A model of retail job characteristics,employee role ambiguity,external customer mind-set,and sales performance |
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| Authors: | Mark C. Johlke Rajesh Iyer |
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| Affiliation: | 1. Stockholm School of Economics, P.O. Box 6501, SE-113 83 Stockholm, Sweden;2. Center for Retailing, Stockholm School of Economics, Sweden;1. Professor of Consumer Sciences, School of Human Ecology, 2135 Nancy Nicholas Hall, 1300 Linden Dr., Madison, WI 53706, United States;2. The Norton School of Family & Consumer Sciences, 650N. University of Arizona, Tucson, AZ 85721-0078, United States;3. School of Business, Indiana University Southeast New Albany, IN 47150, United States;1. School of Business, Public Administration and Information Sciences, Long Island University 1, University Plaza Brooklyn, NY 11201, USA;2. Department of Marketing & Management, College of Business & Entrepreneurship, Texas A&M University Commerce, TX 75428, USA;1. SKEMA—Univ Lille Nord de France, F-59000 Lille, France Skema Business School, Avenue Willy Brandt Euralille 59 777, France;2. N322, Schulich School of Business, York University, 4700 Keele Street, Toronto, ON, Canada M3J 1P3 |
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| Abstract: | Based upon findings from the sales, retailing, marketing, management, and organizational behavior literatures, the authors develop and test a model of retail employee sales performance that differs from previous efforts by utilizing multi-dimensional conceptualizations of potential antecedents as well as a promising yet previously unexamined employee job attitude–external customer mind-set. The results indicate that the characteristics of the retail employee’s work environment, with one exception, are directly associated with enhanced job attitudes and reduced ambiguity. The exception is that greater amounts of job autonomy are associated with increased levels of ambiguity. Retail employee ambiguity regarding customers and external customer mind-set are both associated with sales performance. |
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