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Adaptive selling can help build positive relationships between salespeople and consumers. The literature shows that consumers respond positively to salespeople under approach but not avoidance motivations. This paper aims to demonstrate a circumstance under which consumers with avoidance motivations can also respond positively, something not previously shown in the literature.

This research paper uses three experimental between-subject designs to test hypotheses.

The current research identifies appropriate sales influence tactics (e.g. a customer-autonomy-oriented or a loss-avoidance-oriented influence tactic) where consumers with avoidance motivations can also respond to sales agents positively by the evidence of higher purchase intentions. In addition, this research shows that consumers with approach motivations may not always respond positively to salespeople. Further, goal facilitation appraisals of the salespeople serve as a mechanism between consumers’ shopping motivations and their behavioral responses (e.g. purchase intentions).

First, while the previous literature demonstrates that approach motivations generally lead to more positive effects (Elliot and Trash, 2002), this research indicates that avoidance motivations can also have positive effects, which is a finding that has not been demonstrated in the literature thus far. Second, this research identifies goal facilitation appraisals as one underlying process that explains the interactive effect between matching influence tactics and consumers’ approach/avoidance motivations when shopping. Third, the authors integrate regulatory focus theory by using gain- or loss-avoidance-oriented sales influence tactics to match approach and avoidance motivations.

Companies are increasingly attempting to offer customers an experience of availability range, affordable cost, shopping convenience, and ambience. The purpose of this paper is to determine the impact of salesperson behavior on motivation, cognition, emotions, and responses of the consumers and to identify different responses to sales interaction according to their different perceptions. The purpose of this paper is to address the role of salesperson behavior and motivation mind‐set during the interactive sales encounter experience and whether they affect a consumer cognitions, emotions, and outcome behaviors.

Based on a literature review, a conceptual model is developed for this paper.

This paper has significant implications in terms of not only understanding the mechanisms that underlie selling effectiveness but also the role of consumer psychographics, sales encounter experience, and salespersons behavior influencing purchase decision making.

From a managerial perspective, the paper contributes from a prescriptive stand point in terms of enabling sales people to select effective selling behaviors based on more than overt demographic characteristics. Theoretical contributions include examining the relationship among motivation, emotion, and cognition in an interpersonal sales interaction experience.

We review the literature on stress in organizational settings and, based on a model of job insecurity and emotional intelligence by Jordan, Ashkanasy and Härtel (2002), present a new model where affective responses associated with stress mediate the impact of workplace stressors on individual and organizational performance outcomes. Consistent with Jordan et al., emotional intelligence is a key moderating variable. In our model, however, the components of emotional intelligence are incorporated into the process of stress appraisal and coping. The chapter concludes with a discussion of the implications of these theoretical developments for understanding emotional and behavioral responses to workplace.

Using the backdrop of an (apparently) extended visit to the West Indies, analogies with key concerns of internal audit are drawn. An unusual and refreshing way of exploring the main themes ‐ a discussion between Bill and Jack on tour in the islands ‐ forms the debate. Explores the concepts of control, necessary procedures, fraud and corruption, supporting systems, creativity and chaos, and building a corporate control facility.

Using the backdrop of an (apparently) extended visit to the West Indies, analogies with key concerns of internal audit are drawn. An unusual and refreshing way of exploring the main themes ‐ a discussion between Bill and Jack on tour in the islands ‐ forms the debate. Explores the concepts of control, necessary procedures, fraud and corruption, supporting systems, creativity and chaos, and building a corporate control facility.

The purpose of this study was to investigate how individual perceptions by employees of a goal‐setting program and personality traits influence job satisfaction and goal commitment.

Using the German version of Locke and Latham's goal‐setting questionnaire, 97 production employees judged the quality of the goal‐setting program in their company with regard to content‐related problems of goals (e.g. goal clarity), process in dyad (e.g. supervisor support), and setting‐related aspects (e.g. rewards). Data were also collected on the participants' conscientiousness and neuroticism.

The results showed that job satisfaction is predicted by content and setting‐related aspects, whereas content‐related aspects affected goal commitment. Conscientiousness explained variance in goal commitment independent of individual perceptions of the goal‐setting program, whereas neuroticism affected job satisfaction indirectly via the perceptions of goal content.

Performance management programs that incorporate goals belong to the most widely used management techniques worldwide. The study provides evidence on critical success factors from the view of staff members, which helps to design or optimize current goal‐setting programs. Furthermore, the study implies practical consequences in terms of person‐job fit based on personality traits.

The study helps to build a more comprehensive picture of how content, process, and setting‐related perceptions of a goal‐setting program influence job satisfaction and goal commitment. In addition, it provides important insights into the processes through which individual differences affect work behavior.

More and more organisations are using teams to solve problems, plan for the future and improve products, processes and services. One method of enhancing group effectiveness is to use a facilitator. Facilitators, however, need to be trained in order to accomplish their role effectively. This can only be achieved successfully if trainers are aware of the competencies and skills needed to undertake the facilitation process. Explores the facilitation process and presents both the general and specific competencies that are essential for facilitation. General competencies are those that are vital no matter what type of group is meeting. Specific competencies, on the other hand, are those that are distinctive to the level of group development. Groups that are highly experienced and well‐developed will require the facilitator to have more sophisticated skills than groups that are less‐developed.

The purpose of this paper is to explore the relationships between four general coping styles, work and family conflict, and work and family facilitation in a simultaneous equations framework

Data from the MIDUS study were analyzed using two‐staged least squares regression to incorporate the reciprocity between the work and family domains into the model. Hypotheses about direct action, advice seeking, positive thinking, and cognitive reappraisal as they affect work family (W‐F) and family‐work (F‐W) conflict were tested. The impact of the coping styles on work and family facilitation has not been studied before and was also included.

The efficacy of individual coping styles on conflict and the relationships between coping and facilitation were not uniform and varied depending on the source domain. Positive thinking was associated with higher W‐F and F‐W facilitation. Direct‐action was associated with lower F‐W conflict and higher F‐W facilitation. Reappraisal and advice seeking were associated with higher F‐W conflict, but advice‐seeking was related to higher W‐F facilitation. As expected, significant reciprocal effects for conflict were found; both W‐F and F‐W conflict are significant predictors of F‐W and W‐F conflict, respectively. And, an increase in F‐W conflict was predicted to have twice the impact of factors increasing W‐F conflict. W‐F facilitation was significant in predicting levels of F‐W facilitation; F‐W facilitation did not influence levels of W‐F facilitation.

The paper suggests the family domain should be the target for problem‐focused coping strategies, most likely because greater control can be exercised at home. Practical suggestions to help employees identify strategies to lower conflict and raise facilitation, thus promoting balance, are discussed.