September 2023 (Vol. 16, Iss. 3)
Improving Salesperson Performance: Intrinsic vs. Extrinsic Motivation
Valerie Good, PhD, Douglas E. Hughes, PhD, Ahmet H. Kirca, PhD, and Sean McGrath, PhD Candidate
Year after year, companies allocate extensive resources toward developing and tracking incentive programs to effectively motivate sales employees. But, do these extrinsic motivators lead to increased sales? In this study, we examine how different types of motivation affect salesperson performance.
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Navigating Technostress and Entitled Employees
Kenneth J. Harris, PhD, Ranida B. Harris, PhD, Matthew Valle, PhD, John Carlson, PhD, Dawn S. Carlson, PhD, Suzanne Zivnuska, PhD, and Briceön Wiley, PhD
While technology has undoubtedly brought many benefits to the workplace, it has also brought a new form of stress known as "technostress." By understanding how technostress negatively influences employee turnover, work-family conflict, and family burnout, firms can better manage potential stressors and create a more positive and productive work environment.
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Influencing Negotiations: Salesperson Favor Requests
Veronica L. Thomas, PhD, Stephanie M. Mangus, PhD, and Dora E. Bock, PhD
Consumers often believe that salespeople do not have consumers' best interests in mind and, thus, dread the idea of engaging in negotiations with a salesperson. In our research, we focus on the interpersonal relationship between the consumer and the salesperson and examine whether a favor request from a salesperson to the consumer will encourage engagement and the idea of negotiation.
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Connecting with Clients: Best to Be Funny or Clever?
Holly S. Howe, PhD, Lingrui Zhou, PhD, Rodrigo S. Dias, PhD Candidate, and Gavan J. Fitzsimons, PhD
Humor has been a popular marketing strategy throughout the years. In our research, we argue that if a brand wants to use humor, they benefit more from using clever humor versus merely being funny. When a brand uses clever humor, it is better able to connect with the audience, which can lead to more positive brand attitudes and greater brand engagement.
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Leader Affect Variability and Employee Engagement
Jiaqing Sun, PhD, Sandy J. Wayne, PhD, and Yan Liu, PhD
It is widely understood that a leader's daily emotional expressions can have a significant impact on employees' emotions and work performance. But what about the variability of leaders' emotional expressions across different days? Our research examines how leader affect variability impacts employee work engagement and performance.
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INSIDER: I Love It Here
Parker Cannon, MBA Candidate
Creating a workplace that employees love is foundational to any successful organization, and real estate is no exception. In his book, Clint Culver explains how through effective management, you can create an environment where your employees engage, grow, and never want to leave.
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INSIDER: Mind Management, Not Time Management
Carson Solley, MBA Candidate
We live in a fast-paced and constantly changing world, and most of us have hundreds of things to accomplish in a short, 24-hour window before we must do it all over again. David Kadavy proposes a new approach to productivity that encourages success by focusing on managing one's mind rather than managing one's time.
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