Reexamining the Influence of Career Stages on Salesperson Motivation: A Cognitive and Affective Perspective

Miao, C. Fred; Lund, Donald J.; Evans, Kenneth R.

doi:10.2753/pss0885-3134290303

Cited by 36 publications

(27 citation statements)

References 2 publications

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“…Consistent with career timetable theory, we propose that there are social norms regarding how much mobility is considered appropriate for individuals in different career stages (Gibson, 2003;Miao, Lund, & Evans, 2009). Specifically, early-career workers are expected to have more job changes than mid-and late-career workers.…”

Section: Moderating Effects Of Career Stagementioning

confidence: 79%

The relationship between external job mobility and salary attainment across career stages

Lam

Feldman

2012

Journal of Vocational Behavior

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The current study examines the relationship between external job mobility and salary attainment for employees in different career stages. Based on career stage and career timeline theories, we predicted that external job mobility would generate the greatest salary benefits for early-career employees whereas external job mobility would generate fewer financial benefits for employees in mid-and late-career stages. Data collected from multiple industries in Hong Kong and the United States consistently show that, as expected, highly mobile early-career employees report significantly greater salaries than their less mobile peers do. Further, highly mobile mid-career individuals report significantly lower salaries than do their less mobile peers. Counter to predictions, for late-career employees the relationship between external job mobility and salary attainment was positive rather than negative. The article concludes with implications for future theory development and empirical research on job mobility.

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Section: Moderating Effects Of Career Stagementioning

confidence: 79%

The relationship between external job mobility and salary attainment across career stages

Lam

Feldman

2012

Journal of Vocational Behavior

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“…When compensation is tied to an activity blueprint, cost prioritization signals that effort placed on sales activities while under watchful resource constraints count more than the results of those efforts. Such a signal is likely to demotivate the sales force whose expectancies (i.e., perceived link between effort and performance) and instrumentalities (i.e., perceived link between performance and reward) are typically associated with achieving sales productivity (Johnston & Marshall, 2013;Miao et al, 2009). Additionally, with behavior control, a cost prioritized sales manager may carefully monitor the costs associated with each activity, further straining the sales force as they figure out which behaviors are cost effective and which are not.…”

Section: Behavior Controlmentioning

confidence: 99%

“…Since financial remuneration is often a primary reason to pursue a sales position (Miao, Lund, & Evans, 2009), perceived resource constraints shift the relative quality of alternative job opportunities (i.e., ease of departure). Second, a salesperson's commitment to the organization is often a function of key relationships within the organization, such as with their sales manager (Boles et al, 2012).…”

Section: Cost Prioritization and Turnovermentioning

confidence: 99%

The effect of managerial cost prioritization on sales force turnover

Skiba

Saini

Friend

2016

Journal of Business Research

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“…Nesse contexto, a literatura de marketing vem intensificando as pesquisas inerentes aos sistemas de controles (Miao & Evans, 2012, 2014. Os sistemas de controle de vendas são as políticas formais (Kuster & Canales, 2011), regras e procedimentos empregados por organizações para influenciar e direcionar a motivação (Miao, Lund, & Evans, 2009) e o comportamento para os resultados de vendas (Anderson & Oliver, 1987;Miao, Evans, & Zou, 2007).…”

Section: Sistema De Controleunclassified

Impacto do Sistema de Controle sobre a Venda de Novos Produtos

et al. 2015

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ResumoEste artigo busca compreender o impacto do sistema de controle do vendedor na relação entre esforço de vendas e desempenho. Duas perspectivas de sistema de controle são adotadas: resultado e comportamento. A diferença entre ambas se dá na forma como o vendedor é avaliado para realizar seu trabalho. Se o gerente de vendas se preocupa apenas com o resultado final das vendas, adota-se um sistema de controle baseado em resultados. Entretanto, se o gerente se preocupa com a capacidade, a habilidade e o conhecimento que o vendedor possui, adota-se um sistema de controle baseado no comportamento. Com base na teoria de Anderson e Oliver (1987) e Oliver e Anderson (1994), sugere-se um modelo teórico para explicar desempenho com vendas, posicionando sistema de controle como variável moderadora. Duas pesquisas descritivas de campo são realizadas para testar as hipóteses do modelo proposto com vendedores de medicamentos e de automóveis. Quatro modelos de regressão são aplicados e analisados. A primeira conclusão é que a percepção da inovação do produto pelo vendedor realmente interfere no lançamento de novos produtos. A segunda demonstrou que o esforço do vendedor tem uma relação negativa com o desempenho da farmácia. A terceira é a constatação do efeito moderador do sistema de controle na relação entre experiência do vendedor e seu esforço com vendas.

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Reexamining the Influence of Career Stages on Salesperson Motivation: A Cognitive and Affective Perspective

Cited by 36 publications

References 2 publications

The relationship between external job mobility and salary attainment across career stages

The relationship between external job mobility and salary attainment across career stages

The effect of managerial cost prioritization on sales force turnover

Impacto do Sistema de Controle sobre a Venda de Novos Produtos

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