Relative Importance of Key Job Dimensions and Leadership Behaviors in Motivating Salesperson Work Performance

Tyagi, Pradeep K.

doi:10.1177/002224298504900307

Cited by 86 publications

(40 citation statements)

References 18 publications

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“…Therefore, as self-enhancement increases, so too should self-efficacy, but this increase should be larger for employees endowed with autonomy. A job with a high degree of autonomy generates feelings of personal responsibility and control for work outcomes and is more challenging (Hackman & Oldham, 1980;Tyagi, 1985). In addition, the possession of autonomy contributes toward job complexity as more responsibility and decision-making power is vested in the employee (Oldham & Cummings, 1996).…”

Section: Autonomy and Self-enhancementmentioning

confidence: 99%

Personal Values, Autonomy, and Self‐efficacy: Evidence from frontline service employees

Sousa

Coelho

Guillamón‐Saorín

2012

Int J Selection Assessment

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Employee's self‐efficacy has been related with important outcomes for organizations, such as service quality and job performance. Thus, understanding the antecedents of self‐efficacy can have important payoffs. Accordingly, this paper investigates how personal values interact with autonomy to affect employee's self‐efficacy. The hypotheses are tested with a sample of bank employees. The results reveal that conservation is negatively related to self‐efficacy and that both openness to change and self‐enhancement values have a positive impact on self‐efficacy. Autonomy is also positively associated with self‐efficacy. Finally, autonomy mitigates the negative effects of conservation on self‐efficacy, and strengthens the positive effects of self‐enhancement on self‐efficacy.

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Section: Autonomy and Self-enhancementmentioning

confidence: 99%

Personal Values, Autonomy, and Self‐efficacy: Evidence from frontline service employees

Sousa

Coelho

Guillamón‐Saorín

2012

Int J Selection Assessment

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“…customer's excitement to use a SST based on price discounts, time savings, or other extrinsic rewards) and intrinsic motivation (i.e. the user's internal satisfaction such as a feeling of accomplishment when using SSTs), six items were adapted from Tyagi (1985). These items have been utilized to comprehend consumers' readiness stages and their decision-making processes in various contexts, including SST (e.g.…”

Section: Methodsmentioning

confidence: 99%

Factors influencing customer acceptance of kiosks at quick service restaurants

Kim

Christodoulidou

Choo

2013

Journal of Hospitality and Tourism Technology

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Purpose -This study aims to explore: the impact of customers' previous experience on their likelihood of using kiosks at quick service restaurants (QSRs); a mediating role of customer readiness (i.e. role clarity, ability, extrinsic motivation, intrinsic motivation) between customers' previous experience and their likelihood of using kiosks; and a moderating effect of gender in the relationships among customers' previous experience, readiness, and likelihood of using kiosks. Design/methodology/approach -A total of 614 complete responses were obtained through an online survey. Structural equation modeling was developed and tested. Findings -The results demonstrated that extrinsic motivation in using SSTs directly influenced the likelihood of using kiosks, and previous experience with SSTs indirectly influenced the likelihood of using kiosks through customer readiness in both male and female groups. This study also revealed that both male and female respondents who perceived their roles in using SST more clearly were more likely to use kiosks at QSRs. However, their perceived ability and levels of intrinsic motivations did not significantly influence the likelihood of using kiosks in both groups. Overall, gender did not play a significant moderating role in the relationships among experience, readiness, and likelihood of using kiosks at QSR. Originality/value -Since very few studies have investigated the kiosks adoption at QSR settings, the findings and suggestions from this study will provide practical insight for QSR operators. Future research could attempt to draw a comprehensive kiosk acceptance model by incorporating the current study's framework with other demographic variables or other antecedent variables.

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“…It suggests that motivation is a function of the following three components: expectancy, instrumentality, and valence (Vroom, 1964;Tyagi, 1985). Motivation can be both extrinsic and intrinsic (Tyagi, 1985;Meuter et al, 2005). Motivation can be both extrinsic and intrinsic (Tyagi, 1985;Meuter et al, 2005).…”

Section: Conceptual Frameworkmentioning

confidence: 99%

“…Expectancy theory (Vroom, 1964) explains the processes that prompt people to engage in various types of behaviour based on their expectations (Oliver, 1974). It suggests that motivation is a function of the following three components: expectancy, instrumentality, and valence (Vroom, 1964;Tyagi, 1985). Expectancy refers to an individual's perception that effort leads to successful performance, instrumentality concerns a person's expectations about specific performance-driven rewards, and valence refers to the degree to which an individual values a particular reward.…”

Section: Conceptual Frameworkmentioning

confidence: 99%

Does the Co‐Creation of Service Recovery Create Value for Customers? The Underlying Mechanism of Motivation and the Role of Operant Resources

Skourtis

Decaudin

Assiouras

et al. 2018

European Management Review

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This study focuses on the underlying mechanism that leads to co‐recovery behaviour and favourable co‐created value as response to a service failure. It argues that consumers’ ability to integrate their operant resources (e.g., knowledge and skills) to co‐recover from a service failure motivates them to express higher value co‐recovery in‐role behaviour and hence enjoy higher hedonic and utilitarian values. To test this claim, our study investigates the impact of consumers’ ability to co‐recover on value co‐recovery in‐role behaviour by taking into account extrinsic and intrinsic motivation as mediators. The results reveal that extrinsic motivation only partially mediates the relationship between ability to co‐recover and value co‐recovery in‐role behaviour. Furthermore, the outcomes demonstrate that value co‐recovery in‐role behaviour increases utilitarian value but decreases hedonic value.

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Relative Importance of Key Job Dimensions and Leadership Behaviors in Motivating Salesperson Work Performance

Cited by 86 publications

References 18 publications

Personal Values, Autonomy, and Self‐efficacy: Evidence from frontline service employees

Personal Values, Autonomy, and Self‐efficacy: Evidence from frontline service employees

Factors influencing customer acceptance of kiosks at quick service restaurants

Does the Co‐Creation of Service Recovery Create Value for Customers? The Underlying Mechanism of Motivation and the Role of Operant Resources

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