domestic vs. international) Bobby Riggle - COBA Marketing

  9. Coding • Very little is said about the coding technique used in this analysis as identified by the excerpt below. Bobby Riggle - COBA Marketing

  10. Method • Effect size used was ‘r’. • 59 studies were included in the analyses which yielded 254 usable effect sizes. • Procedure followed was Hedges and Olkin (1985). Bobby Riggle - COBA Marketing

  11. Homogeneity • Hedges and Olkin (1985) • Produce Q statistic and determine whether homogeneity or heterogeneity. • If homogeneous, stop. • If heterogeneous, delete one outlier and recalculate Q. Do this until homogeneity is obtained. • Moderator analyses were only performed for relationships that required deletion of more than one outlier for which at least 10 effects were available. Bobby Riggle - COBA Marketing

  12. Results Bobby Riggle - COBA Marketing

  13. Relationship Moderator Role ambiguity - Satisfaction Role conflict - Satisfaction Org. Commitment - Satisfaction Industrial v. Non-Industrial sales people -.39 v. -.32 (8 v. 6) -.36 v. -.25 (7 v. 8) .50 v. .48 (1 v. 10) Institutional v. individual customer -.38 v. -.30 (11 v. 3) -.31 v. -.29 (11 v. 4) -.49 v. -.49 (6 v. 5) Global v. by facet measure of satisfaction -.27 v. -.41 (5 v. 9) -.25 v. -.33 (5 v. 9) -.45 v. -.50 (4 v. 7) Single v. multiple company sales force -.33 v. -.41 (10 v. 4) -.28 v. -.39 (12 v. 4) -.49 v. -.50 (10 v. 1) Results Bobby Riggle - COBA Marketing

  14. Threats to validity • Apples and Oranges • File Drawer Problem • Power Bobby Riggle - COBA Marketing

  15. Overall • Good – produced causal model that helps to further future research. • Bad – Fixed effects, data collection, and sample size. Bobby Riggle - COBA Marketing

  16. Questions??? Bobby Riggle - COBA Marketing

  17. Performance -.28 Role Ambiguity .18 Propensity to Leave .08 -.33 .36 -.78 Org. Com. Role Conflict -.22 -.29 Satisfaction .47 Model Bobby Riggle - COBA Marketing

  18. Bobby Riggle - COBA Marketing

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