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EI training and sales performance during a corporate merger

EI training and sales performance during a corporate merger Purpose – The purpose of this paper is to examine statistically the efficacy of an emotional intelligence (EI) training program on sales performance and emotional intelligence in a group of salespeople. Design/methodology/approach – An experimental, repeated measures/between‐groups design was used (training group ( n =29) and a control group ( n =21)). The dependent variables were sales performance, self‐report EI and rater‐report EI. The data were analysed based on a series of split‐plot ANOVAS. Findings – Rater‐reported EI correlated with sales performance at r =0.32. The EI training group also demonstrated increases in both self‐ and rater‐report EI equal to approximately a Cohen's d =−0.45, in comparison to the control group. Finally, the EI training group outperformed the control group by approximately 9 per cent ( p <0.05) in sales performance. Research limitations/implications – The long‐term beneficial effects of the EI training program on sales performance are not known. Practical implications – Human resource practitioners and coaches may consider implementing an EI training program to facilitate performance in sales people. Originality/value – This is the first study to examine the effects of an EI training program using a rigorous experimental methodology and an objective measure of sales performance. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Cross Cultural Management: An International Journal Emerald Publishing

EI training and sales performance during a corporate merger

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Publisher
Emerald Publishing
Copyright
Copyright © 2012 Emerald Group Publishing Limited. All rights reserved.
ISSN
1352-7606
DOI
10.1108/13527601211195655
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to examine statistically the efficacy of an emotional intelligence (EI) training program on sales performance and emotional intelligence in a group of salespeople. Design/methodology/approach – An experimental, repeated measures/between‐groups design was used (training group ( n =29) and a control group ( n =21)). The dependent variables were sales performance, self‐report EI and rater‐report EI. The data were analysed based on a series of split‐plot ANOVAS. Findings – Rater‐reported EI correlated with sales performance at r =0.32. The EI training group also demonstrated increases in both self‐ and rater‐report EI equal to approximately a Cohen's d =−0.45, in comparison to the control group. Finally, the EI training group outperformed the control group by approximately 9 per cent ( p <0.05) in sales performance. Research limitations/implications – The long‐term beneficial effects of the EI training program on sales performance are not known. Practical implications – Human resource practitioners and coaches may consider implementing an EI training program to facilitate performance in sales people. Originality/value – This is the first study to examine the effects of an EI training program using a rigorous experimental methodology and an objective measure of sales performance.

Journal

Cross Cultural Management: An International JournalEmerald Publishing

Published: Feb 3, 2012

Keywords: Australia; Pharmaceuticals industry; Acquisitions and mergers; Training; Sales performance; Emotional intelligence

References