Using Career Stage Theory to Predict Turnover Intentions among Salespeople

Karen E. Flaherty · James M. Pappas

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

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Job Satisfaction and Organizational Behavior Human Resource and Talent Management Employee Performance and Motivation

Abstract

An important body of past research in sales management has evoked career stage theory in an attempt to better understand the attitudes and behaviors of the sales force. In doing so, the career stage construct has been defined and operationalized in numerous, and sometimes conflicting, ways. In this study, data collected from 123 automobile salespeople suggests that traditional psychometric measures of career stage have more explanatory power than demographic measures such as age or tenure when predicting turnover intentions.

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References

1979Review and conceptual analysis of the employee turnover process.1959The Psychology of Careers.1993Antecedents and Consequences of Salesperson Job Satisfaction: Meta-Analysis and Assessment of Causal Effects 1982Employee—Organization Linkages: An Introduction 1982Causes of employee turnover: A test of the Mobley, Griffeth, Hand, and Meglino model.1996Do Organizational Practices Matter in Role Stress Processes? A Study of Direct and Moderating Effects for Marketing-Oriented Boundary Spanners 1982Employee–Organization Linkages 1991Career stage as a moderator of the relationships between organizational commitment and its outcomes: A meta‐analysis

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2020The pull-to-stay effect: influence of sales managers’ leadership worthiness on salesperson turnover intentions 2010The Impact of Sales Failure on Attributions Made by "Resource-Challenged" and "Resource-Secure" Salespeople 2015L’intention de quitter l’entreprise : une approche par l’étape de carrière 2008Exploring Career Stages of Midcareer and Older Engineers---When Managerial Transition Matters

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