Theoretically grounded and empirically testable conceptualizations that offer alternative explanations regarding sales force performance and turnover can: (a) enhance understanding regarding these pivotal outcomes, and (b) augment an organization's capability to increase sales and decrease turnover. The study advances one such explanation by conceptualizing and testing a perceptual model that links a salesperson's psychological climate dimensions to organizational commitment, performance, and turnover. The framework the study proposes respecifies the leadership and work group dimensions of psychological climate into four distinct perceptions (i.e., a salesperson's perceptions regarding the behaviors of work group, sales manager, senior management, and non sales employees in the organization). These climate dimensions are posited to influence positively a salesperson's organizational commitment which consequently influences positively the salesperson's effort and intention to stay with the organization. The proposed outcomes of organizational commitment result in increased performance and decreased turnover. Success beliefs and perceived behavioral control are posited to moderate the relationship between the salesperson's organizational commitment and effort. The study tests the hypothesized relationships on a sample of salespersons belonging to a telecommunications organization utilizing path and hierarchical regression analyses.

Managing the movement of components and products from suppliers to customers and ultimately to end-users is undergoing rapid changes. Supply chain management has increasingly gained attention as companies have sought to reduce costs and improve service performance in a quest for gaining an advantage on the competition.