Work Motivation Through the Design of Salesperson Jobs

Abstract

AbstractThe validity of a job diagnostic model to (re)-design salespersons' jobs is investigated. The model purports that a number of core job dimensions and individual differences interact to affect critical psychological states which, in turn, influence work motivation, satisfaction, and performance of people at work. The results indicate that the model holds promise in analyzing salespersons' jobs. Possible managerial implications and limitations are also discussed.