Browsing by Subject "Sales personnel"
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Item An examination of supervisor feedback-salesperson motivation relationship: the role of attributions and emotions(Texas Tech University, 1995-12) Kim, David Yoo-SunPerformance feedback, information about the effectiveness of one's work behavior, is a crucial element for individuals in work settings (Taylor, Fisher, and llgen 1984). The absence of supervisor feedback may provoke anxiety, cause individuals to pretend that they "know" how they are doing and/or result in attempts to glean feedback from indirect cues, such as a supervisor's mood. Supervisor feedback may have no impact on the employee at all; it may cause the employee to lash out angrily, or it may result in a response quite different from that desired by the supervisor (llgen et al. 1979). Providing appropriate feedback may have far-reaching effects on the sales organization. Proper feedback can be an effective tool for enhancing salesperson morale and motivation. Effective feedback may also help improve salesperson efficiency, determine promotions and pay increases, and identify weaknesses in sales training programs (Stanton and Buskirk 1983). Since maximizing salesforce productivity is a major responsibility of sales managers, the need for managers to continually motivate individual salespeople is apparent.Item Salesforce cooperation: the impact of relational, task, organizational, and personal factors(Texas Tech University, 1999-08) Yilmaz, CengizThe selling job in most businesses today has become an integrated process that requires the coordinated efforts of salespeople and other participants, both within and across product lines, functional departments, and geographic districts. As a result, many companies today require their salespeople to be cooperative players who can work effectively in groups whose members share skills, knowledge, time, and effort, to achieve common objectives. This dissertation is the first in-depth study towards understanding the antecedent factors that influence task-specific cooperation among salespeople. Several antecedent factors that promote or inhibit salesforce cooperation are identified, each factor is categorized into one of the four broader sets of antecedent conditions, namely, relational, task, organizational, and personal factors, and each factor is tested, within a nomological network, for its effect on cooperative behaviors of salespersons directed toward coworkers. The main thesis of the hypothesized structural model is that each major antecedent category exerts significant influence on cooperation, independently from the effects of others. Based on this main thesis, two general research questions are explored: to what extent does each antecedent category explain the observed variance in cooperation; and, what role do relational factors, particularly trust in coworkers and organizational commitment, play in explaining salesforce cooperation. The hypothesized structural model is tested with data collected through self-administered surveys of a large sample of (N = 554) automobile salespeople from 112 different dealerships.Item Some aspects of sales promotion used by Hemphill-Wells Company, Lubbock, Texas(Texas Tech University, 1951-05) Sonnenburg, Raymond LeeNot availableItem Substitutes for leadership and their effects upon industrial sales personnel(Texas Tech University, 1990-08) Hadaway, Farrand JimNot availableItem The Apprentice: the portrayal on influences that affect sales performance(Texas Tech University, 2004-08) Brown, Bridget NicoleNot availableItem The influence of gender and power on persuation: a study of pharmaceutical sales representatives' interaction with medical personnel(Texas Tech University, 2000-12) Meadows, Amanda R.Sex and gender research attempts to answer two questions: (1) Are there any differences between men and women? and (2) If so, why do these differences exist (Lips, 1997)? Answering these questions not only contributes to further understanding of the sexes, but also helps identify how we, as citizens, can produce competent communication, that is communication that is both effective in achieving goals and appropriate to the persons present and the situation (Spitzberg & Cupach, 1984). The medical context presents many opportunities to observe and analyze the influences gender and power may have on how messages are constructed and perceived. Health professionals often work in small groups called health care teams in order to reap the benefits of "people . . . working together for a goal" (Kreps & Thornton, 1984). The Health care teams may include physicians, nurses, receptionists, patients, pharmacists, and pharmaceutical sales representatives- all team members working to provide quality patient care. In ths office setting, the physician is often regarded as the group leader and source of medical knowledge. Concurrently, nurses and receptionists perform the role of a "gatekeeper" (pp.131-132). Along with their other medical responsibilities, nurses and receptionists facilitate interaction between some group members while blocking interaction between other members. In order to maintain a positive socio-emotional climate in the group, they must monitor the communication in order to avoid any negative influences on the communication process.Item The influence of sales manager-salesperson communication characteristics upon salesperson role ambiguity, job satisfaction, and performance(Texas Tech University, 1997-05) Johlke, Mark CarltonCommunication underlies much business activity and consequently requires much of a manager's attention. However, the effects of supervisor-subordinate communication are unclear. Likert (1967) and Jablin (1979) suggest that communication directly and positively affects subordinate job outcomes such as job satisfaction and performance. Scehuler (1979) shows that communication directly and negatively affects subordinate ambiguity, that itself has been found to negatively affect job outcomes. Most studies of communication have only considered the amount of communication that occurs. As a result, the effects of additional communication characteristics are also not well understood. Because salespeople are particularly susceptible to ambiguity, a better understanding of the effects of specific communication characteristics may help to alleviate some sources of salesperson ambiguity and contribute to increased job satisfaction and performance. This research reviews the relevant organizational communication and sales management literature and proposes a comprehensive model of communication's positive effects upon salesperson job outcomes and negative effects upon ambiguity. Competing models following the stmctures suggested by Likert (1967) and Jablin (1979) and by Sehuler (1979) were also developed. Using data gathered by means of the survey method, these three models were analyzed and compared. The results indicate that the hypothesized model best describes the relations among communication, ambiguity, and salesperson job outcomes. Informal communication modality is found to positively affect salesperson job satisfaction. Indirect communication content is found to negatively affect salesperson ambiguity regarding ethical situations, other managers, and company promotion policies. Bidirectional communication is found to negatively affect salesperson ambiguity regarding supervisor support and customers. Salesperson ambiguity regarding ethical situations is found to positively affect salesperson job satisfaction. Salesperson ambiguity regarding other managers and customers is found to negatively affect salesperson job satisfaction. None of the communication or ambiguity characteristics are found to affect salesperson job performance.