Big Brother or big bother? E‐monitoring the salesforce

DelVecchio, Susan; Deeter‐Schmelz, Dawn R.; Anselmi, Kenneth

doi:10.1108/08858621311313893

Cited by 11 publications

(13 citation statements)

References 76 publications

(115 reference statements)

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“…Frequent e-mail and phone conversations could also be used to enhance leader-follower communication frequency and foster knowledge sharing and social support. Moreover, technology can enable remote salespeople's access to sales managers through e-monitoring, which may be used in sales to reduce the psychological and geographical gap between the sales manager and the salesperson, acknowledging that there is a need to further examine the effects of e-monitoring in sales manager-salesperson exchanges (DelVecchio et al, 2013).…”

Section: Discussionmentioning

confidence: 99%

Influencing salespeople’s work outcomes through authentic leadership

Azanza

Gorgievski

León

et al. 2018

LODJ

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Purpose The purpose of this paper is to examine the relationships between sales managers’ authentic leadership style and salespeople’s positive development. Design/methodology/approach Multilevel regression analysis was used to examine the data from 40 work teams from several Spanish retail companies (190 salespeople and 40 sales managers). Findings In line with previous studies, the analyses indicated that sales managers’ authentic leadership style as perceived by employees significantly predicted salespeople’s work engagement and psychological capital (PsyCap). Contrary to the expectations, salespeople’s perceptions of sales managers’ authentic leadership did not relate to sales managers’ self-ratings of authentic leadership, but instead related to sales managers’ gender (women were perceived as more authentic) and higher perceived frequency of leader–follower interaction. Originality/value The study contributes to the literature by testing if sales managers’ variables (gender and self-ratings of authentic leadership and perceived frequency of leader–follower interaction) predict salespeople’s perceptions of authentic leadership, which in turn, predict salespeople’s positive development (work engagement and PsyCap).

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Section: Discussionmentioning

confidence: 99%

Influencing salespeople’s work outcomes through authentic leadership

Azanza

Gorgievski

León

et al. 2018

LODJ

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“…Customer-oriented selling was measured through a three-item scale adapted from Thomas et al (2001). Shortened versions of these scales have been used in many studies, and positive evidence exists on both their reliability and validity (Bettencourt and Brown, 2003;Chakraborty et al, 2004;DelVecchio et al, 2013;MacKenzie et al, 1998). We used Roman and Iacobucci's (2010) three-item scale to measure a salesperson's customer-qualification skills.…”

Section: Methodsmentioning

confidence: 99%

“…Although no empirical ties between technology use and customer-oriented selling have yet been made in the sales literature, prior research has found that adaptive selling (Rapp et al, 2008) and customer service (Ahearne et al, 2008), which are closely related to customer-oriented selling, are enhanced by technology use. Also, recent findings from DelVecchio et al (2013) indicate that customer-oriented selling increases when the salesperson perceives that the IT system serves information purposes. We reason that technology use will positively influence the practice of customer-oriented selling behaviors by salespeople.…”

Section: The Influence Of Technology Use On Salesperson's Performancementioning

confidence: 99%

The influence of sales force technology use on outcome performance

Román

Rodriǵuez

2015

Journal of Business &Amp; Industrial Marketing

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Purpose – This paper aims to examine whether and how sales technology (ST) use helps salespeople perform better through the modification of their customer-qualification skills and customer-oriented selling behaviors. Also, the moderating role of salespeople’s technology self-efficacy is analyzed. Technological advancements have become an integral part of the personal selling process, yet the relationship between salesperson’s technology use and salesperson performance remains primarily unsubstantiated. Design/methodology/approach – Data are collected from a diverse sample of 265 salespeople across different industries. Hypotheses are tested with structural equation modeling. Findings – The results indicate that a salesperson’s customer-qualification skills and customer-oriented selling fully mediate the effect of technology use on outcome performance. In addition, salespeople high in technology self-efficacy seem to get the most out of their technology use. More specifically, the influence of technology use on customer-qualification skills and customer-oriented selling is stronger for salespeople with high rather than low self-efficacy. Interestingly, technology use only increases performance for salespeople with high self-efficacy. Originality/value – Prior evidence on the consequences of ST on performance is not conclusive. The study adds value to both managers and scholars providing new insights of the link between technology use and performance and its underlying mediating and moderating processes. Without an understanding of the ST-performance relationship, sales managers may increase ST costs but decrease potential returns.

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“…As a managerial behavior, monitoring employees can have a significant impact on employees. According to the difference in predominant purpose behind, monitoring can be classified as that which seeks to inform and develop employees or that which seeks to control and punish them (DelVecchio, Deeter-Schmelz, & Anselmi, 2013). With informational and developmental purpose, monitoring can improve employee performance by providing timely and positive performance feedback (DelVecchio et al, 2013; Moorman & Wells, 2003).…”

Section: Theory and Hypothesesmentioning

confidence: 99%

“…According to the difference in predominant purpose behind, monitoring can be classified as that which seeks to inform and develop employees or that which seeks to control and punish them (DelVecchio, Deeter-Schmelz, & Anselmi, 2013). With informational and developmental purpose, monitoring can improve employee performance by providing timely and positive performance feedback (DelVecchio et al, 2013; Moorman & Wells, 2003). On the contrary, that with controlling and punitive purpose can greatly increase work stress and dissatisfaction by pressuring employees to comply with a prescribed course of action, and emphasizing on end results (Alge, 2001; Boehle, 2000; DelVecchio et al, 2013; Parenti, 2001).…”

Section: Theory and Hypothesesmentioning

confidence: 99%

Trapped as a Good Worker: The Influence of Coercive Acquaintance Advertising on Work Outcomes

Yuan

Zeng

2018

Cornell Hospitality Quarterly

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This article examines the organization phenomenon of coercive acquaintance advertising, which is born of social media context and emerging in tourism and hospitality industry. Empirical results analyzing the multisource and time-lagged data collected from 358 travel agency employees provide general support for our hypotheses. Specifically, this article finds that the practice of coercive acquaintance advertising leads employees to suffer from interrole conflict arising from being a worker and “friend” simultaneously on their personal social media networks, which in turn can affect their job performance, job satisfaction, and turnover intention. In addition, such mediation process can be strengthened by the high-level of employee’s feedback sensitivity such that there is the moderated mediation mechanism in the relationships between coercive acquaintance advertising and employee work outcomes. The findings have theoretical and practical implications for researchers and practitioners.

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Big Brother or big bother? E‐monitoring the salesforce

Abstract: Advances

Cited by 11 publications

References 76 publications

Influencing salespeople’s work outcomes through authentic leadership

Influencing salespeople’s work outcomes through authentic leadership

The influence of sales force technology use on outcome performance

Trapped as a Good Worker: The Influence of Coercive Acquaintance Advertising on Work Outcomes

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