Relationship of Type A behavior pattern, self‐efficacy perceptions on sales performance

Relationship of Type A behavior pattern, self‐efficacy perceptions on sales performance CYNTHIA LEE Northeastern University, College o Business Administration. Human Resources Group, Boston, f M A 02/15. U.S.A. AND DENNIS J. GILLEN Syracuse University. School of Management, Syracuse, N Y 13210, U.S.A. Introduction According to the Occupational Outlook Handbook ( U . S . Department of Labor 1986), manufacturers or wholesale sales workers held over 547000 jobs in the United States in 1984. Although employment in this field is expected to grow more slowly than the industrial average, many openings will occur each year because of the need to replace workers who either transfer to other occupations or retire. Thus, it is essential to identify factors which contribute to sales effectiveness. Of the studies which examined factors related to the effectiveness of salespeople, Brief and Hollenbeck (1985), in a sample of insurance salespeople, found the ability to generate intrinsic or task feedback resulted in higher sales performance only for salespeople with such feedback. It is possible that the ability to generate task feedback directs the salespeople to reduce the discrepancy between present behavior and their standard of comparison, which results in subsequent higher performance. In addition, Stanton and Buskirk (1978) have identified six attributes for sales success: (1) abounding http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Organizational Behavior Wiley

Relationship of Type A behavior pattern, self‐efficacy perceptions on sales performance

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Publisher
Wiley
Copyright
Copyright © 1989 John Wiley & Sons, Ltd.
ISSN
0894-3796
eISSN
1099-1379
DOI
10.1002/job.4030100106
Publisher site
See Article on Publisher Site

Abstract

CYNTHIA LEE Northeastern University, College o Business Administration. Human Resources Group, Boston, f M A 02/15. U.S.A. AND DENNIS J. GILLEN Syracuse University. School of Management, Syracuse, N Y 13210, U.S.A. Introduction According to the Occupational Outlook Handbook ( U . S . Department of Labor 1986), manufacturers or wholesale sales workers held over 547000 jobs in the United States in 1984. Although employment in this field is expected to grow more slowly than the industrial average, many openings will occur each year because of the need to replace workers who either transfer to other occupations or retire. Thus, it is essential to identify factors which contribute to sales effectiveness. Of the studies which examined factors related to the effectiveness of salespeople, Brief and Hollenbeck (1985), in a sample of insurance salespeople, found the ability to generate intrinsic or task feedback resulted in higher sales performance only for salespeople with such feedback. It is possible that the ability to generate task feedback directs the salespeople to reduce the discrepancy between present behavior and their standard of comparison, which results in subsequent higher performance. In addition, Stanton and Buskirk (1978) have identified six attributes for sales success: (1) abounding

Journal

Journal of Organizational BehaviorWiley

Published: Jan 1, 1989

References

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