Retaining Talented Salespeople

详细信息    查看全文

• 作者：Steven Lu ; Andre Bonfrer ; Ranjit Voola
• 关键词：Salesforce turnover ; Salesperson performance ; Person ; organisation fit ; Dynamic choice model
• 刊名：Customer Needs and Solutions
• 出版年：2015
• 出版时间：June 2015
• 年：2015
• 卷：2
• 期：2
• 页码：148-164
• 全文大小：750KB
• 参考文献：1.Abelson MA, Baysinger BD (1984) Optimal and dysfunctional turnover: toward an organizational level model. Acad Manag Rev 9(2):331鈥?41
  2.Ahearne M, Hughes DE, Schillewaert N (2007) Why sales reps should welcome information technology: Measuring the impact of crm-based it on sales effectiveness. Int J Res Mark 24(4):336鈥?49CrossRef
  3.Allison PD (1974) Inter-organizational mobility of academic scientists. In: 69th annual meeting of the American sociological association, Montreal
  4.Argirys C, Sch枚n DA (1978) Organizational learning: a theory of action perspective. Addison-Wesley Publishing Company, Massachusetts
  5.Baron JN, Hannan MT, Diane Burton M (2001) Labor pains: change in organizational models and employee turnover in young, high-tech firms. Am J Sociol 106(4):960鈥?012CrossRef
  6.Becker WJ, Cropanzano R (2011) Dynamic aspects of voluntary turnover: an integrated approach to curvilinearity in the performance鈥搕urnover relationship. J Appl Psychol 96(2):233CrossRef
  7.Bellman R (1957) Dynamic programming. Princeton University Press, Princeton
  8.Bentein K, Vandenberghe C, Vandenberg R, Stinglhamber F (2005) The role of change in the relationship between commitment and turnover: a latent growth modeling approach. J Appl Psychol 90(3):468CrossRef
  9.Boles JS, Dudley GW, Onyemah V, Rouzi猫s D, Weeks WA (2012) Sales force turnover and retention: a research agenda. J Pers Sell Sales Manag 32(1):131鈥?40CrossRef
  10.Bridges E, Johnston HH, Sager JK (2007) Using model-based expectations to predict voluntary turnover. Int J Res Mark 24(1):65鈥?6CrossRef
  11.Brown SP, Peterson RA (1993) Antecedents and consequences of salesperson job satisfaction: Meta-analysis and assessment of causal effects. J Mark Res XXX:63鈥?7CrossRef
  12.Cascio WF (2003) Changes in workers, work, and organizations. In: Winer IB, BormanWC, Ilgen DR, Klimoski R (eds) Handbook of psychology, Vol 12: Industrial and organizational psychology. New York, Wiley, pp 401鈥?22
  13.Chandrashekaran M, McNeilly K, Russ FA, Marinova D (2000) From uncertain intentions to actual behavior: a threshold model of whether and when salespeople quit. J Mark Res XXXVII:463鈥?79CrossRef
  14.Chatman JA (1991) Matching people and organizations: selection and socialization in public accounting firms. Adm Sci Q 36(3):459鈥?84CrossRef
  15.Chen F (2005) Salesforce incentives, market information, and production/inventory planning. Manag Sci 51(1):60鈥?5CrossRef
  16.Chonko LB, Dubinsky AJ, Jones E, Roberts JA (2003) Organizational and individual learning in the sales force: an agenda for sales research. J Bus Res 56(12):935鈥?46CrossRef
  17.DeGroot MH (2004) Optimal statistical decisions. Wiley, HobokenCrossRef
  18.Dubinsky AJ, Howell RD, Ingram TN, Bellenger DN (1986) Salesforce socialization. J Mark 50(4):192鈥?07CrossRef
  19.Erdem T, Keane MP (1996) Decision-making under uncertainty: Capturing dynamic brand choice processes in turbulent consumer goods markets. Mark Sci 15(1):1鈥?0CrossRef
  20.Evans KR, McFarland RG, Dietz B, Jaramillo F (2012) Advancing sales performance research: a focus on five under researched topic areas. J Pers Sell Sales Manag 32(1):89鈥?06CrossRef
  21.Fader P, Hardie BGS (2007) How to project customer retention. J Interact Mark 21:76鈥?0CrossRef
  22.Fern EF, Avila RA, Grewal D (1989) Salesforce turnover: those who left and those who stayed. Ind Mark Manag 18(1):1鈥?CrossRef
  23.Franke GR, Jeong-Eun P (2006) Salesperson adaptive selling behavior and customer orientation: a meta-analysis. J Mark Res XLIII:693鈥?02CrossRef
  24.Futrell CM, Parasuraman A (1984) The relationship of satisfaction and performance to salesforce turnover. J Mark 48(4):33鈥?0CrossRef
  25.Godes D (2003) In the eye of the beholder: an analysis of the relative value of a top sales rep across firms and products. Mark Sci 22(2):161鈥?87CrossRef
  26.Gouillart FJ, Kelly JN (1995) Transforming the organization, vol 658. McGraw-Hill, New York
  27.Griffeth RW, Hom PW, Gaertner S (2000) A meta-analysis of antecedents and correlates of employee turnover: update, moderator tests, and research implications for the next millennium. J Manag 26(3):463鈥?88
  28.Gupta S, Chintagunta PK (1994) On using demographic variables to determine segment membership in logit mixture models. J Mark Res 31(1):128鈥?36CrossRef
  29.Hackman JR, Oldham GR (1980) Work redesign. Addison-Wesley, Reading, MA
  30.Homburg C, M眉ller M, Klarmann M (2011) When should the customer really be king? on the optimum level of salesperson customer orientation in sales encounters. J Mark 75(2):55鈥?74CrossRef
  31.Jackofsky EF (1984) Turnover and job performance: an integrated process model. Acad Manag Rev 9(1):74鈥?3
  32.Jaworski BJ, Kohli AK (1991) Supervisory feedback: alternative types and their impact on salespeople鈥檚 performance and satisfaction. J Mark Res XXVIII:190鈥?01CrossRef
  33.Johnston MW, Parasuraman A, Futrell CM, Black WC (1990) A longitudinal assessment of the impact of selected organizational influences on salespeople鈥檚 organizational commitment during early employment. J Mark Res XXVII:333鈥?44CrossRef
