销售人员工作特征与复原力的交互影响——基于内在动机理论的视角
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摘要
伴随着组织效能、结构和任务的日益复杂化,销售职能的战略性演化趋势日益明显,人们对销售人员的绩效贡献能力预期愈来愈高,销售人员的压力应对问题成为关注焦点。本研究从销售工作的特点出发,以JDCS模型为基础,从内在动机理论的视角探究了工作情境特征变量和社交情境变量对销售人员复原力的影响效应以及基于销售人员自我选择行为的内在压力缓解机制。研究表明,感知到的工作需求作为危险因子,会使销售人员产生压力和紧张感,而工作控制和社会支持则为销售人员应对工作需求带来的压力提供了足够的资源和环境,成为员工复原力的保护因子;三者的交互作用能够通过提升销售人员的复原力达到内在激励的效果,进而促进销售人员的学习。研究同时也证明了工作经验对于工作控制和复原力之间的调节作用机制。研究结论不仅有助于了解销售人员如何克服压力并将其转化为学习动力的深层诱因,同时也有助于将复原力的相关研究推广到日常管理工作实践中来,使管理者更充分地理解与这些行为相关的作用机理和行为机制,从而采取能够提高员工激励效果和资源应对水平的有效管理措施。
The strategy-oriented evolution of the organization's sales function is increasingly evident with the organization's effectiveness, structure and tasks becoming more and more complex, and salespeople's contribution to performance is expected to play a more and more important role. Salespeople who are crossing the organizational boundaries are the most direct source of organizational profits, and the processes and outcomes of their efforts are closely monitored and measured. Although their work is of great importance, they have less control over key partners such as customers and managers. Salespeople are often continually exposed to quite different demands and pressures from both managers and customers, thus face a vast range of disparate needs, opportunities and uncertainties every day. Due to the special characteristics of sales work, the pressure faced by salespersons far exceeds that of other groups. The increasing pressure of sales force has become a normal phenomenon, but they have not been defeated by these setbacks. How can they overcome those setbacks and difficulties? What inner forces may be a most important driving force to push them forward? Until now, existing current researching on the internal psychological mechanisms of sales force and the effect of specific behaviors on stress is still very limited. Previous researching has paid more attention to the anxiety of sales staff caused by customers. In fact, the anxiety and pressure of sales force often come from their task context at work and the social situations within the organization.Resilience is the ability of individuals to recover and to adapt themselves in the face of adversity, stress and threats. The existing researching on resilience mainly focuses on psychological characteristics. Scholars pay close attention to target groups such as teachers, children, nurses, military personnel and other special groups. The researches on the resilience of employees within the organizational field is still relatively small. The process of individual recovery is closely related to learning. The stimulation and promotion of resilience means that individuals can adapt to new task context and actively respond to stress. Studies have shown that there is a close relationship between resilience and positive learning hypothesis. Resilience is positively related to individual coping ability, job satisfaction and other mental health variables while facing the stress. Resilience reflects a series of individual learning needs of key skills. Therefore, it is of great significance to explore the mechanisms and protection factors of sales staff's resilience from the task characteristics of the work context.The existing stress-related researches for sales personnel mainly focus on the external incentives based on role pressure, but the researching on the possible effect of task context variables at work and the internal stress-unloading mechanisms based on salespersons' self-selection behaviors are still scarce. The classic task context model JDC(S) explains the formation mechanism of work stress and focuses on the learning effects brought about by stress. The "active learning hypothesis" of the JDC model indicates that high-demand and high-control situations can lead to active learning by employees. However, the learning hypothesis has not received widespread attention from scholars, and only some limited studies have confirmed the existence of it. Therefore, based on the characteristics of the sales circumstances, this study uses the JDCS model and tries to explore the impact of the task-characteristic variables at work context on the resilience of sales force from the perspective of the intrinsic motivation theory. Empirical results confirm the interaction effect of task context variables(including job requirements, job control, and social support) on the resilience of salespeople. And we also explore the relationship of the increasing working experiences and salespeople's resilience abilities. The conclusion of the study not only can help us to understand how sales people overcome stress and even have turned the negative side of stress into deep incentives of learning motivation, it also may help managers to put the theoretic researching achievement about resilience to daily management practices. In this way, managers can fully understand these behavioral mechanisms and relevant corresponding mechanisms so as to take effective management measures, thus improve the incentive levels and resource-coping capabilities of sales force.
