The Nature and Causes of Self-Esteem, Performance, and Satisfaction in the Sales Force: A Structural Equation Approach

Research into the sales force suggests that the behavior of salespeople will be a function of the person; the interactions the person has with customers, managers, and significant others; and the situation or context in which these interactions take place (Churchill, Ford, and Walker 1976; Bagozzi 1978). This article addresses the impact of two classes of these determinantsthat is, the person and role relationships-as they influence particular outcomes on the job. Specifically, motivation and felt role strain and role ambiguity are investigated as they affect certain emotional, cognitive, and behavioral (i.e., performance) outcomes of salespeople. The discussion begins with a conceptualization of three broad classes of job outcomes experienced by salespeople. Next, motivation, role strain, and role ambiguity are defined, and the mechanisms relating these independent variables to job outcomes are specified. Third, the methodology and structural equation models used to test the hypotheses are presented. Included in the treatment is a discussion of the sample and Salesmen experience three broad outcomes on the job. The first deals with feelings about the self and is termed self-esteem. The second refers to actual performance, such as dollar volume of sales achieved, new business generated, or expenses incurred. The third represents evaluations about specific dimensions of the work situation and is termed here job satisfaction. This article presents the results of a study investigating the determinants of each type of job outcome for a sample of industrial salesmen. Using a structural equation methodology, the research shows job outcomes are a function of role ambiguity and motivation but not necessarily job tension.

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