Factors discriminating functional and dysfunctional salesforce turnover

Abstract

Examines turnover functionality (high‐ and low‐performing quitters and stayers) in a business‐to‐business sales setting. Prior research indicates that antecedents of turnover frequency and turnover functionality are different. However, this may be an artifact of the way in which turnover has been measured. This study develops a new criterion of turnover functionality. Additionally, common antecedents of turnover frequency were examined to see if they could differentiate between high‐ and low‐performing quitters and stayers. The results indicate that several antecedents associated with turnover frequency are able to discriminate among different groups of high‐ and low‐performing quitters and stayers. Specifically, satisfaction with promotion, supervision, work, and global satisfaction contribute to our understanding of turnover functionality. Additionally, role conflict, role ambiguity, anxiety, evaluation of job alternatives, and intention to quit are also good discriminators of turnover functionality.

Citation

Johnson, J.T., Griffeth, R.W. and Griffin, M. (2000), "Factors discriminating functional and dysfunctional salesforce turnover", Journal of Business & Industrial Marketing, Vol. 15 No. 6, pp. 399-415. https://doi.org/10.1108/08858620010349493