The strategy-oriented evolution of the organization's sales function is increasingly evident with the organization's effectiveness, structure and tasks becoming more and more complex, and salespeople's contribution to performance is expected to play a more and more important role. Salespeople who are crossing the organizational boundaries are the most direct source of organizational profits, and the processes and outcomes of their efforts are closely monitored and measured. Although their work is of great importance, they have less control over key partners such as customers and managers. Salespeople are often continually exposed to quite different demands and pressures from both managers and customers, thus face a vast range of disparate needs, opportunities and uncertainties every day. Due to the special characteristics of sales work, the pressure faced by salespersons far exceeds that of other groups. The increasing pressure of sales force has become a normal phenomenon, but they have not been defeated by these setbacks. How can they overcome those setbacks and difficulties? What inner forces may be a most important driving force to push them forward? Until now, existing current researching on the internal psychological mechanisms of sales force and the effect of specific behaviors on stress is still very limited. Previous researching has paid more attention to the anxiety of sales staff caused by customers. In fact, the anxiety and pressure of sales force often come from their task context at work and the social situations within the organization.Resilience is the ability of individuals to recover and to adapt themselves in the face of adversity, stress and threats. The existing researching on resilience mainly focuses on psychological characteristics. Scholars pay close attention to target groups such as teachers, children, nurses, military personnel and other special groups. The researches on the resilience of employees within the organizational field is still relatively small. The process of individual recovery is closely related to learning. The stimulation and promotion of resilience means that individuals can adapt to new task context and actively respond to stress. Studies have shown that there is a close relationship between resilience and positive learning hypothesis. Resilience is positively related to individual coping ability, job satisfaction and other mental health variables while facing the stress. Resilience reflects a series of individual learning needs of key skills. Therefore, it is of great significance to explore the mechanisms and protection factors of sales staff's resilience from the task characteristics of the work context.The existing stress-related researches for sales personnel mainly focus on the external incentives based on role pressure, but the researching on the possible effect of task context variables at work and the internal stress-unloading mechanisms based on salespersons' self-selection behaviors are still scarce. The classic task context model JDC(S) explains the formation mechanism of work stress and focuses on the learning effects brought about by stress. The "active learning hypothesis" of the JDC model indicates that high-demand and high-control situations can lead to active learning by employees. However, the learning hypothesis has not received widespread attention from scholars, and only some limited studies have confirmed the existence of it. Therefore, based on the characteristics of the sales circumstances, this study uses the JDCS model and tries to explore the impact of the task-characteristic variables at work context on the resilience of sales force from the perspective of the intrinsic motivation theory. Empirical results confirm the interaction effect of task context variables(including job requirements, job control, and social support) on the resilience of salespeople. And we also explore the relationship of the increasing working experiences and salespeople's resilience abilities. The conclusion of the study not only can help us to understand how sales people overcome stress and even have turned the negative side of stress into deep incentives of learning motivation, it also may help managers to put the theoretic researching achievement about resilience to daily management practices. In this way, managers can fully understand these behavioral mechanisms and relevant corresponding mechanisms so as to take effective management measures, thus improve the incentive levels and resource-coping capabilities of sales force.
引文
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[32]Sulkowski G.M.,and M.D.Hauser.Can Rhesus Monkeys Spontaneously Subtract?[J].Cognition,2001,79,(3):239-262.
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[2]Agnihotria,R.,C.B.Gablerb,O.S.Itania,F.Jaramilloa and M.T.Krush.Salesperson Ambidexterity and Customer Satisfaction:Examining the Role of Customer Demandingness,Adaptive Selling,and Role Conflict[J].Journal of Personal Selling and Sales Management,2017,37,(1):27-41.
