This study examines the impact of perceived organizational support (POS) on the relationship between boundary spanner role stressors (i.e., role conflict and role ambiguity) and both work attitudes (i.e., job satisfaction and intent to remain) and behavior (i.e., task performance). Results indicate that POS has strong effects on role ambiguity and role conflict, as well as job satisfaction and intent to remain. However, POS is not related to task performance in our sample. POS also has moderating effects on several role stress-outcome relations. The paper discusses the implication of these findings for managers, along with recommendations for future research.

On the basis of findings from the communications, marketing, and management literatures, the relations between four supervisor communication practices and service employee job performance, job satisfaction, and facets of ambiguity are examined. The results indicate that supervisor communication practices are differently associated with service employee job outcomes; frequency of supervisor-service employee communication is associated with employee job satisfaction, indirect communication content is associated with reduced employee ambiguity regarding the supervisor, and bidirectional communication is associated with employee job performance and multiple sources of employee ambiguity. Service employee ambiguity regarding customers is negatively related to job performance and satisfaction, whereas ambiguity regarding ethical situations is negatively associated with job satisfaction alone.

PurposeThe purpose of this article is to examine the relations between important sales presentation skills and salesperson job performance.Design/methodology/approachData on each construct in the model was gathered and the relations analyzed using LISREL software.FindingsSalesperson experience, and to a lesser degree training, underlie sales presentation skills. Salesperson skill at using adaptive selling techniques and closing are related with increased performance.Research limitations/implicationsAdditional sales skills need to be considered and salespeople other than those in the B‐B environment should be studied.Practical implicationsSales managers are urged to ensure their B‐B salespeople develop their skills in adaptive communication and closing as one means to improve sales performance.Originality/valueThe findings highlight the importance of salesperson experience and training in developing the skills that contribute to sales performance.

Owing to their growing numbers and importance, both managers and researchers are increasingly concerned with the work experiences of boundary-spanning employees. Employee perceptions of organizational support (POS) may be particularly relevant to this crucial employee group. Thus reports a study of the relations between two individual-level and two organizationallevel antecedents to boundary-spanner POS. The results indicate that employee gender, amount of formal organizational recognition received, and the quality of task-related training are associated with POS. However, type of employee pay plan is not. Concludes with a discussion of these findings and their implications for effectively managing boundary-spanning employee POS.

Drawing from several diverse streams of research, the authors develop the rationale and empirical background for considering the role of sales manager communication practices. Using a multifaceted conceptualization of communication as its base, the study justifies, proposes, and evaluates a model describing the relations among sales managers’communication practices and salesperson ambiguity, satisfaction, performance, and commitment. The results support the hypothesized model and suggest that sales manager communication practices are associated with these important salesperson job outcomes.