Impacting the bottom line: Exploring the effect of a self-efficacy oriented training intervention on unit-level sales growth

Abstract

This study examines the impact of a specific training intervention on both individual- and unit-level outcomes. We sought to examine the extent to which a training intervention incorporating key elements of error management training: (1) positively impacted sales specific self-efficacy beliefs of trainees; and (2) positively impacted unit-level sales growth over time. Results of an 11-week longitudinal field experiment across 19 stores in a national bakery chain indicated that the sales self-efficacy of trainees significantly increased between the levels they had 2 weeks before the intervention started and 4 weeks after it was initiated. Results based on a repeated measures ANOVA also indicated significantly higher sales performance in the intervention group compared with a non-intervention control group. We also sought to address the extent to which individual-level effects may be linked to the organizational level. We also provide evidence with respect to the extent to which changes in individual self-efficacy were associated with unit-level sales performance. Results confirmed this multi-level effect as evidenced by a moderate significant correlation between the average self-efficacy of the staff of each store and its sales performance across the weeks the intervention was in effect. The study contributes to the existing literature by providing direct evidence of the impact of an HRD intervention at multiple organizational levels.