A Model of the Determinants and Outcomes of Salespeople’s Coping Style

Abstract

The study examines relationships between salespeople's psychological constructs, coping style, and several stress-related and performance outcomes. The proposed model of determinants and outcomes of salespeople's coping style was developed and analyzed in light of the need to advance knowledge regarding how salespeople cope with chronic job stress. Separate networks of determinants and outcomes exist for PFC and EFC. Use of PFC appears to be facilitated by a clearer understanding of one's job role (increased role clarity) along with a higher level of confidence in one's job skills (self-efficacy). Furthermore, PFC has a direct impact on job and life satisfaction. Salespeople's use of EFC apparently is driven by an external focus along with seeking support from friends and coworkers. Also, job stress perceptions arising from perceived role conflict contribute to use of EFC. EFC, moreover, conduces to burnout, depression, and job dissatisfaction. Managerial and research implications are offered.

Working smart to win back lost customers the role of coping choices and justice mechanisms

“…While no one goes into business to lose customers, without sufficient training to apply and integrate adaptive selling skills to win back, it is understandable that some B2B sales professionals view customer defection as divorce or bereavement (Goodwin et al , 1997). Naletelich et al (2014) concludes their study on sales stress and coping by suggesting managers to develop a “phased sales training curriculum that builds salespeople’s capacity for “problem solving” defined by “[…] trends in the industry and about what needs drive customers’ purchasing behavior”. The authors reason that this “may lessen external orientations and thus enhance use of PFC” (Naletelich et al , 2014, p. 10).…”

“…Naletelich et al (2014) concludes their study on sales stress and coping by suggesting managers to develop a “phased sales training curriculum that builds salespeople’s capacity for “problem solving” defined by “[…] trends in the industry and about what needs drive customers’ purchasing behavior”. The authors reason that this “may lessen external orientations and thus enhance use of PFC” (Naletelich et al , 2014, p. 10). We add that lost customers and win back need to be anticipated as part of the B2B sales profession and be supported by justice-focused training, policies and support resources and motivation and rewards for both the effort and the wins (Leach and Liu, 2014).…”

“…Helpful resources include a firm’s strong customer orientation and problem-solving support by management (Schwepker and Good, 2012). Naletelich et al (2014, p. 10) suggest that sales managers take measures to help sales professionals “supplant EFC with PFC”.…”

“…This is accomplished by critical incident interviews with B2B sales professionals in New Zealand who faced this acutely stressful situation. Our study builds on decades of research into the role and result of stress and coping in sales performance (Behrman and Perreault, 1984; Goolsby, 1992; Lewin and Sager, 2008, 2009, 2010; Naletelich et al , 2014). We integrate the “coping style” and “coping behavior with an acutely stressful event” perspectives outlined by Srivastava and Sager (1999).…”

Examination of Selected Precursors and Outcomes of Sales Manager Behaviors

“…After all, if sales personnel have a favorable affect toward their job situation, they are less likely to look for other job alternatives or to consider leaving the organization (e.g., Naletelich et al, 2014).…”