Salesperson performance: role of perceived overqualification and organization type

Abstract

PurposeThe purpose of this paper is to examine the impact of perceived overqualification (POQ) on salesperson performance.Design/methodology/approachIn total, 120 usable samples were collected from surveying sales representatives and their sales supervisors from 48 different Indian pharmaceutical firms.FindingsThe results indicated that sales personnel with POQ perform well: in prospector and analyzer type organizations as compared to in defender and reactor type organizations, and when controlled by the outcome-based control system than when controlled by the behavior-based control system.Practical implicationsThis study suggests that “person-job” fit criteria used in personnel selection should also consider environmental variables (organization type and control mechanisms) for better job outcomes. The results of the study would enable an organization to assess whether its reward systems and levels are getting the desired impact from sales personnel with different levels of POQ in terms of salesperson performance.Originality/valueUsing “person-job” fit theory, this study examined the role of organization type and sales force control system as moderators of “POQ – Salesperson Performance” relationships and explains how organizations can benefit from enhancing sales performance of salespersons with POQ.