The ability to succeed is closely tied to the ability to handle adversity (DeCarlo et al., 1997 Seligman & Schulman, 1986 Boone, 2000). People have different ways of reacting to adversity such as failure, rejection or a high-pressure situation. The association between attributional style and performance was then examined using a combination of Analysis of Variance (ANOVA) and co relational analysis. These measures have been used for several years by the company at the centre of our study as an objective measure of Call Centre Representative (CCR) performance. Performance was calculated using five independent measures. This was the first time that the Seligman's Attributional Style Questionnaire (SASQ) has been used in a New Zealand context. Attributional style was evaluated using a well recognised method (Seligman's Attributional Style Questionnaire). This study explored the relationship between attributional style and the performance of front line service staff in a call centre environment. The authors find that perceived task difficulty mediates the focal relationship and that error management enables core transformational leadership to have a lasting effect such that new hires have the lowest sales-oriented behavior intentions when transformational sales managers encourage them to make errors during their interactions with customers and to actively learn from their failures. Then, aiming to uncover the underlying mechanism driving salesperson helplessness and a managerial approach that has a sustained impact, the authors conduct Study 2, a scenario-based experiment focused on the business-to-business insurance industry. ![]() Study 1 finds support for these hypotheses using panel survey data from 221 new hires during six months of a furniture retailer's sales force socialization process. In addition, the authors examine the influence of leadership, expecting core transformational leadership to have a diminishing effect as unmet sales goals accumulate. Drawing from the learned helplessness paradigm, the authors hypothesize that cumulative periods of sales performance failure are associated with sales-oriented behavior intentions. ![]() This article investigates the sales force socialization process, wherein newly hired salespeople often face failure-prone environments.
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