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Salesperson engagement and performance: A theoretical model

Published online by Cambridge University Press:  02 February 2015

Adrian Medhurst  and
Simon Albrecht
Adrian Medhurst
Affiliation:
School of Psychology and Psychiatry, Monash University, Caulfield East, VIC, Australia
Simon Albrecht
Affiliation:
School of Psychology and Psychiatry, Monash University, Caulfield East, VIC, Australia
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Abstract

Sales performance is widely regarded as an important index of individual and organizational performance. Sales employees require access to organizational and job resources as well as personal resources in order to function effectively. An individual-level salesperson performance model is proposed that draws from the motivational process represented in the Job Demands-Resources Model (Bakker & Demerouti, 2007). Organizational and job resources are conceptualized in terms of employee involvement climate (Riordan, Vandenberg, & Richardson, 2005). Personal resources are conceptualized in terms of employees' psychological capital (Luthans & Youssef, 2004). The model delineates how employee involvement climate influences engagement; how psychological capital influences performance; how employee involvement climate and psychological capital interact to influence employee engagement; and how, in turn, engagement impacts salesperson performance. The model will potentially prove useful to human resource managers, organizational development practitioners, and sales managers aiming to up-skill and more fully involve and engage their salespeople in order to optimize salesperson performance.

Keywords

salesperson performancework engagementhigh-involvement work systemsemployee involvement climatepsychological capitalpositive organizational behaviorjob demands-resources model
Type
Conceptual Article
Information
Journal of Management & Organization , Volume 17 , Issue 3 , May 2011 , pp. 398 - 411
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2011

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