[3]Sunder,S.,V.Kumar,A.Goreczny,and T.Maurer.Why Do Salespeople Quit?An Empirical Examination of Own and Peer Effects on Salesperson Turnover Behavior[J].Journal of Marketing Research,2017,54,(3):381-397.
[4]Mcfarland,R.G.Crisis of Conscience:The Use of Coercive Sales Tactics and Resultant Felt Stress in the Salesperson[J].Journal of Personal Selling and Sales Management,2013,4,(1):311-325.
[5]Bellis,M.A.,K.Hughes,N.Leckenby,C.Perkins,and H.Lowey.National Household Survey of Adverse Childhood Experiences and Their Relationship with Resilience to Health-harming Behaviors in England[J].BMC Medicine,2014,12,(1):1-10.
[6]Melnyk,B.M.,D.P.Hrabe,and L.A.Szalach.Relationships Among Work Stress,Job Satisfaction,Mental Health,and Healthy Lifestyle Behaviors in New Graduate Nurses Attending the Nurse Athlete Program:A Call to Action for Nursing Leaders[J].Nursing Administration Quarterly,2013,37,(4):278-285.
[7]Hegney,D.G.,M.Craigie,D.Hemsworth,and R.Osseiranmoisson,et al.Compassion Satisfaction,Compassion Fatigue,Anxiety,Depression and Stress in Registered Nurses in Australia:Phase2 Results[J].Journal of Nursing Management,2014,22,(4):506-518.
[8]Shi,M.,X.Wang,Y.Bian,and L.Wang.The Mediating Role of Resilience in the Relationship between Stress and Life Satisfaction among Chinese Medical Students:A Cross-sectional Study[J].BMC Medical Education,2015,15,(16):1-7.
[9]Sternberg,E.Planning for Resilience in Hospital Internal Disaster[J].Prehospital and Disaster Medicine,2003,18,(4):291-298.
[10]Hausser,J.A.,S.Schulzhardt,and A.Mojzisch.The Active Learning Hypothesis of the Job-Demand-Control Model:An Experimental Examination[J].Ergonomics,2014,57,(1):23-33.
[11]Taris,T.W.,and M.A.J.Kompier.Job Characteristics and Learning Behavior:Review and Psychological Mechanisms[J].Emerald Group Publishing Limited,2004,(4):127-166.
[12]Verhofstadt,E.,E.Baillien,D.Verhaest,and H.D.Witte.On the Moderating Role of Years of Work Experience in the Job Demand-Control Mode[J].Economic and Industrial Democracy,2015,(2):1-20.
[13]Holman,D.J.,and T.D.Wall.Work Characteristics,Learning-Related Outcomes,and Strain:A Test of Competing Direct Effects,Mediated,and Moderated Models[J].Journal of Occupational Health Psychology,2002,7,(4):283-301.
[14]Proost,K.,J.V.Ruysseveldt,and M.V.Dijke.Coping with Unmet Expectations:Learning Opportunities as a Buffer Against Emotional Exhaustion and Turnover Intentions[J].European Journal of Work and Organizational Psychology,2012,21,(1):7-27.
[15]Karasek,R.A.Job Demands,Job Decision Latitude,and Mental Strain:Implications for Job Redesign[J].Administrative Science Quarterly,1979,24,(2):285-308.
[16]Karasek,R.A.,and T.Theorell.Healthy Work:Stress Productivity and Reconstruction of Working Life[M].New York:Basic Book,1990.
[17]Taris,T.W.Learning New Behavior Patterns:A Longitudinal Test of Karasek's Active Learning Hypothesis Among Dutch Teachers[J].Work and Stress,2003,17,(1):1-20.
[18]Dawson,K.M.,K.E.O'Brien,and T.A.Beehr.The Role of Hindrance Stressors in the Job Demand-Control-Support Model of Occupational Stress:A Proposed Theory Revision[J].Journal of Organizational Behavior,2016,4,(1):1-20.
