Understanding Salesperson Turnover: A Partial Evaluation of Mobley's Turnover Process Model

Sager, Jeffrey K.; Varadarajan, P. Rajan; Futrell, Charles M.
May 1988
Journal of Personal Selling & Sales Management;May88, Vol. 8 Issue 1, p21
Academic Journal
The article focuses on the applicability of existing theory regarding the turnover of employees to the sales force environment. Although it is feasible that a steady rate of employee turnover in certain types of work environment may be functional to the organization, both explicit and implicit costs associated with turnover of salespeople are considerable. Implicit costs of sales force turnover, although difficult to measure, must also be high. An escalating demand for account service in markets that are characterized by increased competition and minimal growth dictates that the organization maintain regular account/prospect contact through its professional sales staff. Steady turnover of sales personnel hampers account servicing and followup. Hence, sales force turnover is dysfunctional from the standpoints of increased personnel-related costs and decreased service level. Turnover models are a means of both integrating knowledge gained from studies of salespeople's turnover behavior with theory and findings from outside the sales force area.


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