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Hiring and promotion policies in sales force management: some antecedents and consequences

Article Abstract:

The conceptual framework developed in this paper suggests that firms hire salespeople at the entry level and promote salespeople from within the organization to sales management positions, when their sales tasks involve transaction specific skills and they have difficulty hiring sales salespeople. Hiring at entry level and promotion from within increase salespeople's trust in the organization, and reduce sales force turnover and opportunistic behavior. A test of the framework using survey data collected from 161 firms indicates that firms tend to promote from within when salespeople possess transaction specific skills. Hiring salespeople at the entry level results in a greater level of mutual trust between the sales force and the firm and less opportunistic behavior by the sales people. (Reprinted by permission of the publisher.)

Author: Weitz, Barton A., Ganesan, Shankar, John, George
Publisher: M.E. Sharpe, Inc.
Publication Name: Journal of Personal Selling & Sales Management
Subject: Retail industry
ISSN: 0885-3134
Year: 1993
Management, Appointments, resignations and dismissals, Employee selection

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Increasing sales productivity by getting salespeople to work smarter

Article Abstract:

Recent research indicates that sales productivity can be substantially improved if salespeople place more emphasis on an aspect of working smarter, i.e., practice adaptive selling. This paper suggests ten approaches that sales managers can use to improve sales performance by encouraging and assisting their salespeople to practice adaptive selling. (Reprinted by permission of the publisher.)

Author: Sujan, Mita, Sujan, Harish, Weitz, Barton A.
Publisher: M.E. Sharpe, Inc.
Publication Name: Journal of Personal Selling & Sales Management
Subject: Retail industry
ISSN: 0885-3134
Year: 1988
Statistics, Training

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Career plateaus in the salesforce: understanding and removing blockages to employee growth

Article Abstract:

A model of sales employee career growth is presented. The model suggests that a variety of individual, job-related, and organizational factors influence whether sales employees reach career plateaus. Based on this model, specific managerial prescriptions are presented to remove blockages in career development. (Reprinted by permission of the publisher.)

Author: Feldman, Daniel C., Weitz, Barton A.
Publisher: M.E. Sharpe, Inc.
Publication Name: Journal of Personal Selling & Sales Management
Subject: Retail industry
ISSN: 0885-3134
Year: 1988
Analysis, Human resource management, Career development, Career education

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Subjects list: Sales personnel, Salespeople, Research, Selling, Sales management
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