Determinants of Sales Force Performance in Banking Sector: A Case of Malaysia

Kosim, Zunarni; Ahmad, Nor Hayati; Choo, Tan Sek

doi:10.22610/imbr.v8i4.1389

Cited by 2 publications

(4 citation statements)

References 34 publications

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“…This finding of sales orientation in banking is in line with the discussion found in the literature. As explained by (Kosim, et al, 2016), sales skills of banking employees become a very important banking function. Managers evaluate bankers primarily on salesmanship, and secondarily on customer service.…”

Section: Discussionmentioning

confidence: 99%

“…Banks require their employees to develop a long-term bond with customers and implement the snowballing strategy. This gives rise to the need for talent who could act as a trusted advisor to such affluent customers and provide them with a diverse range of banking products and services which are cost-effective and technologically accessible (Kosim et al, 2016). Such demand has led to the requirements of different skills and abilities (see Figure 1).…”

Section: Talent As the Combination Of Skills Ability And Attitudementioning

confidence: 99%

“…Banks' focus on sales can be explained by means of different reasons. Firstly, this is the activity that directly contributes to banks' performance and mostly relates to their strategic objectives (Kosim et al, 2016). Secondly, the interviewees shared that banks have a wide range of jobs that are considered as sales such as credit specialists, customer relationship executives, business customer consultants, investment counsellor and even counters etc.…”

Section: Talent In the Banking Sector Related To Salesmentioning

confidence: 99%

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Talent Conceptualization and Talent Management Approaches in the Vietnamese Banking Sector

Dang¹,

Nguyen²,

Habaradas³

et al. 2020

JAFEB

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The research postulates the conceptualization of talent in the Vietnamese banking sector via examining the factors pertaining to the concept of talent and talent management (TM) in the sector. This study applied qualitative research methods. A total of 20 managers and directors of ten banks (three public, four private and three foreign banks) were recruited for semi-structured interviews. The findings revealed that a combination of interconnected soft skills, learning ability, flexibility, technology adaptability, integrity and risk management skills contributes to talent identification. Managers in some private banks construed talent to be commensurate with high performance and high potential, whereas managers in public banks and foreign banks mainly relied on performance results in talent recognition. Moreover, talented employees holding sales-related jobs are given the most attention by management in the studied banks. Regarding practical implications, the banking community and practitioners' focus should be imparted to soft skills development and integrity control in order to foster employee performance and attitudes. Attention should be paid not only to sales positions, but also to other positions within the bank. This study is one of a few which explores talent concepts and TM approaches in the banking sector in general and Vietnamese banking field in particular.

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Section: Discussionmentioning

confidence: 99%

Section: Talent As the Combination Of Skills Ability And Attitudementioning

confidence: 99%

Section: Talent In the Banking Sector Related To Salesmentioning

confidence: 99%

See 1 more Smart Citation

Talent Conceptualization and Talent Management Approaches in the Vietnamese Banking Sector

Dang¹,

Nguyen²,

Habaradas³

et al. 2020

JAFEB

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“…Also, yearly report and account statement of CBN (2013) shows an overall drop in deposits by DMBs by 19.9%, which was somewhat linked to the fall in customers' deposits that fiscal year. Kosim et al (2016) in a bank-based investigation in India report that 53.3% of salespersons achieved target performance. Why is FS increasingly failing to the hit assigned performance threshold in DMBs?…”

Section: Introductionmentioning

confidence: 99%

Determinants of field salespersons’ sales performance in deposit money banks: Does organizational commitment mediate?

Idoko

Nebo

Ukenna

2020

Banks and Bank Systems

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Field salespersons’ disengagement in deposit money banks (DMB) in Sub-Saharan Africa (SSA) has maintained an upward trajectory. Failures in sales target delivery mostly take the blame. Despite the obvious implications of non-target delivery for DMBs’ financial health, there is under-reportage culminating in little understanding regarding those factors that predict field salespersons’ performance from typical SSA settings. This paper bridges the gap by empirically examining antecedents of field salespersons’ sales target performance in DMBs in Nigeria that is alarmingly competitive and significantly characterized by physical-cash-transactions. Also, it examines the mediating effect of organizational commitment regarding identified antecedents on FS sales target performance in DMBs. A sample of 334 field salespersons from 17 DMBs in Southeastern Nigeria was surveyed using a self-administered questionnaire. The data collected were analyzed using a structural equation modeling approach with the aid of Analysis of Moment Structures (AMOS) 25.0 software concerning hypothesized paths in the research model. Reliability, convergence and discriminant validity were checked. Significant and positive relations regarding motivation, aptitude, and job satisfaction were confirmed; nevertheless, role perceptions and work environment show a negative and significant effect on sales target actualization. Skill-set shows no statistical support. Organizational commitment as a mediator shows a complementary partial mediation effect on determinants and sales target performance. Understanding both economic and human-inclined variables is crucial to improving the performance of field salespersons. Theoretical implications and directions for further research were proposed. AcknowledgmentThe authors express their deep gratitude to Prof. A. D. Nkamnebe of the Department of Marketing, Nnamdi Azikiwe University, Nigeria, for reviewing the manuscript and suggestions for improving the quality of the paper.

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Determinants of Sales Force Performance in Banking Sector: A Case of Malaysia

Cited by 2 publications

References 34 publications

Talent Conceptualization and Talent Management Approaches in the Vietnamese Banking Sector

Talent Conceptualization and Talent Management Approaches in the Vietnamese Banking Sector

Determinants of field salespersons’ sales performance in deposit money banks: Does organizational commitment mediate?

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