Designing sales force satisfying selling positions: a conjoint measurement approach

To design selling positions that appeal to both new and incumbent salespersons, management needs to understand salespersons' preferences for job characteristics. The study reported here exemplifies an effort to operationalize salespersons' preferences for job and task characteristics that takes account of both career stage and gender. Findings indicate that salespeople in the sample prefer salary-based compensation and that female salespeople prefer sales jobs that are fixed in location.     

Technology improves sales performance—doesn't it?: An introduction to the special issue on selling and sales technology

Firms around the globe are rushing to invest in sales force technology or sales force automation (SFA). SFA appears to mean different things to different people. For example, management and sales personnel view the need for, application of, and advantages of SFA quite distinctly. As a result of technology, this special issue examines many areas of sales force automation to provide both practicing managers and sales force academicians with a clearer perspective of new technology in the B2B marketplace. This article introduces the special issue topic, individual contributors, and acknowledges support proffered by myriad individuals.     

Impact of sales force automation on technology-related stress, effort, and technology usage among salespeople

This study unveils factors affecting sales force automation (SFA) technology usage by salespeople. It differs from previous research by: (1) proposing a model that examines the consequences of task complexity on role perceptions and technology usage, and (2) understanding the negative repercussions of SFA technology on the user. The proposed model was tested using data from 150 salespeople employed by a national organization. The results suggest that integration of SFA technology induces adverse role perceptions in salespeople. However, controlling for extraneous variables, effort is significantly related to salespeople's usage of technology. Key managerial implications for theory and practice are discussed.     

Sales force technology usage—reasons, barriers, and support: An exploratory investigation

Increasingly, salespeople are being asked to adopt and use a variety of technologies to increase their selling productivity and efficiency, including sales force automation and customer relationship management technologies. However, little research has investigated what happens once sales force automation (SFA) technology is adopted. This paper explores the reasons why salespeople use SFA technologies, the perceived barriers to SFA usage and how management can increase the usage of SFA technology. First, a qualitative study was performed to gain insight about salespeople's automation technology usage and the reasons why some salespeople fully use or do not utilize technology. After the initial study, 130 salespeople were surveyed. More productivity/efficiency was the main reason why salespeople use technology, the lack of management and technical support proved to be the main barrier to usage, and training proved most effective in increasing usage of SFA technology. Sales managers are provided with implications of the findings.     

浅谈中等职业学校学生的素质培养

由于社会在不断地发展,就对职校生提出了新的要求。作为职业教育学校所培养的学生,应该具备什么样的知识,具备什么样的素质,这是一个需要探讨的问题。而所谓职业教育,是指对受教育者实施的某种职业或生产劳动所需的知识和技能的教育。1996年5月15日颁布的《中华人民共和国职业教育法》,规定了建立、健全包括职业学校教育与职业培训的职业教育体系。     

Female participation in African labor markets: The role of information and communication technologies

This article investigates the effects of information and communication technologies (ICT) on female labor force participation in a sample of 48 African countries. We specify and estimate linear regression and dynamic panel data models with fixed effects (FE) and system-generalized method of moments (SYS-GMM) estimation over the period 2001–2017. The three main results are that ICT use (mobile phone and internet) significantly stimulates female labor force participation in Africa; this effect is enhanced by financial development and female education; the effect of ICT on female employment in Africa is strongest in the industrial sector. These results remain robust to the provision of social, cultural, and institutional variables.     

Is Part-Time Employment after Childbirth a Stepping-Stone into Full-Time Work? A Cohort Study for East and West Germany

Does part-time work support first-time mothers’ employment by providing a stepping-stone into full-time work in Germany? Using data from the German Socio-Economic Panel from 1984–2012, this study compares three different age cohorts of first-time East and West German mothers to investigate whether there has been any convergence between East and West Germany in the way women use part-time employment. Results show that mothers in West Germany in all cohorts tended to remain in part-time employment for longer periods than those in East Germany. Part-time employment more often provided a stepping-stone into full-time employment in East Germany than in West Germany. East German women who gave birth after reunification were less likely than older cohorts to experience a transition from part-time to full-time work. Thus, part-time employment not followed by subsequent full-time work has become more common in the East.     

Service,emotional labor,and mindfulness

From the seclusion of monastic life to the noise of Silicon Valley, the ancient practice of mindfulness has ‘come out of the cloister.’ As an antidote to mindless cognition and behavior, the practice of mindfulness—with its principle of grounding attention in the present moment—has been shown to have powerful and positive effects at both the individual and the collective level and in fields as wide-ranging as medicine, schooling, prison programs, law and negotiation, business, and even the army. This installment of Marketing & Technology introduces mindfulness to managers and explores its potential for enhancing the service encounter. We begin by reviewing the two main conceptualizations of mindfulness: the cognitive and the contemplative. We then explore the service encounter from the perspective of emotional labor and show how mindfulness can change surface acting into deep acting, thereby significantly improving the service encounter for both the consumer and provider. We also explore the other benefits of mindfulness and their application to the service encounter: adaptability, flexibility, and creativity. We conclude by sharing resources for managers interested in implementing mindfulness training.