Mediating effect of employee’s commitment on workplace spirituality and executive’ssales performance: An empirical investigation

Abstract

Purpose

This study aims to develop a comprehensive framework that conceptualizes and measures the antecedents of the sales executive’s performance with regard to workplace spirituality and employee’s commitment.

Design/methodology/approach

This research applied a cross-sectional survey design to test the proposed hypotheses. Data were collected from 160 sales executives who are studying MBA and EMBA respectively and are working in various services and manufacturing organizations from Dhaka, Bangladesh.

Findings

The results suggest, when sales executives experience workplace spirituality; they feel more committed to their respective organizations and influences activities relating to sales performance.

Research limitations/implications

The study collected data for the constructs from the same source, simultaneously. This can produce the risk of common method variance, leading to an inflation of statistical relationships. A longitudinal research design may also be suitable.

Practical implications

By improving spirituality climates in the workplace, managers can enhance employee’s commitment, and thus, individual sales officers may boost up their sales performance. It is likely that occurs because sales executives react reciprocally toward their respective company that satisfies their spiritual needs.

Originality/value

The paper contributes by filling the gaps in literature related to sales management, where empirical studies on workplace spirituality have been scarce till date. This study is the first of a kind to include workplace spirituality, commitment and executive’s sales performance simultaneously in the context of Bangladesh.

Citation

Rahman, M.S., Zaman, M.H., Hossain, M.A., Mannan, M. and Hassan, H. (2019), "Mediating effect of employee’s commitment on workplace spirituality and executive’ssales performance: An empirical investigation", Journal of Islamic Marketing, Vol. 10 No. 4, pp. 1057-1073. https://doi.org/10.1108/JIMA-02-2018-0024