The Impact of Salesperson Motivation on Role Perceptions and Job Performance—A Cognitive and Affective Perspective

Abstract

Although global intrinsic motivation has been demonstrated to mitigate role conflict and role ambiguity, a more integrative approach would incorporate the cognitive and affective dimensions of intrinsic and extrinsic (I/E) motivation. The differential impact of the cognitive and affective dimensions of I/E motivation on job performance is theorized as partially mediated by role perceptions. Moreover, to better understand the distinct impact of role conflict and role ambiguity on job performance, this study captures both dimensions of the performance measure—behavioral and outcome performance. Empirical results from a survey of salespeople indicate that, compared to the global motivation constructs, the cognitive and affective representation of I/E motivation provides a more robust description of the salesperson motivation–role perceptions–performance relationship. Theoretical and managerial implications are discussed.

Additional information

Notes on contributors

C. Fred Miao

C. Fred Miao (Ph.D. Candidate, University of Missouri–Columbia), Marketing, College of Business, University of Missouri–Columbia, [email protected].

Kenneth R. Evans

Kenneth R. Evans (Ph.D., University of Colorado), Professor of Marketing, Fred E. Brown Chair in Business and Dean of Michael F. Price College of Business, University of Oklahoma, [email protected].