Psychological Climate: Relevance for Sales Managers and Impact on Consequent Job Satisfaction

Abstract

This article examines the relationship between sales managers’ perceptions of the psychological climate of the organization and their overall job satisfaction. The study was conducted through a questionnaire mailed to a nationwide sample of sales managers in a variety of industries. The study found that sales managers who perceive high levels of autonomy and cohesion in the psychological climate of their companies have high levels of job satisfaction. Perceived pressure is negatively related to overall job satisfaction. The results suggest that companies need to ensure that the sales managers’ perceptions of the psychological climate of the firm are positive in order to ensure sales manager job satisfaction.

Additional information

Notes on contributors

Cathy Owens Swift

Cathy Owens Swift (Ph.D., University of North Texas) is associate professor of marketing at Georgia Southern University. She has previously published in Journal of Business Research, Journal of the Academy of Marketing Science, Journal of Personal Selling and Sales Management, Industrial Marketing Management, Journal of Marketing Education, Marketing Education Review, and numerous national and regional proceedings. Her research interests are in Sales Management and Business to Business Marketing.

Constance Campbell

Constance Campbell (ph.D, Florida State University) is assistant professor of management at Georgia Southern University. She has previously published in Journal of Personal Selling and Sales Management, Journal of Personality and Social Behavior, Psychological Reports, and numerous national and regional proceedings. Her research interests are in general management and organizational behavior.