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ANTECEDENTS TO SALES FORCE JOB MOTIVATION AND PERFORMANCE: THE CRITICAL ROLE OF EMOTIONAL INTELLIGENCE AND AFFECT-BASED TRUST IN RETAILING MANAGERS.

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Title: ANTECEDENTS TO SALES FORCE JOB MOTIVATION AND PERFORMANCE: THE CRITICAL ROLE OF EMOTIONAL INTELLIGENCE AND AFFECT-BASED TRUST IN RETAILING MANAGERS.
Authors: Huggins, Kyle A., White, Darin W., Stahl, Jessica
Source: International Journal of Sales, Retailing & Marketing; 2016, Vol. 5 Issue 1, p27-37, 11p
Subject Terms: EMOTIONAL intelligence -- Social aspects, EMPLOYEE motivation, SALES executives, MARKETING management, JOB performance
Abstract: Improvements to job motivation and sales performance can result in enormous positive changes in both market share and profitability for most companies. To this end, the authors examine the impact of perceived sales managers' emotional intelligence and affect-based trust on their subordinates' job motivation and performance. Here, an empirical study is conducted based on 247 responses from retail sales associates. Regression results suggest that there are main effects of both predictor variables, but affect-based trust functions as a mediator, intervening for the direct effect of emotional intelligence. These findings suggest in order to maximize sales force motivation and performance, it is crucial that sales managers strive to build strong affect-based trust relationships with their sales representatives. Also, given that our results provide support for the linkage between sales manager emotional intelligence and affect-based trust, companies should consider using an emotional intelligence measure to screen potential sales managers. In addition, companies should implement regular emotional intelligence training programs for their existing sales managers. [ABSTRACT FROM AUTHOR]
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Database: Complementary Index
Description
Abstract:Improvements to job motivation and sales performance can result in enormous positive changes in both market share and profitability for most companies. To this end, the authors examine the impact of perceived sales managers' emotional intelligence and affect-based trust on their subordinates' job motivation and performance. Here, an empirical study is conducted based on 247 responses from retail sales associates. Regression results suggest that there are main effects of both predictor variables, but affect-based trust functions as a mediator, intervening for the direct effect of emotional intelligence. These findings suggest in order to maximize sales force motivation and performance, it is crucial that sales managers strive to build strong affect-based trust relationships with their sales representatives. Also, given that our results provide support for the linkage between sales manager emotional intelligence and affect-based trust, companies should consider using an emotional intelligence measure to screen potential sales managers. In addition, companies should implement regular emotional intelligence training programs for their existing sales managers. [ABSTRACT FROM AUTHOR]
ISSN:2045810X