Salespersons' self-monitoring, psychological capital and sales performance

Wang, Xiaoyan; Li, Ping; Zheng, Yi; Jiang, Ling

doi:10.1108/apjml-04-2020-0262

Cited by 6 publications

(7 citation statements)

References 38 publications

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“…As predicted, we found a positive relationship between self-monitoring and employee performance rating. These findings are consistent with earlier work on self-monitoring and subjective performance ratings (Caldwell and O'Reilly, 1982; Samenfink, 1994; see also Day et al , 2002; Deeter-Schmelz and Sojka, 2007; Wang et al , 2021). However, another stream of research suggests that self-monitoring is not related to employee performance (for instance, Semadar et al , 2006).…”

Section: Discussionsupporting

confidence: 91%

“…Individuals with high self-monitoring possess a high level of situational awareness and act as social chameleons, tailoring their behaviors according to situational needs, while individuals with low self-monitoring prefer to be “true” to themselves and show less concern toward the appropriateness of their behaviors (Gangestad and Snyder, 2000). It is because of these attributes that the research suggests that self-monitoring is a preferable trait for employees working in frontline service jobs (Heskett, 1986; Samenfink, 1991, 1994; Wang et al , 2021). Research evidence suggests mixed results for the relationship between employees' self-monitoring characteristics and their workplace outcomes.…”

Section: Introductionmentioning

confidence: 99%

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Do self-monitors experience less emotional exhaustion? Testing the role of supervisor-rated performance and perceived competitive climate

Quratulain

Ejaz

Khan

2021

JSTP

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PurposeThe purpose of this research is to examine frontline employees' self-monitoring personality as an antecedent of their emotional exhaustion and how supervisor-rated performance mediates this relationship. In addition, the authors explored the moderating role of perceived competitive climate on the indirect relationship between self-monitoring and emotional exhaustion.Design/methodology/approachTwo hundred and thirty-seven frontline employees and their immediate supervisors working in hospitality organizations responded to the survey using time lagged research design. Measurement model was tested using confirmatory factor analysis to assess the distinctiveness of study constructs, and proposed moderated mediation model was tested using Process macro.FindingsResults show that high self-monitoring leads to high supervisor-rated performance, and this relationship is stronger in highly competitive work climate. The supervisor-rated performance was negatively related to emotional exhaustion.Originality/valueThis study is the first to examine the interaction effects of self-monitoring and perceived competitive climate on frontline employees' performance and emotional exhaustion, particularly in the frontline jobs. Supervisor-rated performance has not been previously theorized or researched as an underlying mechanism of the effect of self-monitoring on emotional exhaustion.

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Section: Discussionsupporting

confidence: 91%

Section: Introductionmentioning

confidence: 99%

Do self-monitors experience less emotional exhaustion? Testing the role of supervisor-rated performance and perceived competitive climate

Quratulain

Ejaz

Khan

2021

JSTP

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“…Adaptive selling behavior and sales performance Previous research has highlighted the importance of adaptive selling behavior (Wang et al, 2021;Wisker and Poulis, 2015;Park and Deitz, 2006). According to the personal selling literature, adaptive selling enhances the salesperson's daily performance, closing ratios and sales unit efficiency (Wisker and Poulis, 2015).…”

Section: Salesperson Outcomesmentioning

confidence: 99%

Examining the consequences of adaptive selling behavior by door-to-door salespeople in the Korean cosmetic industry

Amenuvor

Boateng

2021

APJML

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PurposeThis paper aims to assess the effect of adaptive selling behavior on customer outcomes, mutual outcomes and salesperson outcomes.Design/methodology/approachThe respondents were salespeople and customers in selected door-to-door cosmetics companies in South Korea. A questionnaire was used to collect the data. Structural equation modeling was used to analyze the data in this study.FindingsFindings show that adaptive selling behavior positively affects customer satisfaction, customer loyalty, sales performance, job satisfaction and relationship quality. These findings suggest that adaptive selling is crucial for the firm's survival depending on the industry and the product. Additionally, unlike previous studies, the authors use salespeople's self-reporting responses and customer-reporting of salespeople, which further enhances the richness and uniqueness of the results.Originality/valueStudies investigating mutual outcomes of adaptive selling behavior are scarce. The study also emphasizes that adaptive selling behavior enhances salesperson outcomes and customer outcomes and primarily uses dyadic data between door-to-door salespeople and their customers, which is not very common.

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“…The salesperson's complex and boundary-spanning functions have been highlighted in the extant literature (Yi et al , 2021; Wang et al , 2021; Locander et al , 2014; Waheed and Gaur, 2012). When salespeople perform their selling activities effectively, it improves the firm's performance outcomes.…”

Section: Introductionmentioning

confidence: 99%

Antecedents of adaptive selling behaviour: a study of the Korean cosmetic industry

Amenuvor¹,

Yi²,

Boateng³

2021

APJML

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PurposeThis paper examines the antecedents of adaptive selling behavior empirically from the salespeople's, customers', and firms' perspectives.Design/methodology/approachSurvey design was used for this study. Data from 219 salespeople and their visiting customers in selected cosmetics companies in Korea are used to test the conceptual model using structural equation modeling.FindingsFindings show that intrinsic motivation, empathy, and product knowledge are germane to adaptive selling behavior among salesperson-level factors. Similarly, among the customer-level factors, the length of the relationship between salespeople and customers positively affects adaptive selling behavior. Also, while supervisory empowerment among the organizational-level factors significantly predicts adaptive selling behavior, supervisory control has a negative effect on adaptive selling behavior. The study finds that emotional intelligence and customer value demandingness do not significantly affect adaptive selling behavior.Originality/valueEven though there is extant research on adaptive selling behavior, our research differs from previous research because our research focuses on door-to-door personal selling channels. Furthermore, this study departs from previous research because it uses customer-reporting of the salespeople and salespeople's self-reporting responses.

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Salespersons' self-monitoring, psychological capital and sales performance

Cited by 6 publications

References 38 publications

Do self-monitors experience less emotional exhaustion? Testing the role of supervisor-rated performance and perceived competitive climate

Do self-monitors experience less emotional exhaustion? Testing the role of supervisor-rated performance and perceived competitive climate

Examining the consequences of adaptive selling behavior by door-to-door salespeople in the Korean cosmetic industry

Antecedents of adaptive selling behaviour: a study of the Korean cosmetic industry

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