Workplace determinants of salesforce mental well-being : perspectives of sales professionals
Adaam, Isaac (2024)
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2024121235236
https://urn.fi/URN:NBN:fi:amk-2024121235236
Tiivistelmä
This research examined the determinants of mental well-being of sales professionals in a Finnish workplace. Utilizing an instrumental case study approach that involved qualitative data collection and analysis, semi-structured interviews were carried out with six salespeople to examine determinants influencing mental well-being across three thematic domains: salesperson-related, organizational-related, and customer-related elements.
The findings uncovered a combination of positive aspects and areas requiring enhancement. In the salesperson-related determinants, technostress emerged as a significant issue due to inadequate tools, while role stress was driven by hypervigilant decision-making. Nonetheless, the salespeople exhibited a high level of psychological capital. The organizational-related results underscored a strong appreciation for the organizational culture and support for salesperson autonomy, though there was a clear need for better alignment between effort and rewards. Customer-related factors were characterized by robust collaboration and engagement; however, there was a significant yearning for more relational and culturally sensitive customer service and support.
The study concludes with suggestions for improving sales tools, capitalizing on the high psychological capital, encouraging collaborative target setting, addressing the imbalance between effort and rewards, and enhancing communication in customer service to alleviate stress and promote overall well-being.
The findings uncovered a combination of positive aspects and areas requiring enhancement. In the salesperson-related determinants, technostress emerged as a significant issue due to inadequate tools, while role stress was driven by hypervigilant decision-making. Nonetheless, the salespeople exhibited a high level of psychological capital. The organizational-related results underscored a strong appreciation for the organizational culture and support for salesperson autonomy, though there was a clear need for better alignment between effort and rewards. Customer-related factors were characterized by robust collaboration and engagement; however, there was a significant yearning for more relational and culturally sensitive customer service and support.
The study concludes with suggestions for improving sales tools, capitalizing on the high psychological capital, encouraging collaborative target setting, addressing the imbalance between effort and rewards, and enhancing communication in customer service to alleviate stress and promote overall well-being.