The Mediating Role of Sales Performance in the Effect of Antecedents on Sales Force Satisfaction: In the Case of Top Three Chain Retail Stores Operating in Ethiopia

Abstract

The objective of this study is to investigate the effect of antecedent variables on salesforce Job satisfaction mediated by salesforce performance. Data were gathered using a structured questionnaire from top three chain retail stores engaged in retailing business operating in Ethiopia. Although a total of 450 questionnaires were distributed to sales persons of these companies, 380 questionnaires were returned and used at the end of the data collection process, which gave the response rate of 84 per cent. The ability, effort, self-efficacy, and job core characteristics have a significant Pearson correlation of 0.493, 0.105, 0.288, and 0.391 respectively at 0.01 confidence interval with sales performance. On the other hand, five constructs of the study ability, effort, self-efficacy, fixed compensation, and job core characteristics influenced sales performance significantly at 95% confidence interval with a sig. level of 0.000, 0.004, 0.002, 0.000, and 0.000 respectively. The result of the study indicated that six variables which are ability, effort, self-efficacy, fixed compensation, job core characteristics, and sales performance influenced job satisfaction significantly at 95% confidence interval with a sig. level of 0.000 for all variables.

A sequential logic model between sales performance and salesperson satisfaction in B2B markets

“…In particular, the research model structures objective sales performance nomologically before subjective sales performance (H1), to capture the notion that a subjective appraisal in some way reflects the consideration of objective magnitudes (Rich et al, 1999). Also, as indicated, we posit salesperson satisfaction as a function of their performance (H2 to H5), in line with Jaramillo, Walker et al (1977), Jaramillo et al (2005), Imiro (2018) or Kwak et al (2019). Finally, consistent with Rodríguez, Collado and San Martin ( 2006), economic satisfaction is positively associated with non-economic satisfaction (H6).…”

“…The importance of this study on sales performance and salesperson satisfaction and this interrelationship has been recognized in early studies with both managerial and academic perspectives (Bagozzi, 1978; Sohi, 1996). From its beginnings and up to the present, the sales literature has shown wide interest, but inconsistent and even controversial findings (Bakotić, 2016; Imiro, 2018) regarding these two issues and their causality in results from B2B sales settings (e.g. Alessandri, Borgogni and Latham, 2017; Bagozzi, 1980; Bakotić, 2016; Behrman and Perreault, 1984; Brown and Peterson, 1993, 1994; Johnson and Jaramillo, 2017; Singh and Das, 2013).…”

“…Furthermore, even salesperson performance has been positively associated in the literature with job satisfaction (Bagozzi, 1980; Imiro, 2018; Michaels, Day and Joachimsthaler, 1987). However, the evidence seems quite weak (Bakotić, 2016; Brown and Peterson, 1993) and researchers have raised concerns about the construct measurements (Yu and Pysarchik, 2002).…”

“…In particular, in the literature salesperson performance has been associated, with job satisfaction (Bagozzi, 1980; Christen, Iyer and Soberman, 2006; Imiro, 2018), but with no clear agreement of its causality (Singh and Das, 2013; Rajabi, Boles, Alejandro and Sarin, 2019). This may be a result of the way these research issues have been measured (Christen, Iyer and Soberman, 2006; Chonko, Loe, Roberts and Tanner, 2000; Jaramillo et al , 2005).…”