Selection of telemarketing employees by standardized assessment procedures

Hakstian, A. Ralph; Scratchley, Linda S.; MacLeod, Allison A.; Tweed, Roger G.; Siddarth, S.

doi:10.1002/(sici)1520-6793(199710)14:7<703::aid-mar5>3.0.co;2-k

Cited by 11 publications

(4 citation statements)

References 17 publications

(19 reference statements)

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“…Researchers working at the organizational level have identified several organizational outcomes of 1 Personality research has a long history in marketing (see Kassarjian 1971). Attention in recent years has focused on using personality to predict such things as salesperson and service-provider performance (Brown et al 2002;Hakstian et al 1997;Hurley 1998); ad-evoked feelings (Mooradian 1996); consumers' postpurchase outcomes, such as satisfaction, loyalty, and word-of-mouth behavior (Mooradian and Olver 1997); and brand attitude (Aaker 1999). market orientation (e.g., Jaworski and Kohli 1993;Kohli and Jaworski 1990;Narver and Slater 1990).…”

Section: Literature Reviewmentioning

confidence: 99%

Internal Benefits of Service-Worker Customer Orientation: Job Satisfaction, Commitment, and Organizational Citizenship Behaviors

Donavan

Brown

Mowen

2004

Journal of Marketing

703

556

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Implementation of the marketing concept in service firms is accomplished through individual service employees and their interactions with customers. Although prior research has established a link between service-worker customer orientation and performance outcomes, little research has addressed other potentially important outcomes of customer orientation. Drawing from the literature on person-situation interaction and fit theory, the authors develop and test a model that explains how service-worker customer orientation affects several important job responses, including perceived job fit, job satisfaction, commitment to the firm, and organizational citizenship behaviors. Across three field studies in two distinct services industries, the results indicate that the positive influence of customer orientation on certain job responses is stronger for service workers who spend more time in direct contact with customers than for workers who spend less time with customers. The authors discuss the implications of the results for services marketing managers and researchers.

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Section: Literature Reviewmentioning

confidence: 99%

Internal Benefits of Service-Worker Customer Orientation: Job Satisfaction, Commitment, and Organizational Citizenship Behaviors

Donavan

Brown

Mowen

2004

Journal of Marketing

703

556

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“…This ¢nding stands in contrast to studies discussed earlier (Gottfredson, 1997;Hakstian et al, 1997;Hunter & Hunter, 1984;McHenry et al, 1990;Nathan & Alexander, 1988;Ree & Earles, 1992;Ree & Earles,1994;Robertson & Kinder,1993;Schmidt et al, 1986;Vinchur et al, 1998;Wigdor & Garner, 1982).…”

Section: Discussionmentioning

confidence: 99%

Personality and cognitive ability as predictors of the job performance of insurance sales people

Grange

Roodt

2001

SA j ind psychol

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The purpose of this study was to determine whether personality and a measure of cognitive ability ('verbal reasoning ability') would signi¢cantly predict the job performance ('managerial ratings') of sales people in a large South African insurance company. The Customer Contact Styles Questionnaire (CCSQ 5.2) and the Verbal EvaluationTest (VCC 3) were administered to 170 broker consultants, and their managers rated their job performance on the Customer Contact Competency Inventory (CCCI). By making use of multiple regression analysis it was found that certain personality dimensions signi¢cantly predict job performance, and that 'verbal reasoning ability' did not have any signi¢cant predictive power.These ¢ndings, the implications thereof and suggestions for possible further research are discussed.

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“…Identifying potential employees who are likely to perform and persist (Sawyerr et al, 2009) is said to improve organisational productivity (Vinchur et al, 1998). Recently, research has focused more on formulating methods to predict potential salespeople's performance (Hakstian, Scratchley, MacLeod, Tweed & Siddarth, 1997). Psychological testing is one of the many assessments used to select sales people (Cooper & Robertson, 1995;Fisher, Katz, Miller & Thatcher, 2003) and entails cognitive ability tests, assessing general ability skills, and/or personality tests.…”

Section: Personality and Performance In The Telemarketing Industrymentioning

confidence: 99%

“…Subjective measures are generally questionnaires completed by supervisors, peers or the individuals themselves (self-rating) (Sawyerr et al, 2009;Skyrme et al, 2005) whereas objective measures are "direct measures of countable behaviours or outcomes" (Bommer, Johnson, Rich, Podsakoff & Mackenzie, 1995:588) which typically include sales volume, productivity or revenue (Barrick et al, 2001). Other objective performance measures have been based on sales per hour, talk time, adjusted sign-on time and wrap time (Hakstian et al, 1997), amount of calls completed in a certain time frame (Fellows & Mawhinney, 1997), number of successes divided by sum of successes and failures (Skryme et al, 2005), thoroughness of agent in providing information and swiftness and skill of responding to customer problems (Sawyerr et al, 2009). Other authors argue that customer service plays a major role in their job description and that dealing with customer queries takes up a large portion of their work (Conte & Gintoft, 2005).…”

Section: Sales Performancementioning

confidence: 99%

The importance of conscientiousness in the telemarketing industry

Gaertner

Lambson

Mbuyu

et al. 2015

SAJBM

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Researchers have long pondered the personality type-performance relationship. However, in the sales industry and especially in telemarketing, findings have been contradictory with regards to which personality trait best contributes to performance. The telemarketing industry is a rapidly growing industry, but is typically marred with high staff turnover and low levels of performance. An improved understanding of the factors that contribute towards performance in this industry is a key mandate of management. Personality-type has been shown to be a key driver of performance in the sales industry. However, it is unclear whether the personality types touted in typical sales positions (for example extroversion) are suited for the telemarketing environment. South Africa is one of the top emerging call centre locations in the world and as such the purpose of this study was to determine which personality type best contributes towards performance in the South African telemarketing industry. A census was conducted on telesales personnel in a large telemarketing organisation and the five-factor model was used to test employees' personality types. Contrary to current research, which suggests that extraversion is the five-factor trait best suited to salespeople, this study found that conscientiousness was the only personality trait that influenced sales performance in the call centre context.

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Selection of telemarketing employees by standardized assessment procedures

Cited by 11 publications

References 17 publications

Internal Benefits of Service-Worker Customer Orientation: Job Satisfaction, Commitment, and Organizational Citizenship Behaviors

Internal Benefits of Service-Worker Customer Orientation: Job Satisfaction, Commitment, and Organizational Citizenship Behaviors

Personality and cognitive ability as predictors of the job performance of insurance sales people

The importance of conscientiousness in the telemarketing industry

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