Hypothesis and Results

Hypothesis and Results



Hypothesis and Results

H1

Emotional exhaustion is negatively related to salesperson's satisfaction with (A) supervision, (B) overall job, (C) company policy and support, (D) promotion and advancement, (E) pay, (F) co-workers and (G) customers.

H2

Salesperson's satisfaction with (A) supervision, (B) overall job, (C) company policy and support, (D) promotion and advancement, (E) pay, (F) co-workers and (G) customers are positively related to a salesperson's organizational commitment.

H3

Emotional exhaustion is negatively related to a salesperson's organizational commitment.

H4

Salesperson's satisfaction with (A) supervision, (B) overall job, (C) company policy and support, (D) promotion and advancement, (E) pay, (F) co-workers and (G) customers are negatively related to a salesperson's propensity to leave.

H5

Organizational commitment is negatively related to a salesperson's propensity to leave.

H6

Emotional exhaustion is positively related to a salesperson's propensity to leave.

Sample

A census of a regional promotions firm's sales force was used to collect the data. A total of 152 surveys were distributed to salespeople employed by the Etisilat which endorsed the study. Respondents returned the completed survey questionnaires to the authors in postage-paid envelopes. Of the returned surveys, a usable sample of 132 responses was obtained after list wise deletion for an effective response rate of 87%. Of the respondents, 69% were male. The average respondent is approximately 32 years of age and has worked as an account executive in the firm for approximately 2 years.

Measures

Table 1 provides correlations, reliabilities, means and standard deviations. The seven dimensions of job satisfaction were measured using a reduced version of the INDSALES scale ([Comer et al., 1989] and [Lagace et al., 1993]). Twenty items from this scale were used in the study (see Appendix A). Propensity to leave was assessed using three 7-point items, anchored with terrible to excellent, that asked the respondents to indicate their chances of quitting this job in the next 3, 6 and 12 month s. Similar items have been used by Johnston et al. (1988) and Ladik et al. (2002). Emotional exhaustion was assessed using 4 items from Kreitner and Kinicki (1992). Organizational commitment had three 7-point items ([Porter et al., 1974] and [Mowday et al., 1979])Table 1.

Correlations, reliabilities, means, and standard deviations.

Variables

X1

X2

X3

X4

X5

X6

X7

X8

X9

X10

Mean

S.D.

Satisfaction with supervision

.79

4.97

1.22

Satisfaction with overall job

.262

.86

5.62

.93

Satisfaction with policies and support

.368

.408

r = .541

4.95

1.18

Satisfaction with promotion and advancement

.361

.372

.438

.79

4.59

1.35

Satisfaction with pay

.181

.216

.315

.297

.71

4.35

1.07

Satisfaction with co-workers

.442

.490

.383

.185

.150

.70

5.38

.91

Satisfaction with customers

.205

.113

.082

- .002

- .037

.155

r = .551

4.74

.94

Emotional exhaustion

- .280

- .295

- .344

- .303

- .180

- .145

- .116

.90

2.67

1.42

Organizational commitment

.399

.511

.535

.429

.341

.248

.003

- .419

.75

5.01

1.21

Propensity to leave

- .284

- .487

- .363

- .464

- .212

- .173

- .021

.342

- .586

.95

2.16

1.48

Significant correlation.

Reliabilities are on the diagonal.

1=Correlations are reported for two item indicators.

Method

First, a confirmatory factor analysis was conducted using LISREL 8.51. Items ...