Reports the findings of recent empirical research into the job satisfaction of an original sample of 1,326 UK marketing managers. Provides data on the nature and sources of job satisfaction/dissatisfaction and on the assessment of the relative importance of various intrinsic (content) and extrinsic (context) occupational characteristics. Analyses the satisfaction criteria against a variety of variables such as age, gender, tenure and career development. Discusses the implications for the marketing practitioner at the workbench level within organizations.

Employee job satisfaction: An empirical assessment of marketingmanagers as an occupationally homogeneous group

We are presently at a point of unique circumstantial convergence where recession, an increased emphasis on business ethics, and marketer’s reluctance to accept shifting social agendas have combined...

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Driven to excess? Linking calling, character and the (mis)behaviour of marketers

© 2019, Robert Cluley and William Green Purpose: Informed by social representation theory, the study aims to explore how marketing workers represent their activities on social media Design/methodology/approach: A naturalistic data set of 17,553 messages posted on Twitter by advertising workers was collected A sample of over 1,000 unique messages from this data set, incorporating all external links and images, was analysed inductively using structured thematic analysis Findings: Advertising workers represent marketing work as a series of fun yet constrained activities involving relationships with clients and colleagues They engage in cognitive polyphasia by evaluating these productive differences in both a positive and negative light Research limitations/implications: The study marks a novel use of social representation theory and innovative social media analysis Further research should explore these relations in greater depth by considering the networks that marketing workers create on social media and establish how, when and why marketing workers turn to social media in their everyday activities Practical implications: Marketing workers choose to represent aspects of their work to one another, using social media Marketing managers should support such activities and consider social media as a way to understand the lives and experiences of marketing workers Originality/value: Marketing researchers have embraced digital media as a route to understanding consumers This study demonstrates the value of analysing digital media to develop an understanding of marketing work It sheds new light on the ways marketing workers create social relationships and enables marketing managers to understand and observe the social aspects of effective marketing

Social representations of marketing work: advertising workers and social media

Reports on an investigation into the managerial talents of management students who will form the core of the managers of tomorrow. Focuses on talents exhibited by those students majoring in marketing and makes comparisons with students majoring in other areas of management. Employs, as the research instrument, the Self‐Descriptive Inventory developed by Edwin Ghiselli, which consists of 64 pairs of personality descriptive adjectives — a table shows the importance Ghiselli places on the 13 managerial traits. Discusses the administering of the inventory to 310 undergraduates in the department of management studies at the University of Waikato in New Zealand. Documents the results and scores in depth. Sums up that the study shows that would‐be marketers are similar in most aspects of managerial talent to those students in other business fields, who will form the core of the managerial ranks of tomorrow.

Marketing Students and Their Managerial Talents

Provides a portrait of the marketer compared with other groups. Says it is clear that marketing people see themselves primarily as people who need or require considerable supervisory ability, a high degree of self actualisation, the ability to use a high degree of initiative, and who are prepared to forgo security in order to achieve objectives. Uses a study from a questionnaire with 64 pairs of adjectives which managers chose as best descriptive of themselves – 791 managers responded, of which 103 were marketing managers. Uses figures for explanation of the results. Sums up that marketing people see themselves first as needing or requiring considerable supervisory ability.

Charles Margerison

Papers

The Marketing Man's Image of Himself and his Work Relationships