Thesis (Ph. D.)--University of Missouri-Columbia, 1999. / Typescript. Vita. Includes bibliographical references (leaves 218-235). Also available on the Internet.

Thesis (Ph. D.)--Columbia University, 1925. / Vita. Includes bibliographical references (p. 135).

Inaug.-Diss.--Bern. / "Literaturverzeichnis": p. 140-144.

Thesis (Ph.D.)--Drexel University, 2008. / Includes abstract and vita. Includes bibliographical references (leaves 86-111).

Data relevant to five separate areas of a worker's job satisfaction (satisfaction with: work, pay, promotion opportunities, co-workers and supervision) were gathered from a sample of 98 male Coloured salesmen and 95 male White salesmen, employed in different branches of a life assurance company in South Africa. Furthermore, measures were obtained of the subjects' feelings of overall job satisfaction and dissatisfaction, in order to investigate the validity of Herzberg's theory that job satisfaction and job dissatisfaction are qualitatively different and that, as a result, they should be measured separately. Next, measures were obtained of the subjects' feelings of internal versus external control in life. Separate measures were obtained on the two subscales of personal control and control ideology of Gurin's Internal-External Scale (1969). The subjects were asked to indicate in what class (upper, middle or lower) they regarded themselves to be and with what class they compared themselves. Analysis of these data included: (a) the Coloured subjects were more satisfied with their jobs than the White subjects; (b) the workers who compared themselves with a higher comparative reference-group were less satisfied with their jobs than were workers who compared themselves with their membership reference-group, or with a lower comparative reference-group. An explanation of these findings in terms of frames of reference and alternatives available to the workers is offered. (c) The Coloured subjects were less internally-orientated than the Whites and expressed less sense of personal control over their lives; (d) feelings of personal control were more highly correlated with satisfaction with intrinsic than with extrinsic job-aspects. The present study established not only the usefulness of reference-group theory as a social explanation for differences in workers' satisfaction with various job-aspects, but also served to remove cultural limitations of Gurin et aI's theory of internal-external control and to increase its generality. Finally, measures of internal-external control were related to satisfaction with intrinsic and extrinsic job-aspects, and the I-E concept was related to the social reference-group theory.

No description available.

No description available.

Today many selling organizations are reexamining and revising their philosophy for managing salespeople because of increase costs of hiring and maintaining a sales force. More than everm management is looking for ways to assist salespeople in becoming more productive and effective faster. One avenue for enhancing salespersons' performance is through improved sales training practices. improved sales training practices should help salespeople view training, and how sales training transcends to the job environment. Considering the need for greater understanding concerning salespeople's perceptions of sales training and assuming the influence of those perceptions on job performance and other outcomes, this study develops and executes an analysis of several proposed relationships among personal characteristics, job related characteristics, perceived training needs, sales training variables, and related outcomes. The program of research identifies and evaluates salespeople's attitudes toward sales training and specifies influences of those training perceptions on salesperson' behaviors and general attitudes. As well, a relationship between salespeople's transfer of training materials, their use, and individual performance are evaluated.

The use of influence tactics by sales representatives appears to be related to a number of latent constructs and factors such as, manifest needs, role conflict and role ambiguity, and perception of sales managers' power bases. However, such relationships have not been examined by researchers. These relationships were examined in this study in an effort to improve the current level of understanding of causes and results of the use of influence tactics in a sales environment. The contention of this study was that individuals in work settings engage in a variety of influence tactics, and that the type of influence tactics used are influenced by factors such as personal characteristics of the salespersons, the nature of goals to be achieved, the salespersons' perceptions of their superiors' power bases, and the nature and complexity of the dyadic relationship that exists between supervisor and subordinates.

Theoretically grounded and empirically testable conceptualizations that offer alternative explanations regarding sales force performance and turnover can: (a) enhance understanding regarding these pivotal outcomes, and (b) augment an organization's capability to increase sales and decrease turnover. The study advances one such explanation by conceptualizing and testing a perceptual model that links a salesperson's psychological climate dimensions to organizational commitment, performance, and turnover. The framework the study proposes respecifies the leadership and work group dimensions of psychological climate into four distinct perceptions (i.e., a salesperson's perceptions regarding the behaviors of work group, sales manager, senior management, and non sales employees in the organization). These climate dimensions are posited to influence positively a salesperson's organizational commitment which consequently influences positively the salesperson's effort and intention to stay with the organization. The proposed outcomes of organizational commitment result in increased performance and decreased turnover. Success beliefs and perceived behavioral control are posited to moderate the relationship between the salesperson's organizational commitment and effort. The study tests the hypothesized relationships on a sample of salespersons belonging to a telecommunications organization utilizing path and hierarchical regression analyses.