Neglected Burnout Dimensions: Effect of Depersonalization and Personal Nonaccomplishment on Organizational Commitment of Salespeople

Hollet-Haudebert, Sandrine; Mulki, Jay Prakash; Fournier, Christophe

doi:10.2753/pss0885-3134310404

Cited by 55 publications

(47 citation statements)

References 20 publications

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“…The RMSEA value of 0.069 below the cutoff level of 0.08 recommended by Kelly (2007) also indicates a good fit. The goodness of fit index (GFI) at 0.87 exceeds the threshold values of 0.8 recom-mended in the literature (Hollet-Haudebert, Mulki, and Fournier 2011). Normed fit index (NFI) at 0.97, non-normed fit index (NNFI) at 0.97, parsimony normed fit index (PNFI) at 0.84, comparative fit index (CFI) at 0.97, incremental fit index (IFI) at 0.97, and relative fit index (RFI) at 0.95 exceed the recommended cutoff level of 0.9 (Tsaur and Wang 2011).…”

Section: Model Fit Assessmentmentioning

confidence: 88%

Entrepreneurial Orientation and Service Innovation on Consumer Response: A B&B Case

Wang¹,

Juan²

2015

Journal of Small Business Management

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Section: Model Fit Assessmentmentioning

confidence: 88%

Entrepreneurial Orientation and Service Innovation on Consumer Response: A B&B Case

Wang¹,

Juan²

2015

Journal of Small Business Management

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“…Burnout also affects interpersonal relationship with others within and outside an organization (Singh, Suar, & Leiter, 2012). Studies suggested that burnout causes employees to develop a negative attitude toward customers, co-workers, managers, and organization (Hollet-Haudebert, Mulki, & Fournier, 2011). It also deteriorates relationship with family members, which can lead to intensifying work2family conflict (Michel, Kotrba, Mitchelson, Clark, & Baltes, 2011).…”

Section: Job Burnout and Job Satisfactionmentioning

confidence: 98%

The contributions of mindfulness meditation on burnout, coping strategy, and job satisfaction: Evidence from Thailand

Charoensukmongkol

2013

Journal of Management & Organization

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The present study examined the contributions of mindfulness meditation practice on job burnout, a choice of stress coping styles, and job satisfaction. The online survey data were obtained from 93 meditation practitioners and 54 non-practitioners in Thailand (total n 5 147). Results from partial least squares regression suggested that respondents who had regularly practiced mindfulness meditation tended to report lower burnout. In addition, they tended to adopt more problemfocused coping and less emotion-focused coping in order to deal with work-related stress. The author also found that regular mindfulness meditation practice also contributed indirectly to higher job satisfaction.

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“…However, MO implementation is a complex information generation and dissemination process. Problems with role perception, such as role ambiguity and role conflict resulting from boundary spanning positions, are likely to moderate the IMOperformance relationship (e.g., Hollet-Haudebert, Mulki and Fournier 2011;Noble 2008;Singh and Rhoads 1991). A salesperson who experiences conflicting views brought on by lack of information or differences in expectations may try to obtain more information by exploiting different communication channels (Kahn et al 1964) to perform the sales tasks adequately.…”

Section: The Effect Of Individual Market Orientation On Sales Performmentioning

confidence: 98%

The Effect of Individual Market Orientation on Sales Performance: An Integrated Framework for Assessing the Role of Formal and Informal Communications

Lai¹

2016

Journal of Marketing Theory and Practice

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To gain competitive advantages, companies expect their sales forces to execute selling strategies consistent with their market-oriented culture. Drawing on understandings of market orientation, organizational communication, and role theory, the author develops an integrated framework demonstrating the performance impact of individual market orientation (IMO) through formal and informal communications. This article also considers the moderating effects of role ambiguity and role conflict in the IMO-performance relationship. Five propositions are developed to bring new insights to these complex and important relationships and to encourage future research into the nature of frontline communication in the implementation of market orientation.Market orientation (MO), also known as organizational culture, provides norms that guide a firm's marketing implementation process in order to effectively create superior customer value and continually respond to market needs (Narver and Slater 1990;Slater and Narver 1995). In the past two decades, research in this area has made considerable contributions to the conceptualization of MO (Kohli and Jaworski 1990), its measurement (Deshpandé and Farley 1998; Kohli, Jaworski, and Kumar 1993), its impact on organizational performance and overall business strategies (Haugland, Myrtveit, and Nygaard 2007;Kirca, Jayachandran, and Bearden 2005), and its impact on a firm's relations with stakeholders (Ferrell et al. 2010). However, although prior research has greatly advanced understanding of MO antecedents and performance outcomes, there are important voids in the literature.With regard to the underlying mechanisms that link MO and organizational performance, research has unveiled several mediators: organizational innovativeness (Im and Workman 2004;Ledwith and O'Dwyer 2009), organizational learning (Gebhardt, Carpenter, andSherry 2006;Hult, Ketchen, and Slater 2005), operational efficiency (Chang et al. 1999), and relationship commitment (Taylor et al. 2008). A successful MO requires an effective information dissemination process by which a market-oriented culture is transferred and innovative ideas in response to changes in customer needs are communicated (Homburg, Krohmer, and Workman 2004;Homburg and Pflesser 2000). However, prior research has not thoroughly examined the mediating role of communications in MO implementation. Importantly, frontline employees, such as salespeople, play a critical role in this process because of their privilege of interacting with customers. They learn constantly from the marketplace, and communicate the received information about the firm's offerings throughout the organization to keep pace with customers' changing needs. A combination of formal and informal communications is advantageous to salespeople to maximize the quality and quantity of the market information (Maltz and Kohli 1996). A market-oriented salesperson, therefore, should capitalize on different forms of communication (i.e., formal and informal) to exchange information between custome...

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Neglected Burnout Dimensions: Effect of Depersonalization and Personal Nonaccomplishment on Organizational Commitment of Salespeople

Cited by 55 publications

References 20 publications

Entrepreneurial Orientation and Service Innovation on Consumer Response: A B&B Case

Entrepreneurial Orientation and Service Innovation on Consumer Response: A B&B Case

The contributions of mindfulness meditation on burnout, coping strategy, and job satisfaction: Evidence from Thailand

The Effect of Individual Market Orientation on Sales Performance: An Integrated Framework for Assessing the Role of Formal and Informal Communications

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