[19]Ruysseveldt,J.V.,P.Verboon,and P.Smulders.Job Resources and Emotional Exhaustion:The Mediating Role of Learning Opportunities[J].Work and Stress,2011,25,(3):205-223.
[20]Waugh,C.E.,S.Panage,W.B.Mendes,and I.H.Gotlib.Cardiovascular and Affective Recovery from Anticipatory Threat[J].Biological Psychology,2010,84,(2):169-175.
[21]Brough,P.,and A.Biggs.Job demands X Job Control Interaction Effects:Do Occupation Secific Job Demands Increase Their Occurrence?[J].Stress and Health,2013,31,(2):138-149.
[22]Papageorgioua,K.A.,M.Malanchinic,A.Denovanf,P.J.Cloughe,N.Shakeshaftc,K.Schofieldc,and Y.Kovas.Longitudinal Associations Between Narcissism,Mental Toughness and School Achievement[J].Personality and Individual Differences,2018,131,(4):105-110.
[23]Pipe,T.B.,V.L.Buchda,S.Launder,B.Hudak,L.Hulvey,K.E.Karns,and D.Pendergast.Building Personal and Professional Resources of Resilience and Agility in the Health Care Workplace[J].Stress and Health,2012,28,(1):11-22.
[24]Lin,Y.,P.J.Clough,J.Welch,and K.A.Papageorgiou.Individual Differences in Mental Toughness Associate with Academic Performance and Income[J].Personality and Individual Differences,2017,(113):178-183.
[25]London,M.Toward a Theory of Career Motivation[J].Academy of Management Review,1983,8,(4):620-630.
[26]Caverley,N.M.Mapping out Occupational Resiliency and Coping in a Public Service Work Setting[A].Unpublished doctoral dissertation[C].University of Victoria,Canada,2005.
[27]Borgen,W.,N.Amundson,and J.Reuter.Using Portfolios to Enhance Career Resilience[J].Journal of Employment Counseling,2014,41,(2):50-59.
[28]Latham,G.P.,and M.H.Budworth.The Study of Work Motivation in the 20th Century[A].Koppes L.The History of Industrial and Organizational Psychology Hillsdale[C].NJ:Laurence Erlbaum Associates Inc,2005.
[29]Yperen N.W.V.,B.W?rtler,and K.M.M.D.Jonge.Workers' Intrinsic Work Motivation when Job Demands are High:The Role of Need for Autonomy and Perceived Opportunity for Blended Working[J].Computers in Human Behavior,2016,(60):179-184.
[30]Borman,W.C.,M.A.Hanson,S.H.Oppler,E.D.Pulakos,and L.A.White.Role of Early Supervisory Experience in Supervisor Performance[J].Journal of Applied Psychology,1993 78,(3):443-449.
[31]郭靖,周晓华,张金桥,王永丽,林国雯.工作要求—控制模型在中国产业工人中的应用:边界条件与研究反思[J].天津:南开管理评论,2015,(6):26-34.
[32]Sulkowski G.M.,and M.D.Hauser.Can Rhesus Monkeys Spontaneously Subtract?[J].Cognition,2001,79,(3):239-262.
[33]Ozbay,F.,H.Fitterling,D.Charney,and S.Southwick.Social Support and Resilience to Stress Across the Life S6pan:A Neurobiologic Framework[J].Current Psychiatry Reports,2008,10,(4):304-310.
[34]Bantum,E.O.,and T.Wills.Social Support,Self-regulation and Resilience in Two Populations:General Population Adolescents and Adult Cancer Survivors[J].Journal of Social and Clinical Psychology,2012,31,(6):568-592.
[35]赵琛徽,于姗姗.社会支持对离退休员工主观幸福感的影响——基于应对方式的调节作用[J].北京:经济管理,2013,(3):173-182.
[36]张剑,宋亚辉,刘肖.削弱效应是否存在:工作场所中内外动机的关系[J].北京:心理学报,2016,(1):73-83.
[37]Pearce,J.A.,and R.B.J.Robinson.Formulation,Implementation,and Control of Competitive Strategy[M].Boston,MA:The McGraw Hill Irwin Companies,1997.
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