The Moderating Effect of Managerial Sales Orientations on Salespersons’ Role Stress-Job Satisfaction Relationships

Delia A. Sumrall · Rose Sebastianelli

19 citations0/0 files storedThe Journal of Marketing Theory and Practice

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Job Satisfaction and Organizational Behavior Stress and Burnout Research Employee Performance and Motivation

Abstract

How a sales manager perceives top management sales orientation, and how sales-oriented the sales manager is, affect the sales manager’s behavior with both top management and salespersons. We take a closer look at the force behind sales manager’s behaviors: hislher personal sales orientation and how he/she perceives top management sales orientation. Data from the health care industry are used to match managerial sales orientation scores with their respective salespersons’ scores on role conflict, role ambiguity, and job satisfaction. We found that managerial sales orientations have a significant moderating effect on the role stress-job satisfaction relationships of salespersons.

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References

1990The Effect of a Market Orientation on Business Profitability 1990Market Orientation: The Construct, Research Propositions, and Managerial Implications 1993Market Orientation: Antecedents and Consequences 1970Role Conflict and Ambiguity in Complex Organizations 1965Organizational Stress: Studies in Role Conflict and Ambiguity.1993Antecedents and Consequences of Salesperson Job Satisfaction: Meta-Analysis and Assessment of Causal Effects 1982Moderator variables: A clarification of conceptual, analytic, and psychometric issues 1996Do Organizational Practices Matter in Role Stress Processes? A Study of Direct and Moderating Effects for Marketing-Oriented Boundary Spanners

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2010Configurations of resources and capabilities and their performance implications: an exploratory study on technology ventures 2016On The Dysfunctional Consequences of Salesperson Exhaustion 2014Exploring the Effects of Perceived Organizational Impediments and Role Stress on Job Performance

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