Article Abstract:
This study contributed to recent efforts aimed at understanding the turnover behavior of salespeople (Jolson, Dubinsky, and Anderson 1987; Johnston, Varadarajan, Futrell, and Sager 1987; Williamson 1983) by testing relationships drawn from a general model of employee turnover proposed by Mobley (1977). The data used to test the model were gathered from detail salespeople. Findings suggest that dissatisfaction with work and promotion aspects of the job as well as thinking of quitting and intention to quit are stages in the turnover process of the salespeople studied. Conversely, variables representing attitude towards searching for another job, attitude towards quitting and comparison of a perceived alternative job with the present job did not contribute significantly to explaining turnover for the salespeople studied. Implications of the study results for the practicing sales manager are outlined along with areas for future research. (Reprinted by permission of the publisher.)
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Article Abstract:
This study develops a model that consolidates knowledge involving salespeople's perceptions of their sales manager's behavior with knowledge relating to other perceptions and intentions. Relationships tested in the model indicate that the sales manager's behavior drives salespeople's attitude, lessens their perceptions of job stress, strengthens their attachment to the organization, and inhibits their desire to withdraw. Several suggestions are drawn from the results to enhance salespeople's attachment to the selling organization and retention. The findings indicate that senior sales management needs to strongly consider increasing efforts devoted to selecting, training, and supporting first-line sales managers. (Reprinted by permission of the publisher.)
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Article Abstract:
The relationship between job satisfaction and life satisfaction has been the focus of a great deal of research in the social sciences for over thirty years, yet very few studies on this topic exist in the business disciplines and none exists in the study of the sales force. Using a large national sales force, this study compares job satisfaction and life satisfaction across three organizational levels. Findings indicate a strong correlation between job satisfaction and life satisfaction regardless of job levels. Significant decreases in certain satisfaction areas were found between territory managers and district managers. Important implications are examined for both industry and researchers. (Reprinted by permission of the publisher.)
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