The influence of organizational and functional support on the development of salesperson job satisfaction

Abstract

This article investigates whether organizational and functional support (OS and FS) provided to the sales force are distinct determinants of salesperson job satisfaction. We examine whether salesperson trust in their supervisor and in the organization serve as mediating mechanisms through which OS is translated to salesperson job satisfaction. Using data from 157 salespeople in a health care field setting, we explore the relationship between OS and job satisfaction as mediated by trust and moderated by the extent of FS provided to salespeople. Study results were consistent with the hypothesized conceptual scheme of moderated mediation, in that FS moderated the indirect effect of OS on job satisfaction through trust in organization but not through trust in supervisor. These findings broaden current understanding of relationships among trust, OS and job satisfaction and illustrate that the OS–salesperson job satisfaction linkage is more nuanced than previously depicted. This study has important implications for the practice, as it reinforces the notion that trust is essential in a social based employment relationship, yet challenging to manage. Organizations should avoid overinvesting in specific support offered to the sales force and train their supervisors to enact the most effective support practices.

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