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An Empirical Assessment of Salesperson Motivation, Commitment, and Job Outcomes
Thomas N. Ingram, Keun S. Lee and Steven J. Skinner
The Journal of Personal Selling and Sales Management
Vol. 9, No. 3 (Fall, 1989), pp. 25-33
Published by: Taylor & Francis, Ltd.
Stable URL: http://www.jstor.org/stable/40471342
Page Count: 9
You can always find the topics here!Topics: Sales management, Marketing, Sales personnel, Personal selling, Motivation research, Job performance, Motivation, Factor analysis, Self esteem, Conceptual frameworks
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This study contributes to the efforts to integrate work commitment constructs into the long-dominant expectancy theory framework of salesforce motivation and performance. Responses were gathered from 231 industrial salespeople in order to: 1) provide evidence concerning discriminant and convergent validity of two measures of work commitment and 2) distinguish expectancy and commitment constructs; and investigate the relationships between motivation, commitment, and two important outcomes—effort and performance. The results of the study indicate that conceptual and empirical differences do exist between commitment variables and expectancy-based motivation variables. Job commitment and extrinsic motivation are found to be related to salesperson effort, which in turn is related to salesperson performance.
The Journal of Personal Selling and Sales Management © 1989 Taylor & Francis, Ltd.