Abstract:
This research develops a two-level model based on hypotheses, which concern
relationships among role ambiguity, role conflict, job involvement and
salesperson performance at individual level and collective sale self efficacy,
customer orientation and competitive climate at sale unit level in Iranian food
industry. Data was drawn from 482 sales people in 30 companies , using a 51-
item self-reported questionnaire. Research model was tested in disaggregation,
aggregation and multilevel approaches. The results from three approaches
were different. Multilevel modeling analysis revealed that role ambiguity and
role conflict have negative effects, but collective sale self efficacy and job
involvement have positive effects on sales person performance. Results also
showed that collective sale self efficacy has positive moderation effect on the
relationship between job involvement and sales person performance.
Collective sale self efficacy indicated positive moderation effect on the
relationship between job involvement and sales person performance and
negative moderation effect on the relationship between role conflict and sales
person performance
Machine summary:
J. Humanities (2012) Vol. 19 (4): (183-210) Multi-Level Analysis of Salesperson Performance Determinants Shahriar Azizi1*, Hamid Kodadad Hossini2, Ahmad Roosta3 Received: 2011/10/4 Accepted: 2012/4/14 Abstract This research develops a two-level model based on hypotheses, which concern relationships among role ambiguity, role conflict, job involvement and salesperson performance at individual level and collective sale self efficacy, customer orientation and competitive climate at sale unit level in Iranian food industry.
Results also showed that collective sale self efficacy has positive moderation effect on the relationship between job involvement and sales person performance.
The output of this step shows whether job desire, job stress and job ambiguity have an effect on sales person performance at individual level or regression equation slope in these three concepts have a meaningful difference among the sale units.
The results also showed that neither the sale unit's competition atmosphere nor the self- qualification of the sale unit's sales has a balancing effect on the relation between job ambiguity and the sales person performance .
Multi-Level Analysis of Salesperson … Fig 3: Two Level Models of Job Perceptions and Sales Unit Characteristics Results of this research showed that the job involvement each of the three attitudes has a positive effect on performance of the sale unit.
The results of this research in the three attitudes (separation, collection, two-level) shows negative effect of job ambiguity on performance that are in the same direction with the results obtained from the researches done by Hampton et al 1996, Multi-Level Analysis of Salesperson … Sohi 1986, Brown and Peterson 1996, Dubin skey and Hartely 1993 and confirm them.