Managing the Drivers of Organizational Commitment and Salesperson Effort: An Application of Meyer and Allen's Three-Component Model

Does strategic ambidexterity moderate organizational support - sales performance relationship for financial services in Uganda?

“…Customers who are happy with the service tend to not only remain loyal but also do more business with financial services that supply such services. This is consistent with Fu (2009) who contends that satisfied customers are committed to their work and are likely to spend more time and put a higher intensity of effort on work, which is likely to result in increased output and such as sales performance. Customers of financial services with such employees will bank more or undertake new insurance policies, in addition to existing ones, since they are attended to even outside the normal working hours.…”

“…Besides, Fu et al (2009) suggests that committed employees tend to spend more time and put a higher intensity of effort on work, which is likely to result in increased output, such as sales performance. In addition, Noe et al (2006) argued that acquisition of knowledge and skills through training increases employee capability and enables them to deliver higher levels of service (Dolezalek, 2005).…”

The impact of CSR on relationship quality and relationship outcomes: A perspective of service employees

“…The last component of commitment (normative commitment) is based on one's belief that he/she should stay with the organization because of personal norms or social pressure (e.g., switching a job frequently may be viewed as negative by a recruiter). Prior research suggests that the effect of normative commitment may be constrained to certain circumstances (e.g., blood donation) and may not be as explicit as that of affective or continuance commitment especially in a situation involving business relationship (Fu et al, 2009;Tett and Meyer, 1993).…”

Antecedents of adaptive selling among retail salespeople: A multilevel analysis

“…In contrast, less committed salespeople are difficult to motivate, are only in their jobs for the money, do not follow-up customers and do not care about their jobs, departments, or customers (Still, 1983). Affective commitment has also been associated with valuable organizational outcomes, such as a higher level of effort, and a stronger desire to remain in the organization (Fu, Bolander and Jones, 2009). Moreover, in a retail context, Zeithaml, Parasuraman and Berry (1990) suggest that committed salespeople have the urge to engage in discretionary efforts leading to customer satisfaction and retention.…”