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The Effect of Effort on Sales Performance and Job Satisfaction

The Effect of Effort on Sales Performance and Job Satisfaction The authors address a fundamental gap in understanding how sales performance and job satisfaction are determined in an investigation of the sales force of a direct-selling organization. Results indicate a direct positive effect of work-related effort on job satisfaction that is not mediated by sales performance. This is inconsistent with commonly accepted theoretical models and suggests that the perspective of work as a “terminal value” (i.e., an end in itself, rather than strictly a means to an end) has been underemphasized in models of work behavior. As such, either (1) measures of sales performance should be broadened to encompass the terminal value perspective on the psychological value of work or (2) conceptual models should be revised to reflect that narrowly defined measures of sales performance do not completely mediate the effect of effort on job satisfaction. The authors conclude with a discussion of managerial implications of these findings. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Marketing SAGE

The Effect of Effort on Sales Performance and Job Satisfaction

Brown, Steven P.; Peterson, Robert A.
Journal of Marketing , Volume 58 (2): 11 – Apr 1, 1994
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References (44)

Publisher
SAGE
Copyright
© 1994 American Marketing Association
ISSN
0022-2429
eISSN
1547-7185
DOI
10.1177/002224299405800206
Publisher site
See Article on Publisher Site

Abstract

The authors address a fundamental gap in understanding how sales performance and job satisfaction are determined in an investigation of the sales force of a direct-selling organization. Results indicate a direct positive effect of work-related effort on job satisfaction that is not mediated by sales performance. This is inconsistent with commonly accepted theoretical models and suggests that the perspective of work as a “terminal value” (i.e., an end in itself, rather than strictly a means to an end) has been underemphasized in models of work behavior. As such, either (1) measures of sales performance should be broadened to encompass the terminal value perspective on the psychological value of work or (2) conceptual models should be revised to reflect that narrowly defined measures of sales performance do not completely mediate the effect of effort on job satisfaction. The authors conclude with a discussion of managerial implications of these findings.

Journal

Journal of Marketing – SAGE

Published: Apr 1, 1994

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