Examination Into the Effects of Job Satisfaction on Salesperson Deviance: The Moderating Role of Customer Orientation

Abstract

Salesperson deviance represents a significant cost to organizations throughout the world. This paper addresses a gap in the literature by examining all three dimensions of salesperson deviance (i.e., organizational deviance, interpersonal deviance and customer-directed deviance) and the moderating role of customer orientation. More specifically and using a sales personnel sample, this research extends current understanding of deviant behavior in two key areas. Our findings show (1) a negative relationship between job satisfaction and each dimension of salesperson deviance, and (2) customer orientation moderates the relationship between job satisfaction and salesperson deviance. Thus, we present a more holistic view of salesperson deviance and, in practical terms, confirm that organizational stakeholders should proactively manage the job satisfaction together with the customer orientation of their sales staff in order to avoid and/or minimize deviant behaviors.

What is Behind Counterproductive Work Behaviors in the Nursing Profession? A Systematic Review

“…The relationship between CWB and procedural injustice, such as work alienation, is relatively strong 3 Christian et al USA, 2014 [35] The aim of this study is to explore the role of moral disengagement and turnover intentions with respect to deviant work behavior A cross-sectional study was conducted on a sample of 44 nurses from a hospital system in Southwestern United States, and a sample of 52 working adults collected from an online survey system…”

“…Deviant behavior at work is one of the most prevalent problems for organizations [1][2][3]. The main feature of such behavior is a violation of ethical and moral norms, such as theft, sabotage, aggression, and physical or verbal abuse.…”

When does job dissatisfaction lead to deviant behaviour? The critical roles of abusive supervision and adaptive humour

“…That is, job-related frustration may steer employees’ energy towards negative activities, such as delaying current work practices (Devonish, 2013; Hsieh and Wang, 2016). For example, a sense of boredom may prompt dissatisfied employees to redirect their focus, away from making energy-consuming positive work contributions and towards intentionally undermining their organization’s internal functioning by being passive (Crede et al, 2007; Iacono et al, 2016). Accordingly, the likelihood that they undertake deviant behaviours should be higher to the extent that employees are less happy with their job situation.…”

“…Second, in a more general sense, this study’s focus on the moderating roles of abusive supervision and adaptive humour responds to calls to apply contingency approaches to the behavioural outcomes of negative job energy, to clarify when job adversity is more or less likely to escalate into harmful behavioural outcomes (Iacono et al, 2016; Michel and Hargis, 2017; Restubog et al, 2015; Zhang et al, 2018). This perspective complements prior research that investigates direct behavioural effects, such as studies that indicate a positive relationship between abusive supervision and workplace deviance (Liu et al, 2010; Wang et al, 2015) or a negative relationship between humour skills and work withdrawal (Mesmer-Magnus et al, 2012).…”

The Impact of Leader-Member Exchange Towards Subordinate’s Job Satisfaction in Bank X

“…Therefore, different cultures will perceive how a decision was made in a different way [23]. Different perceptions of decision making also correlates significantly with job satisfaction [24][25] [17]. In conclusion, the result from previous research cannot be generalized into subordinate form Bank X in Indonesia for different participant's backgrounds.…”