The relationship of facets of salesperson job satisfaction with affective organizational commitment

Abstract

PurposeThis paper aims to examines the relationships between various facets of salesperson job satisfaction as assessed by the INDSALES measure and salesperson organizational commitment. The paper also seeks to explore salesperson gender as a moderator of the relationship between facets of job satisfaction and organizational commitment.Design/methodology/approachThis study uses survey research of one firm's business‐to‐business salespeople to examine the relationships between facets of salesperson job satisfaction and salesperson organizational commitment.FindingsStudy results indicate that various facets of job satisfaction are more strongly related to organizational commitment. Findings also indicate that these relationships are not the same for male and female salespeople.Practical implicationsFindings demonstrate to sales managers that not all types of satisfaction are related to organizational commitment, which has been strongly linked to a salesperson's propensity to leave an organization. Further, various facets of satisfaction such as pay and promotion are more important to men than to women. Women find that satisfaction with co‐workers is more closely related to organizational commitment than it is for men. These findings have significant relevance to sales managers.Originality/valueThe relationship between facets of job satisfaction and organizational commitment has not been extensively researched. This is true even though these are two very important issues when dealing with sales force management. Likewise, the issue of men and women valuing different types of satisfaction to varying degrees has not been thoroughly examined in the business‐to‐business sales force literature.

A associação das atitudes de chefes e clientes com a satisfação dos vendedores com o trabalho

“…A escala desenvolvida por Churchill, Ford e Walker (1974) é considerada uma das melhores escalas para mensurar a satisfação com o trabalho do vendedor, devido à abrangência dos itens de cada dimensão (Boles, et al,2007;Nonis & Erdem, 1997). Apesar de a INDSALES ser completa, Childers e Ferrell (1979) propuseram uma versão reduzida dessa escala com 61 itens, com o mesmo formato e mantiveram as sete dimensões propostas por Churchill, Ford e Walker (1974), ressaltando que essa redução não comprometeu a validez da escala (Comer, Machleit&Lagace, 1989).…”

A Data Envelopment Analysis Approach for Measuring the Efficiency of Employees: A Case Study

“…It is also proved that organisational commitment correlates highly with valuable organisational commitment, including job performance ratings, low intent to search for a new job, and lower turnover [11]. By understanding commitment, HRM practitioners will be in a better position to anticipate the impact of a particular policy or practice on the organisation [11,12]. High levels of organisational commitment provide a clear focus for human resource managers on the grounds that commitment is in itself a good and positive thing that should lead to high levels of work performance [9].…”

“…Job satisfaction has also been an interesting subject for researchers seeking to understand employees' behaviours and attitudes [12]. Job satisfaction is directly related to organisational commitment [16], and is also directly [7] or indirectly [16] related to turnover intentions [12]. To measure 'job satisfaction' accurately, a number of criteria related to the job should be evaluated in order to consider a broad range of employee beliefs and attitudes towards the job.…”

“…It is the extent to which one feels positively or negatively about the intrinsic and/or extrinsic aspects of one's job [15]. Job satisfaction has also been an interesting subject for researchers seeking to understand employees' behaviours and attitudes [12]. Job satisfaction is directly related to organisational commitment [16], and is also directly [7] or indirectly [16] related to turnover intentions [12].…”

The effect of the organizational socialization on organizational commitment and turnover intention with regard to moderate effect of career aspirations intention

“…Turnover intentions are the instant connection to turnover behavior (Boles et al, 2007). Indirect costs of turnover include diminution in morale among remaining staff, work overload, and loss of social capital.…”