Abstract
Top performing salespeople are attracted to organizations that provide opportunities to make full use of their abilities. Responses from 1450 sales directors from a leading direct selling organization were used to examine salesperson's experienced meaningfulness. Results show that experienced meaningfulness is critical to sales because it impacts salesperson's performance, turnover intentions and felt stress. Further, ethical climate and customer demandingness influence experienced meaningfulness perceptions.
Highlights
Paying a competitive salary is not sufficient for attracting and keeping top performing salespeople because employees are concerned about finding a “meaningful job.” As Pink (2011) asserts, “We leave lucrative jobs to take low-paying ones that provide a clearer sense of purpose” (p. 26)
This study proposes that experienced meaningfulness is driven by customer demandingness and ethical climate
Ethical climate and customer demandingness have a positive impact on experienced meaningfulness, supporting H, H
Summary
Paying a competitive salary is not sufficient for attracting and keeping top performing salespeople because employees are concerned about finding a “meaningful job.” As Pink (2011) asserts, “We leave lucrative jobs to take low-paying ones that provide a clearer sense of purpose” (p. 26). Paying a competitive salary is not sufficient for attracting and keeping top performing salespeople because employees are concerned about finding a “meaningful job.”. As Pink (2011) asserts, “We leave lucrative jobs to take low-paying ones that provide a clearer sense of purpose” Employees gravitate towards meaningful jobs, driven by “purpose maximizing” rather than “profit maximizing” Employees believe that the employer has both transactional and relational obligations towards workers (Lee, Liu, Rousseau, Hui, & Chen, 2011). Transactional obligations correspond to monetary expectations whereas relational obligations correspond to commitments concerning a meaningful job. Another study that compared reward valence across three generations (Baby Boomers, Generation-X, and Generation-Y) in the U.S shows that in spite of the increased financial demands today's employees face, workers still value intrinsic rewards over other rewards (Twenge, Campbell, Hoffman, & Lance, 2010). Creative, and providing opportunities for growth and learning are preferred to jobs that offer an opportunity to make money
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