The effects of mentoring on salesperson commitment

Hartmann, Nathaniel N.; Rutherford, Brian N.; Hamwi, G. Alexander; Friend, Scott B.

doi:10.1016/j.jbusres.2012.03.001

Cited by 24 publications

(16 citation statements)

References 34 publications

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“…Prior research [18,22,34,65] has suggested that managerial coaching and mentoring have a critical impact on developing employees' potential capabilities. As uncertainty makes predicting the future impossible and complexity increases, the sustainability of enterprises has become dependent on finding ways to realize and improve employees' potential capabilities.…”

Section: Discussion and Limitationsmentioning

confidence: 99%

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Exploratory Study Examining the Joint Impacts of Mentoring and Managerial Coaching on Organizational Commitment

Woo

2017

Sustainability

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A number of organizations have adopted coaching and mentoring interventions to discover and foster the potential capabilities of employees. These practices are seen as competitive drivers to cultivate innovation and creativity in turbulent business environments. However, the literature has not investigated the question of how coaching and mentoring are interrelated. By examining this connection, this study explores the joint effects of these practices on the organizational commitment of employees. The results from survey data of 247 employees, who were coachees as well as protégés at the same time, from 17 companies in South Korea suggested that mentoring moderates the positive relationship between managerial coaching and organizational commitment. In addition, the moderating effects also depended on the extent of the homogeneity of their coach and mentor. The positive relationship between managerial coaching and organizational commitment strongly increased with conditions of higher mentoring and lower homogeneity of coach and mentor. Conversely, the relationship became negative when both mentoring practice and the homogeneity of coach and mentor were low. These results could provide practical implications to organizations that are concurrently adopting both coaching and mentoring programs by helping managers to better understand their joint effects.

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Section: Discussion and Limitationsmentioning

confidence: 99%

“…Chun et al [64] identified affective well being and organizational commitment as mutual outcomes of the mentoring relationship. Hartmann et al [65] posited in detail that mentoring is positively associated with protégés' affective and normative organizational commitment.…”

Section: Managerial Coaching Mentoring and Organizational Commitmentmentioning

confidence: 99%

Exploratory Study Examining the Joint Impacts of Mentoring and Managerial Coaching on Organizational Commitment

Woo

2017

Sustainability

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“…Moreover, prior literature has exerted great efforts in exploring the antecedents of salesperson commitment [37][38][39]. They have identified the utilization of sales control systems as one important method [5,11]. However, to the best of our knowledge, few researchers have distinguished activity control from capability control.…”

Section: Salesperson Commitmentmentioning

confidence: 99%

“…This is especially true for industrial firms, where the sales force is a unique organizational unit that produces output sales [4]. The turnover of salespeople usually results in economic loss due to customer defection, and thus harms the sustainable competitive advantage of the companies [5]. To reduce the costs caused by sales force turnover, firms could increase salespersons' commitment to the organizations, which is regarded as the prerequisite for enhancing end-performance, reducing opportunism, promoting organization citizenship behavior, and improving other work outcomes [6][7][8].…”

Section: Introductionmentioning

confidence: 99%

Sales Control Systems and Salesperson Commitment: The Moderating Role of Behavior Uncertainty

Peng

Zhuang

2020

Sustainability

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Although sales control has been identified by previous literature as an effective tool to promote salesperson commitment, unclear categorization of the focal variables makes existing findings confounding. This paper aims to provide more nuanced understanding about the relation between sales control systems and salesperson commitment by categorizing sales control into outcome control, activity control, and capability control. Moreover, we explore the moderating role of behavioral uncertainty, which includes sales cycle uncertainty and behavioral content uncertainty. Using a sample of 208 salespersons in China, we find the following results: (1) sales cycle uncertainty weakens the positive impact of outcome control on salesperson commitment and the negative relationship between activity control and salesperson commitment; (2) behavioral content uncertainty strengthens the positive link between outcome control and salesperson commitment and the negative impact of activity control on salesperson commitment; and (3) both sales cycle uncertainty and behavioral content uncertainty strengthen the positive relationship between capability control and salesperson commitment. This research enriches knowledge about sales control systems and offers insights into the important contextual role of behavior uncertainty that has been largely ignored by prior research in the sales force control literature.

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“…Similar to other sales research (Darrat, Amyx, & Bennett, 2010;Hartmann, Rutherford, Hamwi, & Friend, 2013;Krush, Agnihotri, Trainor, & Nowlin, 2013;Rutherford, Hamwi, Friend, & Hartmann, 2011), a professional market research organization (i.e. MarketTools') operating an online access panel was used to collect cross-sectional survey data for this study.…”

Section: Samplementioning

confidence: 99%

Psychological contract breach's antecedents and outcomes in salespeople: The roles of psychological climate, job attitudes, and turnover intention

Hartmann

Rutherford

2015

Industrial Marketing Management

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The effects of mentoring on salesperson commitment

Cited by 24 publications

References 34 publications

Exploratory Study Examining the Joint Impacts of Mentoring and Managerial Coaching on Organizational Commitment

Exploratory Study Examining the Joint Impacts of Mentoring and Managerial Coaching on Organizational Commitment

Sales Control Systems and Salesperson Commitment: The Moderating Role of Behavior Uncertainty

Psychological contract breach's antecedents and outcomes in salespeople: The roles of psychological climate, job attitudes, and turnover intention

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