Examining the impact of job embeddedness on salesperson deviance: The moderating role of job satisfaction

Abstract

This study investigates the dysfunctional outcomes of salesperson job embeddedness as moderated by job satisfaction. Our findings suggest that among salespeople with low job satisfaction, organizational job embeddedness is positively linked with organizational deviance, interpersonal deviance, and customer-directed deviance. However, among salespeople with high job satisfaction, job embeddedness is negatively linked with organizational deviance and not significantly linked with either interpersonal or customer-directed deviance. The managerial implications of this study suggest that sales managers should be proactive in mitigating salesperson deviance behaviors through a variety of methods that may enhance salesperson satisfaction, particularly among salespeople who are embedded. Such managerial methods may include the following: 1) more assertive communication of acceptable norms with salespeople, 2) proper mentoring, 3) developing coordinated monitor and control systems, and 4) setting appropriate expectations for new hire salespeople by providing realistic job previews.