Effects of employee training on job satisfaction outcomes among sport ticket sellers

Popp, Nels; Simmons, Jason M.; McEvoy, Chad D.

doi:10.1504/ijsmm.2019.099781

Cited by 4 publications

(9 citation statements)

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“…(2017) found nearly a quarter of sales hires in college athletics received fewer than two hours of training before making their first sales call and half of those surveyed received fewer than two hours of monthly ongoing training. Popp et al. (2019c) also found half of entry-level sales reps received less than two hours of ongoing training per month and only one-third felt their ongoing training was excellent.…”

Section: Discussionmentioning

confidence: 99%

“…In fact, Popp et al (2017) found nearly a quarter of sales hires in college athletics received fewer than two hours of training before making their first sales call and half of those surveyed received fewer than two hours of monthly ongoing training. Popp et al (2019c) Non-Sales N = 91 8.1%…”

Section: Discussionmentioning

confidence: 99%

“…Empirical analysis of employment data is needed for a clearer understanding of attrition, but nearly all prior papers published in sport salesperson recruitment and retention have focused on qualitative observations and sales managers' opinions or have looked at incomplete variables, such as "turnover intention" rather than actual turnover. For example, Popp et al (2019c) were the first to quantitatively investigate the relationship between sales training and salesperson turnover, but their outcome variable was turnover intention, not actual turnover. Similarly, Tanner et al (2014) examined person-job fit and job tenure among sport ticket sales personnel, but their sample only included employees who were still with the sport organization.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Popp et al (2022) also recognized that better training and mentorship can be enough to overcome initial low salaries in the field and that better professional development opportunities have a positive relationship with reducing attrition. However, while sport sales managers do invest heavily in recruitment and initial training and are often able to cite the desired characteristics they seek in job candidates (Popp et al, 2019a;Shreffler et al, 2018), ongoing training may be lacking (Popp et al, 2019c), despite evidence suggesting salespeople who spend a larger percent of their time in professional development activities are significantly more likely to continue working in sales (Pierce et al, 2013). In fact, Popp et al (2017) found nearly a quarter of sales hires in college athletics received fewer than two hours of training before making their first sales call and half of those surveyed received fewer than two hours of monthly ongoing training.…”

Section: Literature Reviewmentioning

confidence: 99%

“…, 2019a; Shreffler et al. , 2018), on-going training may be lacking (Popp et al. , 2019c), despite evidence suggesting salespeople who spend a larger percent of their time in professional development activities are significantly more likely to continue working in sales (Pierce et al.…”

Section: Literature Reviewmentioning

confidence: 99%

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Attrition in entry-level ticket sales positions: a survival analysis

Pierce

Wanless²,

Popp³

et al. 2022

SBM

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PurposeSport ticket sales is often positioned as a “foot in the door” to the sport industry due to ample job opportunities, but anecdotal reports of high turnover raise questions of the efficacy of recruitment, training and retention efforts in sport sales. The purpose of this study was to determine attrition levels among entry-level ticket sales personnel, observe whether entry-level sales positions lead to other non-selling positions within sport organizations and determine if education and market related variables are related to job tenure.Design/methodology/approachLinkedIn profiles were analyzed for 1,122 entry-level ticket salespeople listed in media guides between 2015 and 2019 in the “Big Four” North American professional sports leagues. Names were obtained from 26 NBA, 21 MLB, 20 NHL and 12 NFL teams. Survival analysis provided defection rates and demonstrated the relationship between those rates and key variables.FindingsOne in every four entry-level ticket salespeople defected within the first year and one in every two defected within 26 months. Only 8% moved on from ticket sales to a non-sales role within the sport industry. Increases in cost of living, working for an NFL team and having sport industry experience prior to taking a sales position decreased the likelihood of defecting, while increased distance between the salesperson's university and the team's location increased the likelihood of defecting.Originality/valueThis study applies survival analysis to a sport human relations context to understand turnover in a specific occupational discipline and establishes the turnover rate for sport sales positions.

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Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

See 3 more Smart Citations

Attrition in entry-level ticket sales positions: a survival analysis

Pierce

Wanless²,

Popp³

et al. 2022

SBM

Self Cite

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Searching for sport employee creativity: a mixed-methods exploration

Paek

Martyn

Oja

et al. 2020

European Sport Management Quarterly

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A “toxic culture”: the experiences of underrepresented ticket sales employees across professional sport

Sattler

Shreffler

Popp

et al. 2023

IJSMS

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PurposeThe purpose of this exploratory study was to examine the workplace experiences of current and former underrepresented ticket sales employees.Design/methodology/approachThe study utilized survey methodology to answer the research questions. Purposive sampling was used to identify potential respondents: individuals who were either currently employed as sport ticket sales employees or had been previously. The researchers examined online media guides from North American major league sports teams and identified ticket sales representatives who were compiled into a database and then cross-referenced through social media platform LinkedIn. Individuals were located via LinkedIn profiles and sent an anonymous, electronic survey which included a combination of Likert scale and open-ended questions regarding respondent experiences working in ticket sales departments.FindingsSurvey responses from 511 ticket salespeople revealed negative experiences related to management and career advancement opportunities, as well as significant differences in negative experiences for underrepresented populations regarding mentorship and culture.Originality/valueSport sales managers desire to expand employee diversity (Wells et al., 2019) and improve overall retention rates, but if a clear understanding of organizational vision toward diversification is not established within sports teams, managers are less likely to embrace diversity initiatives. Thus, it is imperative to understand the lived experiences of underrepresented ticket salespeople in order to improve workplace culture and effectiveness.

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Effects of employee training on job satisfaction outcomes among sport ticket sellers

Cited by 4 publications

References 0 publications

Attrition in entry-level ticket sales positions: a survival analysis

Attrition in entry-level ticket sales positions: a survival analysis

Searching for sport employee creativity: a mixed-methods exploration

A “toxic culture”: the experiences of underrepresented ticket sales employees across professional sport

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