JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about JSTOR, please contact support@jstor.org. This content downloaded from 169.230.243.252 on Wed, 01 Apr 2015 20:30:40 UTC All use subject to JSTOR Terms and Conditions Robert F. Lusch & Ray R. Serpkenci Personal Differences, Job Tension, Job Outcomes, and Store Performance: A Study of Retail Store
ManagersThe authors investigate the relationships between four personal difference variables and job outcomes of retail store managers. They also investigate the influence of job tension on managerial performance and of the manager's performance on the financial performance of the retail store. Empirical results indicate that achievement orientation and inner-and other-direction of retail store managers have important direct as well as moderating influences on key job processes and outcomes. Empirical results demonstrate the critical influence of managerial effectiveness on retail store performance. FFECTIVE management of human resources in retailing is critically important for achieving a competitive market position and a high rate of return. It is of special concern at the store level because both the creation and exchange of value in retailing are decidedly "local" phenomena. However, studies directed towards a better understanding of the job processes and job outcomes of this workforce are few and far between. Especially disturbing is the paucity of research on the antecedents and consequences of job outcomes for store managers.The store manager has a unique influence on the achievement of organizational objectives. At the local level, he or she is simultaneously a merchandiser, a salesperson, a financial officer, a marketer, and a supervisor of other employees. The manager is also a key intelligence gatherer and a market researcher in the store's trading area, as well as a modest strategist for the store. It is disheartening to observe that, with few exceptions (e.g., Nordstrom, Wal-Mart, The Limited), most retail firms are not cognizant of the significance of this key actor. This is unfortunate, as no retail strategy is likely to succeed without dedicated execution by these people at the "front lines."As Lucas (1985) points out, most job outcomes research in retailing has centered on understanding the correlates of role perceptions and job outcomes of department managers or salesclerks rather than store managers (e.g., Donnelly and Etzel 1977; Dubinsky and Mattson 1979; Oliver and Brief 1977-78; Teas 1982). Recent research, however, indicates that there may be significant differences in these relationships, depending on the task characteristics and the occupational level in the organization (e.g., Fisher and Gitelson 1983; Jackson and Schuler 1985; Lucas 1985; Van Sell, Brief, and Schuler 1981). Therefore, though the results...