  34.Johnston MW, Varadarajan PR, Futrell CM, Sager J (1987) The relationship between organizational commitment, job satisfaction, and turnover among new salespeople. J Pers Sell Sales Manag 7:29鈥?8
  35.Joshi AW (2010) Salesperson influence on product development: insights from a study of small manufacturing organizations. J Mark 74(1):94鈥?07CrossRef
  36.Kamakura WA, Russell GJ (1989) A probabilistic choice model for market segmentation and elasticity structure. J Mark Res 26(4):379鈥?90CrossRef
  37.Keane MP, Wolpin KI (1994) The solution and estimation of discrete choice dynamic programming models by simulation and interpolation: Monte Carlo evidence. Rev Econ Stat 76(4):648鈥?72CrossRef
  38.Kotler P, Keller KL (2006) Marketing management, 12th edn. Prentice Hall, Upper Saddle River
  39.Kristof AL (1996) Person-organization fit: an integrative review of its conceptualizations, measurement, and implications. Pers Psychol 49(1):1鈥?9CrossRef
  40.Kristof-Brown AL (2007) Person-organization fit. In: Rogelberg SG (ed) Encyclopedia of industrial and organizational psychology. SAGE Publications
  41.Kristof-Brown AL, Zimmerman RD, Johnson EC (2005) Consequences of individuals鈥檉it at work: a meta-analysis of person鈥搄ob, person鈥搊rganization, person鈥揼roup, and person鈥搒upervisor fit. Pers Psychol 58(2):281鈥?42CrossRef
  42.Kumar V, Venkatesan R, Reinartz W (2008) Performance implications of adopting a customer-focused sales campaign. J Mark 72(5):50鈥?8CrossRef
  43.Lankau MJ, Scandura TA (2002) An investigation of personal learning in mentoring relationships: content, antecedents, and consequences. Acad Manag J 45(4):779鈥?90CrossRef
  44.Lee TW, Maurer SD (1997) The retention of knowledge workers with the unfolding model of voluntary turnover. Hum Resour Manag Rev 7(3):247鈥?75CrossRef
  45.Lee TW, Mitchell TR (1994) An alternative approach: the unfolding model of voluntary employee turnover. Acad Manag Rev 19(1):51鈥?9
  46.Lee TW, Mitchell TR, Holtom BC, McDaneil LS, Hill JW (1999) The unfolding model of voluntary turnover: a replication and extension. Acad Manag J 42(4):450鈥?62CrossRef
  47.Lee TW, Mitchell TR, Wise L, Fireman S (1996) An unfolding model of voluntary employee turnover. Acad Manag J 39(1):5鈥?6CrossRef
  48.Lucas GH, Parasuraman A, Davis RA, Enis BM (1987) An empirical study of salesforce turnover. J Mark 51(3):34鈥?9CrossRef
  49.MacKenzie SB, Podsakoff PM, Ahearne M (1998) Some possible antecedents and consequences of in-role and extra-role salesperson performance. J Mark 62(3):87鈥?8CrossRef
  50.Maertz CP, Campion MA (2004) Profiles in quitting: integrating process and content turnover theory. Acad Manag J 47(4):566鈥?82CrossRef
  51.Martin TN, Price JL, Mueller CW (1981) Job performance and turnover. J Appl Psychol 66(1):116鈥?19CrossRef
  52.McEvoy GM, Cascio WF (1987) Do good or poor performers leave? a meta-analysis of the relationship between performance and turnover. Acad Manag J 30(4):744鈥?62CrossRef
  52.McNeilly K, Goldsmith RE (1991) The moderating effects of gender and performance on job satisfaction and intentions to leave in the sales force. J Bus Res 22(3):219鈥?32CrossRef
  54.Meyer JP, Allen NJ (1991) A three-component conceptualization of organizational commitment. Hum Resour Manag Rev 1(1):61鈥?9CrossRef
  55.Misra S, Nair HS (2011) A structural model of sales-force compensation dynamics: estimation and field implementation. Quant Mark Econ 9(3):211鈥?57CrossRef
  56.Mitchell TR, Lee TW (2001) The unfolding model of voluntary turnover and job embeddedness: foundations for a comprehensive theory of attachment. Res Organ Behav 23:189鈥?46CrossRef
  57.Mobley WH, Griffeth RW, Hand HH, Meglino BM (1979) Review and conceptual analysis of the employee turnover process. Psychol Bull 86(3):493CrossRef
  58.Narayanan S, Manchanda P (2009) Heterogeneous learning and the targeting of marketing communication for new products. Mark Sci 28(3):424鈥?41CrossRef
  59.Netemeyer RG, Boles JS, McKee DO, McMurrian R (1997) An investigation into the antecedents of organizational citizenship behaviors in a personal selling context. J Mark 61:85鈥?8CrossRef
  60.Palmatier RW, Scheer LK, Steenkamp J-B (2007) Customer loyalty to whom? managing the benefits and risks of salesperson-owned loyalty. J Mark Res XLIV:185鈥?99CrossRef
  61.Panagopoulos NG, Avlonitis GJ (2010) Performance implications of sales strategy: the moderating effects of leadership and environment. Int J Res Mark 27(1):46鈥?7CrossRef
  62.Ryals L, Davies IA (2010) Do you really know who your best salespeople are? Harv Bus Rev
  63.Shore LM, Martin HJ (1989) Job satisfaction and organizational commitment in relation to work performance and turnover intentions. Human Relations 42(7):625鈥?38CrossRef
  64.Storbacka K, Ryals L, Davies IA, Nenonen S (2009) The changing role of sales: viewing sales as a strategic, cross-functional process. Eur J Mark 43(7/8):890鈥?06CrossRef
  65.Stumpf SA, Hartman K (1984) Individual exploration to organizational commitment or withdrawal. Acad Manag J 27(2):308鈥?29CrossRef
  66.Van Maanen J, Schein EH (1979) Toward a theory of organizational socialization. Res Organ Behav 1
  67.Williams CR, Livingstone LP (1994) Another look at the relationship between performance and voluntary turnover. Acad Manag J 37(2):269鈥?98CrossRef
  68.Zhang J (2010) The sound of silence: observational learning in the U.S. kidney market. Mark Sci 29(2):315鈥?35CrossRef
  
