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

Tyagi, Pradeep K.

doi:10.2307/1251617

Cited by 151 publications

(82 citation statements)

References 19 publications

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“…As managers' behavior is often seen as a central influence on employees' work motivation (Tyagi, 1985;and references therein), the motivational effects -both in terms of intrinsic and extrinsic motivation -from a deeper understanding of subordinates' preferences regarding the likeability of their managers may be substantial. This is obvious for managers themselves, as they can adjust their management style and behavior, if necessary, to optimize their relation with subordinates.…”

Section: Practical Implications and Future Researchmentioning

confidence: 99%

Better not look too nice? Employees' preferences towards (un)likeable managers

Geys

2014

The Leadership Quarterly

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Recent research shows that, all else equal, most people prefer likeable colleagues. In this article, two experiments are employed to analyze preferences with respect to (un)likeable superiors. We thereby focus on perceptions of likeability based on appearance rather than as a behavioral characteristic, which allows us to concentrate on the impact of quick, unconscious evaluations in zero-acquaintance situations. The results indicate that, all else equal, managers of higher perceived likeability are less preferred than managers of lower perceived likeability.Such likeability-aversion emerges among male and female respondents, affects male and female managers, and holds both for preferences expressed from the perspective of employees (Experiment 1) or a HR department (Experiment 2). Keywords: Likeability, Relational Leadership, Leader-Member Exchange, RoleIncongruence, Thin-slice Impressions.Word count: 8448 words * I am grateful to all respondents for their time, as well as to Jørgen Juel Andersen, Jon Fiva, Stefan Gänzle and Dag-Ingvar Jacobsen for access to their students, and to Gianmarco Daniele, Tom-Reiel Heggedal, Leif Helland, Joshua Holm, Helge Hånes, Justin Jansen, Lars Monkerud, Zuzana Murdoch, Panu Poutvaara and two anonymous referees for insightful suggestions. I also thank Panu Poutvaara for access to the second set of pictures (and the evaluations thereof). Financial assistance from FWO Vlaanderen (grant number G.0022.12) is gratefully acknowledged.

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Section: Practical Implications and Future Researchmentioning

confidence: 99%

Better not look too nice? Employees' preferences towards (un)likeable managers

Geys

2014

The Leadership Quarterly

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“…Specifically, in terms of job performance, a salesperson with a high level of trust in the supervisor is more likely to cooperate with the latter because of a desire to make the relationship work and to add value to it (Morgan and Hunt 1994). A way to add value is for employees to enhance their job performance, because this has the effect of enhancing the supervisor's performance (Costa, Roe, and Tallieu 1991;Rich 1997;Tyagi 1985). Trust in the supervisor also enhances employees' perceptions of the value of staying in a long-term relationship with the organization, resulting in increased commitment (Moorman, Zaltman, and Deshpandé 1992).…”

Section: The Consequences Of Supervisor Trust and Job Satisfactionmentioning

confidence: 99%

Antecedents and Consequences of Merit Pay Fairness for Industrial Salespeople

Ramaswami

Singh

2003

Journal of Marketing

162

103

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How do salespeople make judgments of merit pay fairness? By what mechanisms do fairness judgments influence the performance and commitment of salespeople? Using equity and social exchange theories, the authors examine these questions for industrial salespeople who work in a Fortune 500 firm and provide four key findings. First, of the three dimensions of fairness judgments, they find the interactional fairness dimension to be relatively more important than procedural or distributive fairness in influencing job outcomes of salespeople. Second, supervisory behaviors have significant influence in shaping salespeople's fairness judgments, particularly judgments of distributive and interactional fairness. Third, the results underscore the contrasting mediating role of trust in supervisor and job satisfaction. Although trust in the supervisor is important in reducing salespeople's opportunistic behaviors, the authors find job satisfaction to be important in enhancing their loyalty to the organization. Fourth, salespeople's job performance is influenced directly by extrinsic factors such as fairness of current rewards and potential for rewards. In addition, the authors outline implications for theory and practice.

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“…The job characteristics in this framework are associated with several work-related outcomes, such as employee satisfaction, motivation, and performance (e.g., Dubinsky and Skinner 1984;Tyagi 1985). The positive influence of job characteristics, that is of job complexity on creativity also has support in several studies (e.g., Hatcher, Ross, and Collins 1989;Tierney and Farmer 2002).…”

Section: Research Hypothesesmentioning

confidence: 91%

“…Autonomy is the degree to which employees are free to determine the schedule of their work and the procedures and equipment they will use to carry out their assignments. Autonomy contributes to intrinsic motivation, and thus to creativity, because it provides a sense of freedom and also of responsibility and control for work outcomes, making the job more exciting Hackman and Oldham 1980;Tyagi 1985). Bowen and Lawler (1992, p. 33) pinpoint that autonomy gives employees the confidence that they have the resources to respond appropriately to customers' requests and that it ''can lead to the sort of spontaneous, creative rule-breaking that can turn a potentially frustrated or angry customer into a satisfied one.''…”

Section: Main Effectsmentioning

confidence: 99%

Job Characteristics and the Creativity of Frontline Service Employees

Coelho

Augusto

2010

Journal of Service Research

191

153

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This study investigates the main and interactive effects of job characteristics on the creativity of frontline service employees. Past research investigates the link between job complexity, an index measure of job characteristics, and employee creativity. This study follows a component-wise approach in studying the influence of each job characteristic on the creativity of employees. The approach overcomes a number of limitations such as the sole reliance on the intrinsic motivation rationale. In addition, we conduct this research in services, whereas past research has focused primarily on other settings. The study tests a model with 460 employees from a service setting and shows that consideration of the effects of each job characteristic has an explanatory power beyond that of job complexity. Furthermore, the results show that job characteristics interact with each other to affect creativity. Finally, the results also indicate that the component-wise approach is useful for managers for prioritizing efforts. In particular, the results indicate that to promote creative behaviors, service managers should consider increasing employee job autonomy, variety, feedback, and identity. However, the interactions between job characteristics also reveal that to build an environment that stimulates creative performance, it is important to find the right balance between job characteristics.

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

Cited by 151 publications

References 19 publications

Better not look too nice? Employees' preferences towards (un)likeable managers

Better not look too nice? Employees' preferences towards (un)likeable managers

Antecedents and Consequences of Merit Pay Fairness for Industrial Salespeople

Job Characteristics and the Creativity of Frontline Service Employees

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