Fluktuacja sprzedawców przyczyny i konsekwencje

• Authors: Krzysztof Cybulski

Title variants

EN

Seller fluctuation – causes and consequences

Abstracts

EN

The purpose of this text is to analyze the causes and consequences of sales employees’ fluctuations, considered from the point of view of selected market variables. The conditions influencing the decision to change the workplace of the sellers themselves and the areas on which fluctuations have the greatest impact are presented.

PL

Celem niniejszego tekstu jest analiza przyczyn i konsekwencji fluktuacji pracowników sprzedaży rozpatrywana z punktu widzenia wybranych zmiennych rynkowych. Przedstawiono uwarunkowania wpływające na decyzje o zmianie miejsca pracy samych sprzedawców oraz obszary, na które fluktuacja ma największy wpływ.

Keywords

PL

fluktuacja sprzedawców; konkurencja rynkowa; mobilność społeczna; i ekonomiczna; rozwój społeczny i ekonomiczny; klasyczna teoria ekonomii; krańcowa; teoria produktywności

EN

seller fluctuation; market competition; social and economic mobility; social; and economic development; classical economic theory; marginal theory of productivity

• Publisher: Uniwersytet Warszawski. Wydawnictwo Naukowe Wydziału Zarządzania
• Journal: Studia i Materiały
• Year: 2019
• Issue: 2(31)
• Pages: 59-66

