Questions the value of ‘morale boosting’ as a device for salesman improvement, concludes that attention to specific attitudes is likely to prove more rewarding. Specifies the improvement of sales‐force morale is often seen as vital to effective performance. Sheds light on the scarcity of research efforts and the inconclusiveness of available findings indicate the effects of job attitudes on sales performance are uncertain and, at best, are likely to be situation specific. Chronicles that this study was designed to contribute to a small but growing body of research efforts into the question of job attitudes and selling performance.
Cotham, J., Cravens, D. and Pennington, A. (1972), "Examining the job attitude/salesman performance issue", European Journal of Marketing, Vol. 6 No. 2, pp. 124-129. https://doi.org/10.1108/EUM0000000005132Download as .RIS
MCB UP Ltd
Copyright © 1972, MCB UP Limited