The impact of job satisfaction, adaptive selling behaviors and customer orientation on salesperson's performance: exploring the moderating role of selling experience

Abstract

Purpose -The purpose of this paper is to investigate the moderating effects of selling experience on the relationship between job satisfaction and sales performance, customer orientation and sales performance, and adaptive selling behaviors and sales performance, taking the context of B2B insurance selling. Design/methodology/approach -Using a sample of 380 business-to-business insurance salespersons from an emerging market (India) to validate their model, the authors tested several hypotheses using structural equation modeling (SEM). Findings -The results suggest that experience works with customer-oriented selling in making the more experienced salespersons better performers. It was also found that for less experienced salespersons, the impact of job satisfaction on performance is weaker than for more experienced salespersons. In addition, it was found that more experienced salespersons' performance is better explained using job satisfaction and customeroriented selling rather than their adaptive selling behaviors.Research limitations/implications -The study contributes by explaining the mechanism for the above relationships. The study also contributes to knowledge by showing that more experience may not be always good for sales performance. Since the sample comes from an emerging market, the paper extends the knowledge from developed markets, and by testing in emerging markets. Practical implications -The managerial implications of this study lie in explaining those situations where experience can make salespersons more productive. The current sales literature on B2B selling contexts falls short of explaining this mechanism in salesperson performance. Originality/value -This study contributes to knowledge uniquely by extending the body of empirical evidence that suggests that for experience, more is not always better. The study also shows that a more experienced salesperson does not improve his/her performance by adopting adaptive selling strategies. Such adaptive selling strategies are probably more suitable for younger salespersons, given different expectations from them by customers. For experienced salespersons, job satisfaction and customer-oriented selling are more important than adaptive selling. This study explains the mechanism for the above relationships.

Pengaruh Orientasi Pelanggan, Penjualan Adaptif, Dan Kualitas Hubungan Tenaga Penjual-Pelanggan Terhadap Kinerja Tenaga Penjual

“…Penjualan adaptif adalah penjualan dimana tenaga pemasar sedemikian fleksibel untuk pendekatan kepada konsumen, merasa percaya diri ketika harus merubah rencana, serta mencari cara presentasi yang sesuai untuk satu konsumen dengan konsumen yang lain (Agustina, 2016). Demikian juga dengan Singh dan Das (2013) yang mengatakan strategi penjualan adaptif memungkinkan tenaga penjualan untuk menyesuaikan pesan dengan kebutuhan dan preferensi individu setiap pelanggan. Dalam hal ini tenaga penjual melakukan kontak langsung dengan konsumen dengan tujuan untuk mengetahui kesulitan dan masalah konsumen dengan lebih detail dari segi pandang konsumen.…”

“…Adanya pengaruh ini menunjukkan semakin baik kemampuan tenaga penjual melihat sesuatu dari sudut pandang pelanggan, maka akan meningkatkan kinerja tenaga penjual. Namun hal tersebut berbeda dengan hasil studi Singh dan Das (2013), yang menyatakan bahwa hubungan antara orientasi pelanggan dengan kinerja tenaga penjual menunjukan hasil yang negatif dan signifikan. Penelitian lain yang dilakukan oleh Singh dan Venugopal (2015) menghasilkan bahwa orientasi pelanggan tidak berpengaruh terhadap kinerja penjualan dimana kinerja tenaga penjual merupakan salah satu ukuran dari kinerja penjualan.…”

“…Penelitian mendatang disarankan untuk mengembangkan variabel independen lain seperti job satisfaction (Singh dan Das, 2013) dan smart working orientation (Sari, 2014). Hal tersebut dimaksudkan agar tercapai perkembangan pemahaman mengenai hubungan orientasi pelanggan, penjualan adaptif dan kualitas hubungan tenaga penjual-pelanggan terhadap kinerja tenaga penjual.…”

The Practice of Work Culture, Suitability of Tasks, Leadership Style That has an Impact on Performance

“…How stakeholders in an organization can increase employee satisfaction above average (Alonderiene & Majauskaite, 2016). Job satisfaction that is felt to be inadequate for most workers will disrupt performance, which in turn will hinder the achievement of organizational goals (Goris, 2007;Das & Singh, 2013). This study examines relationships that affect job satisfaction "(work culture, job suitability, and leadership style)" by using indicators of the work itself, rewards received, expectations of promotion, and co-workers.…”

Influence of Supervisory Control on Salesperson Performance: Examining the Role of Adaptive Selling Behaviour as a Mediator

“…Past studies examining adaptive selling behavior on salesperson performance have largely supported the notion that ASB improves salesperson performance (Miao & Evans, 2013;Park & Deitz, 2006;Park & Holloway, 2003;Roman & Iacobucci, 2010;Singh & Das, 2013;Spiro & Weitz 1990;Weitz et al, 1986). Hence, based on the strong empirical support, it is proposed that:…”