Salesperson Performance, Pay, and Job Satisfaction: Tests of a Model Using Data Collected in the United States and Japan
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Performance, of
Tests in
the
a
United
Model States
Job
and
Pay, Using
Data
and
Japan
R. BruceMoney' UNIVERSITY OF SOUTH CAROLINA
JohnL. Graham** UNIVERSITY OF CALIFORNIA, IRVINE
A causal model of salesperson performance and satisfaction is tested using data collected in Japan and the United States. The model seems to work well for both cultural groups, that is, comparable levels of variance are explained. However, the data appear to fit the model differently across samples; culture appears to moderate the relationships among constructs. Pay and valence for pay play a more central
role for the Americans than the Japanese. Value congruence has a strong influence on job satisfaction for the Japanese, but not the American sales representatives. These findings confirm both the conventional wisdom that financial incentives are crucial in the United States, and the anecdotal evidence that closer supervision and corporate culture will be more useful sales management tools in Japan.
"Personalselling as a rule has to be localized for even the most global of corporations and industries." JohnyK. Johanssonand IkujiroNonaka, Relentless, the Japanese Wayof Marketing,1996
"I don't say he's a great man. Willy Lomannever made a lot of money." ArthurMiller, Death of Salesman, 1949 S
ales managersin every countryface a crucial question of what factors
*R. Bruce Money is Assistant Professor in the International Business Program Area, University of South Carolina. His research interests include international business-to-business marketing of services, cross-cultural negotiation, and global sales force management. **John L. Graham is a Professor of International Business and Marketing at the Graduate School of Managment, University of California, Irvine. Before his tenure at UCI he taught at the University of Southern California for ten years following his doctorate at Berkeley. He has published more than 50 articles in academic and practioner journals and four books including International Marketing with Philip Cateora (Irwin/McGraw-Hill, 1999). The authors gratefully acknowledge the financial support of the Center for International Business Education and Research at the University of South Carolina. We also want to acknowledge the crucial contributions of ideas and data for the paper by Dr. Yao Apasu at ENRON Corporation in Houston, Texas and Professor Shigeru Ichikawa at Chukyo University in Nagoya, Japan. We very much appreciate their help. JOURNAL OF INTERNATIONAL BUSINESS STUDIES,
30, 1
(FIRST QUARTER
1999): 149-172.
149
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SALES MANAGEMENT ISSUES IN JAPAN AND THE UNITED STATES
affect sales force performance and job satisfaction. Conventional wisdom in the United Sates suggests that money is the paramount motivator of salespeople (Churchill and Pecotich, 1984). Does this conventional wisdom make sense in other countries? Pay has been often mentioned as
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