While most scholars debate the importance of doing things to improve the quality of the buyer–seller relationship and investigate the positive side of salesperson’s behavior, little is known about salesperson’s negative behavior or what causes it. In this study, social undermining theory is employed to investigate how a variety of social undermining behaviors influence salesperson deviant behavior. A sample of 469 frontline bank employees responded to a questionnaire. Structural equation modeling and moderated regression were used to test the model, which produced results suggesting that various types of social undermining affect deviant behavior by influencing employee emotional exhaustion. The results also show that salesperson motivation moderates the effect of emotional exhaustion on deviant behavior.

Exploring the Impact of Social Undermining on Salesperson Deviance

(1) Background: Various investigations have confirmed that burnout prevails in intensive and demanding contemporary working environments. Most of these studies have analyzed the associations between emotional exhaustion and various work factors. We studied the gap in the literature by simultaneously considering the three commonly recognized dimensions of burnout (emotional exhaustion, depersonalization, and reduced personal accomplishment) using a representative sample of telecommunication sales managers. (2) Methods: 849 survey respondents completed an anonymous questionnaire that included items representing psychosocial factors at work, lifestyle characteristics, and the Maslach Burnout inventory. The hierarchical regression analysis revealed the predictors of emotional exhaustion, depersonalization, and reduced personal accomplishment. (3) Results: job demands and witnessing bullying at the workplace were the most powerful predictors of emotional exhaustion, followed by self-rated health, night work, education, and physical inactivity. Witnessing bullying at the workplace, job control, self-rated health, and physical inactivity were the strongest predictors of depersonalization. Finally, direct experiences of negative acts at the workplace, job control, social support at work, bullying exposure duration, family crises, physical inactivity, smoking and alcohol, and body mass index were the most important predictors of reduced personal accomplishments. (4) Conclusions: the present study fills a gap in the research surrounding the three dimensions of burnout. The findings not only confirm that high job demands, low job control, and low social support at work contribute to burnout but also contribute to the novel understanding that workplace bullying plays an integral role.

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Burnout among Telecommunication Sales Managers

Job burnout represents a serious contemporary problem. Social support from the supervisor may have the potential to attenuate the effects of burnout. The purpose of this paper is to investigate the influence of the sales manager support on the perceived level of all facets of burnout. The study findings suggest that positive manager support negatively influences the perceived levels of emotional exhaustion and personal non-accomplishment and has no influence on the depersonalization components of burnout. The highlighted relationships can help sales managers in their attempts to reduce burnout among their salespeople by providing them more social support. The results may also encourage organizations and policy makers to provide resources and take actions focused on enhancing manager supportive skills in order to reduce the negative burnout effects.

http://www.ocerint.org/adved15_epublication/papers/114.pdf

Juraj Dobrila

Papers

Salesperson burnout: exploring the link with the manager support