• 作者单位：Steven Lu (1)
  Andre Bonfrer (2) (3)
  Ranjit Voola (4)
  
  1. University of Sydney Business School, Rm 503, The University of Sydney, Sydney, NSW, 2006, Australia
  2. Research School of Management, The Australian National University, LF Crisp Building 26C, Canberra, Australia
  3. College of Business and Economics, Canberra, Australia
  4. The University of Sydney, Sydney, NSW, 2006, Australia
  
• 刊物类别：Marketing; Economics/Management Science, general; Management/Business for Professionals;
• 刊物主题：Marketing; Economics/Management Science, general; Management/Business for Professionals;
• 出版者：Springer US
• ISSN：2196-2928

文摘

For any marketing organization that relies on personal selling, it is vital to attract and retain successful salespeople who fit well with the organization. In this paper, we examine how salespeople learn about their fit with the organization and about their future performance and how they use this to make the decision to stay or leave. We depart from the extant sales management literature on retention/turnover in that we model individual sales employees鈥?stay/leave decisions using a structural model that accommodates forward looking behaviour. In our application, the dynamic model explains turnover better than a model that does not consider forward looking behaviour. Our approach also immediately yields several insights about the roles of person-organization fit and sales performance satisfaction in sales force turnover. Overall, and accounting for person-organization fit, we find that good performance encourages the salesperson to stay longer with the selling organization. Most importantly, the relative importance of person-organization fit and salesperson performance in determining turnover varies over time. In particular, person-organization fit plays a bigger role at the beginning of a salesperson鈥檚 tenure, whereas satisfaction associated with selling performance plays a larger relative role at later stages. Keywords Salesforce turnover Salesperson performance Person-organisation fit Dynamic choice model