Salesperson Performance, Pay, and Job Satisfaction: Tests of a Model Using Data Collected in the United States and Japan
Keywords
salesperson performance, cultural differences, job satisfaction
Abstract
A causal model of salesperson performance and satisfaction is tested using data collected in Japan and the United States. The model seems to work well for both cultural groups, that is, comparable levels of variance are explained. However, the data appear to fit the model differently across samples; culture appears to moderate the relationships among constructs. Pay and valence for pay play a more central role for the Americans than the Japanese. Value congruence has a strong influence on job satisfaction for the Japanese, but not the American sales representatives. These findings confirm both the conventional wisdom that financial incentives are crucial in the United States, and the anecdotal evidence that closer supervision and corporate culture will be more useful sales management tools in Japan.
Original Publication Citation
Money, R. Bruce and John L. Graham (1999), “Salesperson Performance, Pay, and Job Satisfaction: Tests of a Model Using Data Collected in the United States and Japan,” Journal of International Business Studies, 30 (1), 149-172.
BYU ScholarsArchive Citation
Money, Bruce and Graham, John L., "Salesperson Performance, Pay, and Job Satisfaction: Tests of a Model Using Data Collected in the United States and Japan" (1999). Faculty Publications. 8629.
https://scholarsarchive.byu.edu/facpub/8629
Document Type
Peer-Reviewed Article
Publication Date
1999
Publisher
Journal of International Business
Language
English
College
Marriott School of Business
Department
Marketing
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