skip to main content

DETERMINANTS OF SALES PERSON PERFORMANCE

*Naseer Noor  -  MM UNDIP, Indonesia
T. Ramayah  -  MM UNDIP, Indonesia
Mohd. Ameen SMA Abdul Wahabi  -  MM UNDIP, Indonesia
Open Access Copyright 2017 JURNAL BISNIS STRATEGI

Citation Format:
Abstract

This study examines the relationship between aptitude, skill level, role perception and personal factors toward salesperson performance. The bulk of the earlier research has been conducted in the developed countries, mostly American environment. A sample of 103 respondents were used in this study. The three independent variables investigated, all of them, skill/ role perception, aptitude and personal factors turned out to be significantly related to the salesperson performance. Skill/role perception is found to be the most important variable in explaining the variance in salesperson performance. The results of this study would enhance the understanding of the determinants of salesperson performance for organizations in Malaysia which could be used as a guide line to increase their salespersons’ performance. At the same time, it is also hoped that this study will encourage further marketing studies that are still comparatively lacking in Malaysia.

Fulltext View|Download
Keywords: Sales person performance, sales person job behavior, varimax rotation, reliability test

Article Metrics:

Last update:

No citation recorded.

Last update: 2024-11-20 13:30:25

  1. The impact of territory difficulty and self versus other ratings on managerial evaluations of sales personnel

    Marshall G.W.. Journal of Personal Selling and Sales Management, 12 (4), 1992. doi: 10.1080/08853134.1992.10753926
  2. Sales management's influence on employment and training in developing and ethical sales force

    Schwepker C.. Journal of Personal Selling and Sales Management, 27 (4), 2007. doi: 10.2753/PSS0885-3134270404
  3. The influence of recruiter behavior on job seekers: A mediated model

    Eberz L.M.. Zeitschrift fur Personalforschung, 26 (1), 2012. doi: 10.1688/1862-0000_ZfP_2012_01_Eberz
  4. A Model of Job Performance, Job Satisfaction, and Life Satisfaction Among Sales and Sales Support Employees at a Pharmaceutical Company

    Prince M.. Journal of Pharmaceutical Marketing and Management, 16 (1), 2003. doi: 10.3109/J058v16n01_06
  5. The importance of sales managers' activities and time allocation toward job success in lodging properties

    Beck J.. Journal of Human Resources in Hospitality and Tourism, 5 (2), 2006. doi: 10.1300/J171v05n02_01
  6. Linking organizational identification and employee performance in teams: The moderating role of team-member exchange

    Liu Y.. International Journal of Human Resource Management, 22 (15), 2011. doi: 10.1080/09585192.2011.560875
  7. Personality, Style Preference and Individual Development

    Furnham A.. Individual Differences and Development in Organisations, 2008. doi: 10.1002/9780470753392.ch6
  8. Where do the best sales force profit producers come from?

    Darmon R.. Journal of Personal Selling and Sales Management, 13 (3), 1993. doi: 10.1080/08853134.1993.10753955
  9. Invited reaction: Outsourcing relationships between firms and their training providers: The role of trust

    Leimbach M.. Human Resource Development Quarterly, 16 (1), 2005. doi: 10.1002/hrdq.1122
  10. Goal setting barriers: A pharmaceutical sales force case study

    Morelli G.. International Journal of Human Resource Management, 23 (2), 2012. doi: 10.1080/09585192.2011.561226
  11. The role of ethical climate on salesperson's role stress, job attitudes, turnover intention, and job performance

    Jaramillo F.. Journal of Personal Selling and Sales Management, 26 (3), 2006. doi: 10.2753/PSS0885-3134260302