Dates

published

2019

Contributors

author

Krzysztof Cybulski

• https://orcid.org/0000000246457562

References

• Abbasi, S.M. i Hollman, K.W. (2000). Turnover: the real bottom line. Public Personnel Management, 29, 333–342.
• Abelson, M. i Baysinger, B. (1984). Optimal and Dysfunctional Turnover: Toward an Organizational Level Model, Academy of Management Review, 9(2).
• Adidam, Ph.T. (2006). Causes & Consequences of High Turnover by Sales Professionals. Journal of American Academy of Business, September.
• Agarwal, S., Tanner, J. i Castleberry, S. (2004). Factors affecting propensity to leave: A Study of Salespeople. Marketing Management Journal, 14(1).
• Boles, J.S., Dudley, G.W., Onyemah, V., Rouzies, D. i Weeks, A. (2012). Sales Force Turnover and Retention: A Research Agenda. Journal of Personal Selling and Sales Management, XXXII(1), Winter. Cappelli, P. (2000). A Market-Driven Approach to Retaining Talent. Harvard Business Review, January– February. Pozyskano z: hbr.org/2000/01/a-market-driven-approach-to-retaining-talent/ar/1.
• Cascio, W.F. (2006). The High Cost of Low Wages. Harvard Business Review, July/August.
• Cybulski, K. (2013). Zjawisko fluktuacji sprzedawców w świetle badań empirycznych. Warszawa: Wydawnictwo Naukowe Wydziału Zarządzania UW.
• Dalrymple, J.D, Cron, W. i DeCarlo, Th. (2001). Sales Management. Concepts and cases. Seventh edition. John Wiley & Sons, Inc.
• Darmon, R.Y. (2002). Controlling Sales Force Turnover Costs through Optimal Recruiting and Training Policies. European Journal of Operational Research, (16), April.
• Darmon, R.Y. (2006). Sales Force Turnover Diagnosis and Management: An Often Overlooked Source of Productivity. ESSEC Business School Marketing Department Working Paper.
• Darmon, R.Y. (2008). The Concept of Salesperson Replacement Value: A Sales Force Turnover Management Tool. The Journal of Personal Selling and Sales Management, Summer.
• Dubas, K.M. i Nijhawan, I.P. (2007). A Human Capital Theory Perspective of Sales Force Training, Productivity, Compensation, And Turnover. Proceedings of the Academy of Marketing Studies, 12(2).
• Dubinsky, A. (1998). Salesperson Failure. Sales Management is the Key. Industrial Marketing Management, 28, 7–17.
• Farber, H.S. (1994). The analysis of interfirm worker mobility, Journal of Labor Economics, 12(4), 554–593.
• Fee, E.C. i Hadlock, Ch.J. (2000). Management Turnover and Product Market Competition: Empirical Evidence from the U.S. Newspaper Industry. The Journal of Business, 73(2).
• Glance, N.S., Hogg, T. i Huberman, B.A. (1997). Training and Turnover in Evolution of Organizations. Organization Science, 8(1), 84–96.
• Grandey, A.A. i Brauburger, A.A. (2002). The emotion regu-lation behind the customer service smile. W: R.G. Lord, R.J. Klimoski, R. Kanfer (red.), Emotions in the work-place: Understanding the structure and role of emotions in organizational behavior (s. 260–294). San Francisco, CA: Jossey Bass.
• Henly, J.R. i Lambert, S. (2010). Schedule Flexibilit and Unpredictability in Retail: Implications for Employee Work-Life Outcomes. Working Paper of the University of Chicago Work Scheduling Stud). Chicago, IL: University of Chicago SSA. Pozyskano z: http://www.ssa.uchicago.edu/faculty/work-scheduling- study.shtml (20.12.2010).
• Henly, J.R. i Lambert, S.J. (2010a). Opportunities for Flexibility in Precarious Retail Employment: Some Findings from the University of Chicago Work Scheduling Study. PowerPoint presentation at meeting of Work Life Law’s Working Group on Work-Life Fit in Low-Wage Jobs, Chicago, IL.
• Johnson, J.T., Griffeth, R.W. i Griffeth, M. (2000). Factors Discriminating Functional and Dysfunctional Salesforce Turnover. The Journal of Business and Industrial Marketing, 15(6), 399–415.
• Kalleberg, A.L. (2008). Precarious Work, Insecure Workers: Employment Relations in Transition. American Sociological Review, 74, February, 1–22.
• Kuc, B.R. i Moczydłowska, J.M. (2009). Zachowania organizacyjne. Warszawa: Difin.
• Kwaśnicki, W. (1998). Ekonomia klasyczna – spojrzenie z innej perspektywy. Ekonomista, 12(4).
• Launov, A. (2004). An Alternative Approach to Testing Dual Labor Market Theory. Forschungsinstitut zur Zukunft der Arbeit Institute for the Study Labor.
• Maynard, D.C., Joseph, T.A., i Maynard, A.M. (2006). Underemployment, job attitudes, and turnover intentions, Journal of Organizational Behaviour, 27.
• Morita, H. (2006). Firm Dynamics, Labor Mobility, and Specific Human Capital. University of South Wales, Working Papers.
• Munasinghe, L. i O’Flaherty, B. (2005). Specific Training Sometimes Cuts Wages and Always Cuts Turnover. Journal of Labor Economics, 23(2), April.
• Ober J. i Karwot, J. (2017). Wypalenie zawodowe jako społeczna dysfunkcja w środowisku pracy. Zeszyty Naukowe Politechniki Śląskiej. Organizacja i Zarządzanie, 112(1990).
• Sager, J.K. (1991). Longitudinal Assessment of Change in Sales Force Turnover. Journal of The Academy of Marketing Science, 19, Winter.
• Siebert, St., Zubanov, N., Chevalier, A. i Vitanen, T. (2006). Labour Turnover and Labour Productivity in a Retail Organization. Discussion Papers Series, Forschungsinstitut zur Zukunft der Arbeit – Institute for the Study of Labor.
• Taylor, T. (1993), The True Costs of Turnover and How to Prevent It. Journal of Property Management, 58, 6, November/December.
• Wachter, M.L. (1974). Primary and Secondary Labor Market. Brookings Papers on Economic Activity 3.
• Wilson, J. (2004). Sales Management as a Source of Competitive Advantage. How sales managers add value to the organization. Research Report. Zapf, D., Isic, A., Bechtoldt, M. i Blau, P. (2003). What is typ-ical for call centre jobs? Job characteristics, and service interactions in different call centres. European Journal of Work and Organizational Psychology, 12, 311–340.
• Zoltners, A.A., Sinha, P.K. i Lorimer, S.E. (2013). How to Make Sense of Sales Force Turnover. Pozyskano z: http://blogs.hbr.org.

Identifiers

DOI

10.7172/1733-9758.2019.31.7

Biblioteka Nauki

2195091