The Effects of Job Autonomy, Customer Demandingness, and Trait Competitiveness on Salesperson Learning, Self-Efficacy, and Performance

Wang, Guangping; Netemeyer, Richard G.

doi:10.1177/00970302030003003

Cited by 142 publications

(188 citation statements)

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“…The response rate was 17.83%, yielding a total of 275 returned surveys. This response rate is comparable to other studies involving examinations of multi-company salespeople (Chakrabarty et al 2010;Miao and Evans 2007;Wang and Netemeyer 2002).…”

Section: Sample and Data Collectionsupporting

confidence: 85%

“…These three items are theoretically grounded in the self-report salesperson performance scale developed by Behrman and Perreault (1982) and have been used by several studies that adapted this scale to assess salesperson performance (e.g., Behrman and Perreault 1984;Challagalla and Shervani 1996;Jones et al 2007;Sujan et al 1994). Self-report salesperson performance measures have also been used by many other studies in the marketing literature (e.g., Homburg et al 2011;Larson et al 2008;Shannahan et al 2013;Wang and Netemeyer 2002). As shown in the meta-analysis by Churchill et al (1985), self-report measures of salesperson performance essentially give the same results as performance evaluations provided by managers and peers.…”

Section: Methodsmentioning

confidence: 99%

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The curvilinear and conditional effects of product line breadth on salesperson performance, role stress, and job satisfaction

Johnson

Sohi

2013

J. of the Acad. Mark. Sci.

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Section: Sample and Data Collectionsupporting

confidence: 85%

Section: Methodsmentioning

confidence: 99%

The curvilinear and conditional effects of product line breadth on salesperson performance, role stress, and job satisfaction

Johnson

Sohi

2013

J. of the Acad. Mark. Sci.

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“…This message has a positive effect on employees' self efficacy. Wang and Netemeyer (2002) test the effects of job autonomy and self efficacy. The result showed a positive association between job autonomy and self efficacy.…”

Section: Hypothesis 1: Job Autonomy Is Positively Related To Job Perfmentioning

confidence: 99%

The Effects of Job Autonomy on Work Outcomes: Self Efficacy as an Intervening Variable

Saragih¹

2011

IRJBS

123

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The purpose of this research was to examine the relationship between job autonomy and work outcomes (job performance, job satisfaction and job stress), self efficacy as a mediating variable. This research also investigated the impact of job satisfaction on job performance and job stress on job performance. Variables in this research were measured via a survey of 190 banking salespersons in D.I. Yogyakarta and Solo. Structural Equation Modeling (SEM) were used to examine the effects of job autonomy on work outcomes, job satisfaction on job performance, and job stress on job performance. Results showed that the estimated model in this research is acceptable based on its score of the goodness of fit index. The structural relationship showed that job autonomy significantly related to job satisfaction and performance, but not significant with job stress.It also showed that self efficacy partially mediated the relationship between job autonomy and job satisfaction, and job performance. In addition, this research found that self efficacy not mediated the relationship between job autonomy and job stress. There was no significant relationship between job autonomy and job performance but this research showed that job satisfaction significantly related to job performance. Finally, these results had an important implication to managers in designing job.

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“…As many positive outcomes of learning generally accrue in the medium to long run, as opposed to the short run, many businesses may approach training and learning activities rather cautiously (Zhou et al, 2015). In particular, sales managers tend to concentrate on short term objectives and try to get out as much as possible from their sales staff in the short-run (Sujan et al, 1994;Wang & Netemeyer, 2002).…”

Section: Business Management and Strategymentioning

confidence: 99%

The Influence of Critical Success Factors on B2B Sales Performance and the Mediating Role of Social Intelligence

Aydın

Koç

Kaya

2017

BMS

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In this study; the characteristics of sales representatives related to their sales performance such as learning orientation, customer orientation, intrinsic motivation, hardworking and technical expertise were defined as "Critical Success Factors in Selling" and the mediating role of social intelligence between these and sales performance were investigated. Data ISSN 2157-6068 2017 www.macrothink.org/bms 2 collected from 376 sales representatives from 125 different companies showed that social intelligence has strong influence over sales performance and plays a mediating role between critical success factors in selling and sales performance. Business Management and Strategy

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The Effects of Job Autonomy, Customer Demandingness, and Trait Competitiveness on Salesperson Learning, Self-Efficacy, and Performance

Cited by 142 publications

References 0 publications

The curvilinear and conditional effects of product line breadth on salesperson performance, role stress, and job satisfaction

The curvilinear and conditional effects of product line breadth on salesperson performance, role stress, and job satisfaction

The Effects of Job Autonomy on Work Outcomes: Self Efficacy as an Intervening Variable

The Influence of Critical Success Factors on B2B Sales Performance and the Mediating Role of Social Intelligence

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