Better support for supportive jobs. How to improve brand performance through better compensation and training for in-store merchandisers |
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| Affiliation: | 1. IQS School of Management, Universitat Ramon Llull, Via Augusta, 390, 08017, Barcelona, Spain;2. Tecnológico de Monterrey, Avenida General Ramón Corona 2514, Nuevo México, 45138, Zapopan, JAL, Mexico;1. Business School, Tianjin University of Finance and Economics, 25# Zhujiang Avenue, Tianjin, 300222, PR China;2. School of Economics & Management, Tianjin University of Technology and Education, 1310# Dagunanlu Avenue, Tianjin, 300222, PR China;1. Stephen F. Austin State University, United States;2. University of Kentucky, United States;3. The Pennsylvania State University Abington, United States;1. ESSCA School of Management, 55 Quai Alphonse Le Gallo, 92 513, Boulogne-Billancourt, France;2. Athens University of Economics and Business – Marketing Research Laboratory, 76 Patisson Avenue, Athens, 10434, Greece |
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| Abstract: | ![]()
Through an experimental field study, we link improved working conditions for supportive jobs to enhanced brand sales. Results show that improved working conditions for in-store merchandisers based on monetary and non-monetary rewards yield a significant increase in sales, which might be facilitated through enhanced on-shelf availability. We underline the strategic importance of the job profile and identify explanatory mechanisms, enabling managers to optimize training and compensation in the context of supportive jobs in retailing. The study enhances the literature on the importance of supportive jobs in driving brand performance in accordance with the motivational framework based on rewards and recognition. |
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| Keywords: | In-store merchandiser Job performance Compensation Retail employees Brand performance |
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