A associação das atitudes de chefes e clientes com a satisfação dos vendedores com o trabalho

Ana Lúcia de Oliva Lima, Emerson Wagner Mainardes, Joselita Pancine Vigna
DOI: https://doi.org/10.21529/RECADM.2015015

Resumen

Esta pesquisa pretendeu verificar se as atitudes dos chefes e clientes afetam a satisfação do vendedor com o trabalho. Para tanto, utilizou-se a Escala INDSALES, de autoria de Childers e Ferrell (1979), para trabalhar com duas dimensões dessa escala, os chefes e os clientes. A partir dessas dimensões, foi construído um questionário, envolvendo três construtos, a satisfação com o trabalho, as atitudes dos chefes e as atitudes dos clientes. Os dados coletados junto a 255 vendedores foram analisados usando estatística descritiva e um modelo de regressão linear múltipla. Os resultados do estudo revelaram que a satisfação do vendedor com o trabalho está associada ao chefe colocar em prática as ideias que os vendedores dão no trabalho; ao vendedor não sofrer injustiças vindas do chefe, à demonstração de confiança e a compreensão do seu trabalho por parte do cliente. Conclui-se, portanto, que esses resultados podem auxiliar os gestores a definirem suas políticas de gestão de vendas considerando as relações entre chefe e vendedor de modo a melhorar a eficácia dessas relações.


Palabras clave

Satisfação com o trabalho; Vendas; INDSALES


Compartilhe


Referencias


Amyx, D., & Bhuian, S.(2009). Salesperson: the salesperson service performance scale. Journal of Personal Selling and Sales Management, 29(4), 367-376.

Bartkus, K. R., Peterson, M. F., & Bellenger, D. N. (1989). Type a behavior, experience, and salesperson performance. Journal of Personal Selling & Sales Management, 9(2), 11-18.

Boles, J., Madupalli, R., Rutherford, B., &Wood, J. A. (2007). The relationship of facets of salesperson job satisfaction with affective organizational commitment. Journal of Business & Industrial Marketing, 22(5), 311-321.

Boulding, W., Kalra, A., Staelin, R., & Zeithaml, V. (1993). A dynamic process model of service quality: from expectations to behavioral intentions. Journal of Marketing Research, 30(1), 7-27.

Childers, T. L., & Ferrell, O.C. (1979). Response rates and perceived questionnaire length in mail surveys. Journal of Marketing Research, 16(3), 429-431.

Churchill, G. A., Jr., Ford, N. M., &Walker, O. C., Jr. (1974). Measuring the job satisfaction of industrial salesmen. Journal of Marketing Research, 11(3), 254-260.

Comer, J. M., Machleit, K. A., &Lagace, R. R. (1989). Psychometric assessment of a reduced version of INDSALES. Journal of Business Research, 18(4), 291-302.

Deeter-Schmelz, D. R., Goebel, D.J., & Kennedy, K. N. (2008). What are the characteristics of an effective sales manager? An exploratory study comparing salesperson and sales manager perspectives.Journal of Personal Selling & Sales Management, 28(1), 7-20.

Departamento Intersindical de Estatística e Estudos Socioeconômicos - DIEESE. (2009). Comércio em 2009: Um balanço dos principais indicadores. Rio de Janeiro, 2010. Recuperado em 01 de março, 2014, de http://www.dieese.org.br/estudosepesquisas/2010/estPesq52BalancoComercio.pdf

Erevelles, S., &Fukawa, N. (2013). The role of affect in personal selling and sales management. Journal of Personal Selling and Sales Management, 33(1), 7-24.

Futrell, C. M. (1979).Measurement of salespeople's job satisfaction: convergent and discriminant validity of corresponding INDSALES and job descriptive index scales. Journal of Marketing Research, 16(4), 594-597.

Goebel, D, J., Deeter-Schmelz, D. R., &Kennedy, K. N. (2013). Effective sales management: what do sales people think? Journal of Marketing Development & Competitiveness, 7(2), 11-21.

Hair, J. F., Jr., Babin, B., Money, A. H., & Samouel, P. (2005).Fundamentos demétodos de pesquisa em administração.Porto Alegre: Bookman.

