Impact of Training, Customer Orientation and Supervisory Behavior on Sales Performance

Azeem Khan

doi:10.52633/jms.v2i2.30

Authors

Azeem Khan Author

DOI:

https://doi.org/10.52633/jms.v2i2.30

Keywords:

Sales Performance, Sales promotion, Customer Orientation, Supervisory Support, Training

Abstract

This study examined the effect of Training, Customer Orientation and Supervisory Behavior on Salesforce Performance in the context of small and medium-sized companies (SMEs). The diffusion of technology, such as customer relationship management (CRM) systems and social media, has created a need to improve the understanding of how to manage interactions with customers in today’s digital era. The importance of technology is raised in terms of social media and as the world is treated as the “global village’. More importantly, the beginning of novelties such as cloud computing and web-based technology saves time and human efforts. The term, sales performance is the key to success for many organizations and is treated as the most demanding topic for firms. For this study, three hypotheses were formulated and tested with the help of Pearson correlation by using SPSS. Findings indicate that all the Training, Customer Orientation and supervisory behavioural dimensions were statistically significant and positively related to salesforce performance. Implications were drawn for future research and managerial attention.

References

Akram, A., Kamran, M., Iqbal, M. S., Habibah, U., & Ishaq, M. A. (2018). The impact of supervisory justice and perceived Supervisor support on organizational citizenship behaviour and commitment to supervisor: the mediating role of trust. Cogent Business & Management, 5(1), 1493902.

Creswell, J. W. (1999). Mixed-method research: Introduction and application. In the Handbook of Educational Policy (pp. 455-472). Academic Press.

Fulk, J., & Wendler, E. R. (1982). The dimensionality of leader—subordinate interactions: A path-goal investigation. Organizational Behavior and Human Performance, 30(2), 241-264.

Ju, D., Huang, M., Liu, D., Qin, X., Hu, Q., & Chen, C. (2019). Supervisory consequences of abusive supervision: An investigation of sense of power, managerial self-efficacy, and task-oriented leadership behaviour. Organizational Behavior and Human Decision Processes, 154, 80-95.

Levin, K. A. (2006). Study design III: Cross-sectional studies. Evidence-based dentistry, 7(1), 24-25.

Nkanikpo Ibok, I., & Sunday, V. (2013). Impact of Supervisory Behaviours on Sales force Performance: The Case of Microfinance Banks. In the Journal of Economics and Sustainable Development www.iiste.org ISSN (Vol. 4, Issue 3). Online. www.iiste.org

Punyawardena, W. (2017). Influence of supervisory behaviour on job satisfaction among university library assistants in Sri Lanka.

Rodriguez, M., Peterson, R. M., & Ajjan, H. (2015). CRM/Social Media Technology: Impact on Customer Orientation Process and Organizational Sales Performance. In Ideas in Marketing: Finding the New and Polishing the Old (pp. 636–638). Springer International Publishing. https://doi.org/10.1007/978-3-319-10951-0_233

Román, S., Ruiz, S., & Luis Munuera, J. (2002). The effects of sales training on salesforce activity. European Journal of Marketing, 36(11/12), 1344–1366. https://doi.org/10.1108/03090560210445218

Ryan, R. M., & Brown, K. W. (2003). Why we do not need self-esteem: On fundamental needs, contingent love, and mindfulness. Psychological Inquiry, 14(1), 71-76.

Sedgwick, P. (2014). Cross-sectional studies: advantages and disadvantages. BMJ, 348.

Thomas, E. A. (1983). Notes on effort and achievement-oriented behaviour. Psychological Review, 90(1), 1.