Assessing Gender Differences in Relationships Between Supervisory Behaviors and Job-Related Outcomes in the Industrial Sales Force

Schul, Patrick L.; Remington, Steven; Ben, Robert L.
June 1990
Journal of Personal Selling & Sales Management;Summer90, Vol. 10 Issue 3, p1
Academic Journal
The article focuses on the assessment of gender difference in job satisfaction, performance, work motivation and role stress in industrial sales force. The four dimensions of supervisory behavior are contingent reward, non-contingent reward, contingent punishment. and noncontingent punishment. Supervisory contingent reward behavior consists of praise, recognition, and acknowledgement to subordinates on the basis of their effective performance of the task. The article points out that women may make lower post-performance self-evaluations than men in situations in which performance feedback is ambiguous. Both male and female salespeople find satisfying their leaders' specification of performance in the administration of rewards. Contingent reward positively influence females' extrinsic work motivation, but had no effect on male salespeoples' extrinsic work motivation or either gender group's intrinsic work motivation. Contingent reward positively affect job satisfaction and organizational commitment, respectively.


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