A model of sales supervisor leadership behavior and retail salespeople’s job-related outcomes

Hampton, Ron; Dubinsky, Alan J.; Skinner, Steven J.

doi:10.1007/bf02723262

Cited by 68 publications

(46 citation statements)

References 51 publications

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“…We assumed that if we could identify managerially mediated appraisal variables that could positively affect the firm' s return on investment, then management could adjust the appraisal process in ways that could allow increased returns. As stated, one possible benefit of properly conducted performance appraisals is a reduction of salesperson ambiguity and this reduction in ambiguity, in turn, may be directly related to sales force satisfaction (Babakus, Cravens, Johnston, and Moncrief, 1996;Behrman, Bigoness, and Perreault, 1981;Brown and Peterson, 1993;Challagalla and Shervani, 1996;Hampton, Dubinsky, and Skinner, 1986;Jaworski, Stathakopoulos, and Krishan, 1993;Tyagi, 1990).…”

Section: Hypothesesmentioning

confidence: 96%

Characteristics of performance appraisals and their impact on sales force satisfaction

Pettijohn

d'Amico

2001

Human Resource Dev Quarterly

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Sales managers seem to be on a never-ending quest to improve the productivity of their personnel. Contests, commissions, territory redesign, training, sales meetings, travel, and various recognition awards are a few of the methods that have been used to coax performance improvements from a sales force. Although each of these methods of performance enhancement can provide tangible and intangible benefits to the firm, most businesses already use one other method of enhancing sales performance: the performance evaluation (Dubinsky and Barry, 1982). Dubinsky, Skinner, and Whittler (1989) contend that appraisals can be used to determine rewards, provide managerial feedback, help to monitor the effectiveness of human resource management decisions, help to evaluate training and development needs, and provide human resource planning and budgeting information. In the realm of sales management, performance appraisals have been described as the most important factor influencing sales behavior (DeCarlo and Leigh, 1996). Along these lines, Morris, Davis, Allen, Avila, and Chapman (1991, p. 25) argue that "performance appraisals have become one of the sales manager' s most critical responsibilities," with an organization' s success or failure conceivably determined based on the ways in which performance is managed (Mucsyk and Gable, 1987).The purpose of this research is to explore the potential relationship between characteristics of the appraisal process and the resulting level of

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Section: Hypothesesmentioning

confidence: 96%

Characteristics of performance appraisals and their impact on sales force satisfaction

Pettijohn

d'Amico

2001

Human Resource Dev Quarterly

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“…Hay (2002) argues that bad management result in employees' turnover. Although many studies have shown that that leadership style has a significant relationship with commitment to the organization (Walumbwa, Orwa, Wang, & Lawler 2005;Bono & Judge 2003), some studies found no relationship between (Hampton, Dubinsky, & Skinner, 1986).…”

Section: Leadership Practicesmentioning

confidence: 99%

Promoting Organizational Citizenship Behavior among employees - The Role of Leadership practices

Hasan¹

2013

IJBM

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Despite of numerous studies that investigate the relationship between leadership and The Organizational Citizenship Behavior, very few of these studies have examined the influences of leadership practices -as defined by Kouzes and Posner (1987) -on organizational citizenship behaviors. Moreover, most of these studies have been conducted in western context (developed counties). In this regard, current study has three main purposes: first, investigate the influences of leadership practices on organizational citizenship behaviors. Second, conduct this investigation in Arabic context (developing country). The third purpose of this study is to investigate the mediating effect of organizational commitment on the relationship between leadership practices and organizational citizenship behaviors.Using the response of 108 non managerial banks employees, the result indicated that leadership practices have a significant positive impact in the organizational commitment and OCB. The results of the study found that organizational commitment does partially mediate the relationship between leadership practices and Organizational Citizenship Behavior.

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“…Penelitian Shukui dan Xiaomin (2001) membuktikan , tak ada hubungan positif antara kepemimpinan dan keterlibatan kerja. Rilley & Roberts (1978), Hampton et al (1986), Savery (1994) membuktikan, tidak ada hubungan antara keterlibatan kerja dan perilaku kepemimpinan.…”

Section: Hasil Penelitian Empirik Terdahuluunclassified

Implementasi Quality of Work Life Dan Keterlibatan Pekerjaan Berbasis Transglobal Leadership Sebagai Upaya Strategi Pencapaian Optimalisasi Kinerja Karyawan (Studi Koperasi Berprestasi Di Jawa Timur)

Hermawati

Mas

2018

JREM

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A model of sales supervisor leadership behavior and retail salespeople’s job-related outcomes

Cited by 68 publications

References 51 publications

Characteristics of performance appraisals and their impact on sales force satisfaction

Characteristics of performance appraisals and their impact on sales force satisfaction

Promoting Organizational Citizenship Behavior among employees - The Role of Leadership practices

Implementasi Quality of Work Life Dan Keterlibatan Pekerjaan Berbasis Transglobal Leadership Sebagai Upaya Strategi Pencapaian Optimalisasi Kinerja Karyawan (Studi Koperasi Berprestasi Di Jawa Timur)

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