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TitleIntelligent Use of Emotions in Personal Selling: A - Dyuthi Home
Author
LanguageEnglish
File Size6.0 MB
Total Pages263
Table of Contents
                            Title
Certificate
Declaration
Acknowledgement
Contents
List of Tables
List of Figures
Abbreviations
Chapter 1
Chapter 2
Chapter 3
Chapter4
ChapterS
Chapter 6
Chapter 7
Chapter 8
References
Annexure-I
Annexure - II
Annexure -Ill
Annexure IV
                        
Document Text Contents
Page 1

INTELLIGENT USE OF EMOTIONS IN PERSONAL SELLING:

A STUDY INTO THE EFFECT OF EMOTIONAL INTELLIGENCE

ON THE PERFORMANCE OF SALES EXECUTIVES

Thesis submitted to
Cochin University of Science and Technology

for the award of the Degree of
Doctor of Philosophy

Under the Faculty of Social Sciences

By

ZAKKARIY A K.A.
(Reg. No. 2385)

Under the Supervision and Guidance of

PROF. (Dr.) C. A. FRANCIS

SCHOOL OF MANAGEMENT STUDIES
COCHIN UNIVERSITY OF SCIENCE AND TECHNOLOGY

KOCHI- 682022, KERALA

OCTOBER 2008

Page 2

SCHOOL OF MANAGEMENT STUDIES
COCHIN UN IVERSITY OF SCIENCE AND TECHNOLOGY

COCHIN-682 022. KERALA, INDIA
Ph: 0484-2575310, Fax: 0484-2575492

Email : �.�:�h�~�n�l�t�l�i� IU I11 (II 'glll;J i Lcorn

Dr. C.A. Francis, Professor
(Fanner Professor, IIM , Kozhikode)

CERTIFICATE

This is to certify that the thesis entitled " Intelligent Use of

Emotions in Personal Selling: A Study into the Effect of Emotional

Intelligence on the Performance of Sales Executives" is the record of

bonafide research work done by Mr. Zakkariya K. A. under my supervision

and guidance at the School of Management Studies, in partial fulfillment of

the requirements for the Degree of Doctor of Philosophy under the Faculty

ofSociaJ Sciences. Cochin University of Science and Technology.

Kochi-22.
15-10-08,

�/�~�~�
�~�.�.�-�!�-�-�~�
CA,FRANCIS

(Supervising Guide)

Page 131

female). Results showed that E's conformed to both levels of influence and 1's

reacted against high influence. 1's were not responsive to low influence.

3.3 REVIEW OF LITERATURE IN THE AREA OF SELF-ESTEEM

The concept of self-esteem has been studied in relation to various aspects

of individuals such as motivation, performance, stress, workplace outcome ,
leadership etc. by a large number of researchers. The present study is an effort to

link the self-esteem of the sales executive with their sales performance.

Baumeister et aI., (2003) report early reviews of studies on the relationship

betweens self-esteem and work performance and noted the high variability of the

reported size and nature of this relationship. Theoretical approaches to self-esteem

vary from suggesting that high levels of self-esteem should relate to positive

outcomes and vice versa (Korman, 1970) to arguing that low self-esteem people

are more adaptive in their behaviour based on feedback or situations than high self-

esteem individuals (Brockner, 1988).

There has been a mixed result supporting a direct relationship between self

esteem and job performance and most of the recent studies are bringing support for

the relationship between self-esteem and job performance (Carson et aI., 1997,

Strauss, 2005; Erez and Judge, 200 I; Gardner and Pierce, 1998). Judge and Bono

(2001) surveyed the results of 40 studies (with more than 5,000 participants) and

found that most of them showed weak positive relationships.

There were very few studies on self-esteem with specific reference to sales

executives' performance. This session of the review of literature gives some

important research findings reported by various researchers with respect to the

relationship between self-esteem and performance of the individual.

Page 132

Robbins et aI., (2007) report that people with low self-esteem are more

susceptible to external influences, suggesting that low-self-esteem individuals

depend on the receipt of positive evaluations from others. As a result, people with

low self-esteem are more likely to seek approval from others and are more prone to

conform to the beliefs and behaviours of those they respect than are people who

believe in themselves. Studies have shown that people with low self-esteem may

benefit more from training programmes because their self-concept is more

influenced by such interventions.

The intersection of employees' self-concept, a pivotal self-regulatory

mechanism, with their organisational commitment was examined by Johnson and

Chu-Hsiang (2006). They supported their hypothesis that unique associations exist

between affective commitment and collective self-concept, due to their shared

group-oriented focus and internalisation of collective goals and nonns. They

observed unique associations between continuance commitment and individual

self-concept, likely owing to a shared emphasis on preserving personal investments

and avoiding adverse outcomes. They also show that self-concept moderates

relationships between commitment and organisational citizenship behaviours

(OCBs), such that affective (continuance) commitment-OCB relationships were

stronger for employees with high collective (individual) self-concept levels.

Using longitudinal data on a cohort of high-school graduates, Waddell

(2006) found evidence that poor attitude and self-esteem in high school are

significant predictors of structural outcomes, such as the degree of supervision

under which individuals subsequently work, job characteristics, and on-the-job

activities. These relationships suggest that real economic consequence exist in

fostering positive attitude and self-esteem in youth.

Page 262

7. How many effective sales you make on an average out often attempts
(sales presentations)?

Ans: .................. .

8. Have you undergone any training for improving your interpersonal skills:
YeslNo

lfyes, a) How many times: .............. .

b) What was average duration of the training programme?
Ans: ................ .

9. How many brothers and sisters you have in total?

Ans: ................... .

10. What is your ordinal (birth) position in the family?

Ans: .................... (eg. First born, second born etc.)

11. What is your parent's educational background?

Father: 1. Graduate 2. Professional graduate
(Specify ........................... )

3. Post graduate 4. Others
(Specify .......................... )

Mother: 1. Graduate 2. Professional graduate
(Specify ........................... )

3. Post graduate 4. Others
(Specify .......................... )

12. What are/were the occupations of your parents?

Father: ........................................... .

Mother: ......................................... .

Page 263

Supervisor's Comments

1. Average sales Perfonnance of the executive in terms of attainment of Sales
targets?

Ans: .................. %

(eg. 10 % 20% 30% 40% 50% 60% 70% 80% 90% 100% 110% 120%
.......... )

2. Customer feed back if any, about the sales executive?

a) Good b) Satisfactory c) Dissatisfied

3. What is your overall assessment about the executive in terms of
performance?

a) Poor performer b) Average performer

c) Above Average performer d) Excellent performer

4. What is the total strength of the Sales executives in your organisation?

a) Total in the company .............. .

b) Total in the division ................. .

* * *

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