Measuring Salesperson Burnout: A Reduced Maslach Burnout Inventory for Sales Researchers

Rutherford, Brian N.; Hamwi, G. Alexander; Friend, Scott B.; Hartmann, Nathaniel N.

doi:10.2753/pss0885-3134310405

Cited by 41 publications

(14 citation statements)

References 26 publications

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“…Similar to other sales research (Darrat, Amyx, & Bennett, 2010;Hartmann, Rutherford, Hamwi, & Friend, 2013;Krush, Agnihotri, Trainor, & Nowlin, 2013;Rutherford, Hamwi, Friend, & Hartmann, 2011), a professional market research organization (i.e. MarketTools') operating an online access panel was used to collect cross-sectional survey data for this study.…”

Section: Samplementioning

confidence: 99%

Psychological contract breach's antecedents and outcomes in salespeople: The roles of psychological climate, job attitudes, and turnover intention

Hartmann

Rutherford

2015

Industrial Marketing Management

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Section: Samplementioning

confidence: 99%

Psychological contract breach's antecedents and outcomes in salespeople: The roles of psychological climate, job attitudes, and turnover intention

Hartmann

Rutherford

2015

Industrial Marketing Management

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“…Thus, the norm across extant literature is to model the burnout dimensions individually, where paths between the burnout dimensions are not estimated (Edmondson, Matthews, & Ambrose, 2019). In fact, most sales research doesn't measure all of the burnout dimensions, but rather focuses exclusively on emotional exhaustion, neglecting the investigation of models that represent all three dimensions (Rutherford, Hamwi, Friend, & Hartmann, 2011a). Given the variance in how burnout is tested in sales research, and the scope of our research as it investigates personal stressors as antecedent conditions of the three dimensions, we do not model the sequencing of the burnout dimensions.…”

Section: Salesperson Burnoutmentioning

confidence: 99%

“…The relationship between burnout and negative outcomes is well established (Rutherford et al, 2011a). In our personal stress antecedents model of burnout, we include the consequence of sales performance, largely to validate our measurement of the burnout dimensions.…”

Section: Salesperson Burnout and Performancementioning

confidence: 99%

Can’t leave it at home? The effects of personal stress on burnout and salesperson performance

Peasley

Hochstein

Britton

et al. 2020

Journal of Business Research

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Personal stress is a prevalent problem in a connected world. For salespeople, demands of a connected workplace have largely eliminated boundaries between personal and work life, allowing stress from personal issues to spill over into their work. Thus, problems of health, relationships, and finances are no longer "left at home" for salespeople. Rather, a less central workplace model (e.g., remote workplaces and mobile platforms) and 24/7 work expectations expand the workplace, which comingles personal and work demands. Utilizing a sample of 331 salespeople, we study personal stressors that cross boundaries into the workplace and find that they play a critical role in the formation of burnout across its dimensions, which leads to reduced salesperson performance. Our research contributes to the sales literature by investigating individual personal stressors via Job Demands and Conservation of Resources theories and offers insights for managers of salespeople that face both personal and work stress.

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“…Collecting data through panels has been noted as an effective way to obtain large samples from specialized groups of respondents, such as salespeople (e.g., Lohse, Bellman, and Johnson 2000;Darrat, Amyx, and Bennett 2010). Panel data are commonly used in examinations involving salespeople (e.g., Grisaffe and Jaramillo 2007;Gonzalez et al 2010;Rutherford et al 2011) and 'high-quality business journals have become replete with online panel data' (Darrat, Amyx, and Bennett 2010, 243).…”

Section: Methodsmentioning

confidence: 99%

Contingent cross-selling and up-selling relationships with performance and job satisfaction: an MOA-theoretic examination

Johnson

Friend

2014

Journal of Personal Selling & Sales Management

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Cross-selling and up-selling are common sales strategies firms use to increase the revenue their salespeople garner from customers. However, these sales approaches are difficult to implement and a large percentage of these programmes fail. Examinations of cross-selling and up-selling traditionally rely on transactional databases which do not assess the salesperson's orientations and attitudes. To overcome this limitation, the authors capture the behavioural tendencies towards cross-selling and up-selling by salespeople and embed them within a motivation-opportunity-ability (MOA) theoretical framework. Variables which fit an MOA categorization moderate the efficacy of cross-selling and up-selling on performance and job satisfaction. Using a multi-industry sample of 224 business-to-business salespeople, findings indicate a unique subset of factors differentially interact with cross-selling and up-selling in predicting performance and job satisfaction.

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Measuring Salesperson Burnout: A Reduced Maslach Burnout Inventory for Sales Researchers

Cited by 41 publications

References 26 publications

Psychological contract breach's antecedents and outcomes in salespeople: The roles of psychological climate, job attitudes, and turnover intention

Psychological contract breach's antecedents and outcomes in salespeople: The roles of psychological climate, job attitudes, and turnover intention

Can’t leave it at home? The effects of personal stress on burnout and salesperson performance

Contingent cross-selling and up-selling relationships with performance and job satisfaction: an MOA-theoretic examination

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