Jones,E., Brown, S. P., Zoltners, A. A.; &Weitz, B. A. (2005).The changing environment of selling and sales management. Journal of Personal Selling and Sales Management, 25(2), 105-111.

Kantak, D. M., Futrell, C. M., & Sager, J. K. (1992).Job satisfaction and life satisfaction in a sales force. Journal of Personal Selling & Sales Management, 12(1), 1-7.

Koppitsch, S.; Folkes, V. S.; Macinnis, D.; &Porath, C. (2013). The way a salesperson manages service providers influences customers’ anger about problems. Journal of Personal Selling & Sales Management, 33(1), 67-77.

Lagace, R. R., Goolsby, J. R., & Gassenheimer, J. B. (1993). Scaling and measurement: a quasi-replicative assessment of a revised version of INDSALES. Journal of Personal Selling & Sales Management, 13(1), 65-72.

Locke, E. A. (1976). The nature and causes of job satisfaction. In M. D. Dunnette. (Ed.). Handbook of Industrial and Organizational Psychology. Chicago: Rand.

Mackenzie, S. B., Podsakoff, P. M., & Rich, G.A. (2001). Transformational and transactional leadership and salesperson performance. Journal of the Academy of Marketing Science, 29(2), 115-134.

Mantel, S. P. (2005). Choice or perception: How affect influences ethical choices among salespeople. Journal of Personal Selling and Sales Management, 25(1), 44-55.

Mcneilly, K., &Goldsmith, R. E. (1991). The moderating effects of gender and performance on job satisfaction and intentions to leave in the sales force. Journal of Business Research, 22(3), 219-232.

Mulki, J. P., Jaramillo, F., &Locander, W. B. (2006).Effects of ethical climate and supervisory trust on salesperson’s job attitudes and intentions to quit. Journal of Personal Selling & Sales Management, 26(1), 19-26.

Nonis, S. A., &Erdem, S. A. (1997). A Refinement of INDSALES to measure job satisfaction of sales personnel in general marketing settings. Journal of Marketing Management, 7(1), 34-46.

Punwatkar, S., &V.Manoj. (2014).The impact of salesperson's behavior on consumer's purchase decision: an empirical study. IUP Journal of Marketing Management, 13(2), 72-83.

Rutherford, B., Boles, J., Hamwi, G. A., Madupalli, R., &Rhterford, L. (2009). The role of the seven dimensions of job satisfaction in salesperson's attitudes and behaviors. Journal of Business Research, 62(11), 1146-1151.

Shoemaker, M. E. (2001). A framework for examining IT-enabled market relationships. Journal of Personal Selling & Sales Management, 21(2), 177-185.

Slater, S. F., & Narver, J. C. (1995). Market orientation and the learning organization. The Journal of Marketing, 59(3), 63-74.

Spagnoli, P., Caetano, A., &Santos, S. C. (2012).Satisfaction with job aspects: do patterns change over time? Journal of Business Research, 65(5), 609-616.

Spector, P. E. (1997). Job satisfaction: application, assessment, causes, and consequences. Thousand Oaks, CA: Sage.

Spiro, R. L., & Weitz, B. A. (1990). Adaptive selling: conceptualization, measurement, and nomological validity. Journal of Marketing Research, 27(1), 61-69.

Stan, S., Evans, K. R., Arnold, T. J., & Mcamis, G. T. (2012). The moderating influence of organizational support on the development of salesperson job performance: can an organization provide too much support? Journal of Personal Selling and Sales Management, 32(4), 405-420.

Valentine, S. (2009). Ethics training, ethical context, and sales and marketing professionals’ satisfaction with supervisors and coworkers. Journal of Personal Selling & Sales Management, 29(3), 227-242.

Yang, L. W., Hansen, J. M., Chartrand, T. L., &Fitzsimons, G. J. (2013). Stereotyping, affiliation, and self-stereotyping of underrepresented groups in the sales force. Journal of Personal Selling and Sales Management, 33(1), 105-116.




Licencia de Creative Commons
Este obra está bajo una licencia de Creative Commons Reconocimiento 4.0 Internacional.