Many sales organizations use traditional control systems such as agency theory, which entails motivating salespeople using rewards and punishments, as if they are mechanical beings that are devoid of emotions and spirit. Research shows that such control leads to dissatisfied customers, disengaged salespeople and poor organizational reputation. The purpose of this study is to present governance based on workplace spirituality as an alternative approach, wherein salespeople’s emotional and spiritual development is given primary importance. This is proposed to result in favorable performance and behaviors in alignment with organizational and customer goals.
The study builds a conceptual model from an extended literature review.
The developed conceptual model for workplace spirituality-based governance in sales organization consists of organizational structural factors, such as control and reward systems, as antecedents of psychological experiences of workplace spirituality in salespeople. These experiences are then proposed to result in salespeople’s increased customer orientation and objective performance, with organizational commitment as a mediator.
The study has implications for organizations that govern salespeople by fiddling constantly with their salespeople’s incentive plans but find that most of these changes have little effect. The study proposes that companies will have more satisfied customers and successful salespeople, if they manage their salespeople’s emotional and spiritual side.
This study is the first to devise a governance system in selling organizations that is based on workplace spirituality.
