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The role of satisfaction with territory design on the motivation, attitudes, and work outcomes of salespeople

The role of satisfaction with territory design on the motivation, attitudes, and work outcomes of... The primary emphasis of previous research concerning salespeople has been focused on their attitudes and behavior. The relationship between organizational variables and salesperson attitudes and behavior has received very limited attention. Sales territory design is largely uncontrollable by the salesperson, yet is acknowledged by managers and researchers as an important factor enabling salespeople to perform well. The objective is to examine satisfaction with territory design from the perspective of the salesperson. A conceptual model and hypotheses are developed linking the satisfaction with territory design with role ambiguity, intrinsic motivation, job satisfaction, and performance. Role conflict, met expectations, organizational commitment, and intention to leave are also included in the model. Survey results provide strong support for 19 of the 21 hypotheses examined. The findings offer significant insights concerning the role of territory design satisfaction in face-to-face selling and its consequences. Several managerial implications and avenues for future research are discussed. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of the Academy of Marketing Science Springer Journals

The role of satisfaction with territory design on the motivation, attitudes, and work outcomes of salespeople

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References (51)

Publisher
Springer Journals
Copyright
Copyright © Academy of Marketing Science 2001
Subject
Economics / Management Science; Business/Management Science, general; Marketing; Social Sciences, general
ISSN
0092-0703
eISSN
1552-7824
DOI
10.1177/03079459994533
Publisher site
See Article on Publisher Site

Abstract

The primary emphasis of previous research concerning salespeople has been focused on their attitudes and behavior. The relationship between organizational variables and salesperson attitudes and behavior has received very limited attention. Sales territory design is largely uncontrollable by the salesperson, yet is acknowledged by managers and researchers as an important factor enabling salespeople to perform well. The objective is to examine satisfaction with territory design from the perspective of the salesperson. A conceptual model and hypotheses are developed linking the satisfaction with territory design with role ambiguity, intrinsic motivation, job satisfaction, and performance. Role conflict, met expectations, organizational commitment, and intention to leave are also included in the model. Survey results provide strong support for 19 of the 21 hypotheses examined. The findings offer significant insights concerning the role of territory design satisfaction in face-to-face selling and its consequences. Several managerial implications and avenues for future research are discussed.

Journal

Journal of the Academy of Marketing Science – Springer Journals

Published: Mar 1, 2001

Keywords: Intrinsic Motivation; Organizational Commitment; Role Conflict; Sales Manager; Role Ambiguity

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