The role of overload on job attitudes, turnover intentions, and salesperson performance

The curvilinear and conditional effects of product line breadth on salesperson performance, role stress, and job satisfaction

“…This finding has been validated in other studies (e.g., MacKenzie et al 1998). However, studies have also found non-significant effects of role conflict, role ambiguity, and role overload on salesperson performance (e.g., Babakus et al 1996;Brown and Peterson 1993;Jones et al 2007). For this study, based on the dominant logic that role stressors adversely affect performance, we test the following hypothesis:…”

“…This can create a sense of role overload when they perceive that their role demands exceed their motivation and ability to perform their jobs (Singh 1998). While the literature has investigated role overload at a more general level impacted by factors both inside and outside the work environment (Beehr et al 1976;Jones et al 2007;Singh 1998), salespeople can also experience overload directly related to the sales job (Babakus et al 1999;Oliver and Anderson 1994). This type of role overload, which we refer to as boundary-spanning task overload, is the extent of overload perceived by salespeople related to their sales-related tasks and activities.…”

“…As role stress variables can affect the performance and job satisfaction of salespeople (Brown and Peterson 1993;Jaramillo et al 2006;Jones et al 2007), this is a consideration that needs to be added to dialogue on product line breadth decisions. Additionally, job satisfaction's impact on salesperson wellbeing and turnover intentions is well-espoused (Jones et al 2007). Therefore, the indirect impact of product lines on salesperson job satisfaction, through their effects on performance and role stress, is of key concern.…”

The Mediating Effects of Job Satisfaction on Role Stressors and Affective Commitment

“…This argument has been supported by previous research (For example, Abdalla, 1991; Singh et al, 1994;Fox et al, 1993;Jones et al, 2007;Yousef, 2002b;Karsh et al, 2005). Therefore, it could be hypothesized that:…”

Challenge-Stress and Hindrance-Stress in the Southeast Asian Hotel Sector

“…As stated earlier, hindrance stress contributed to a high degree of employees work dissatisfaction (Jones, Chonko, Rangarajan, & Roberts, 2007) and it would manifest itself in an increase in the employees desire to leave the organization (Jones et al, 2007;Mohr & Puck, 2007;Golbasi, Kelleci, & Dogan, 2008). These views have been throughly studied by Nadiri & Tanova (2010), who concluded that job satisfaction had a significant positive relationship with job performance.…”