臺灣博碩士論文加值系統

Salespeople who occupy a boundary role position tend to face various kinds of problems, including role conflict, role ambiguity, and a sense of self-deficiency, which in turn may result in salesperson’s turnover intentions. It is doubted that previous findings on salesperson turnover obtained from Western countries could be generalized to the Asian sales contexts. Further, there are few studies of this area conducted in Chinese sales setting.
The principal objective of this research investigates the effects of select factors on salesperson turnover intentions. Thus, this study designs a questionnaire and collects 313 valid samples to test the research model. This research uses AMOS 5.0 to estimate the structure model. As the result, the finding indicates that support of senior colleagues and self-efficacy has negative effects on role conflict and role ambiguity. Further, role conflict and role ambiguity are positively related to turnover intentions. Finally, this study provides research findings and discusses the empirical results according to the research model. Finally, managerial implication and suggestions for future research are advanced.

Salespeople who occupy a boundary role position tend to face various kinds of problems, including role conflict, role ambiguity, and a sense of self-deficiency, which in turn may result in salesperson’s turnover intentions. It is doubted that previous findings on salesperson turnover obtained from Western countries could be generalized to the Asian sales contexts. Further, there are few studies of this area conducted in Chinese sales setting.
The principal objective of this research investigates the effects of select factors on salesperson turnover intentions. Thus, this study designs a questionnaire and collects 313 valid samples to test the research model. This research uses AMOS 5.0 to estimate the structure model. As the result, the finding indicates that support of senior colleagues and self-efficacy has negative effects on role conflict and role ambiguity. Further, role conflict and role ambiguity are positively related to turnover intentions. Finally, this study provides research findings and discusses the empirical results according to the research model. Finally, managerial implication and suggestions for future research are advanced.

ABSTRACT I
Table of Contents II
List of Tables IV
List of Figures V
Chapter 1 Introduction 1
1.1 Research Background and Motivations 1
1.2 Research Purpose 2
1.3 Research Procedure 3
Chapter 2 Literature Review 4
2.1 Turnover Intentions 4
2.2 Self-efficacy 5
2.2.1 The Definition of Self-efficacy 6
2.2.2 The Resources and Outcomes of Self-Efficacy 6
2.2.3 The Dimensions of Self-Efficacy 8
2.3 Role Perception 9
2.3.1 Role Conflict 9
2.3.1.1 The Definition of Role Conflict 9
2.3.1.2 The Influence of Role Conflict 10
2.3.2 Role Ambiguity 11
2.3.2.1 The Definition of Role Ambiguity 11
2.3.2.2 The Influence of Role Ambiguity 12
Chapter 3 Research Framework and Hypotheses 15
3.1 Research Model 15
3.1.1 Support of Senior Colleagues 16
3.1.2 Self-efficacy 16
3.1.3 Role Conflict 16
3.1.4 Role Ambiguity 17
3.1.5 Turnover Intentions 17
3.2 Research Hypothesis Development 17
3.2.1 Self-efficacy and Role Perceptions 17
3.2.2 Support of Senior Colleagues and Role Perceptions 19
3.2.3 Role Perceptions and Turnover Intentions 20
Chapter 4 Research Methodology 22
4.1 Instrument Design and Measures 22
4.1.1 Instrument Design 22
4.1.2 Measures 22
4.2 Data Collection and Sample 24
4.3 Analysis Method 25
4.3.1 Descriptive Statistics 25
4.3.2 Exploratory Factor Analysis (EFA) 25
4.3.3 Reliability Test (α) 26
4.3.4 Correlation Analysis 26
4.3.5 Structural Equation Model (SEM) 26
Chapter 5 Data Analysis and Result Discussion 28
5.1 Descriptive Statistics 28
5.2 Items Selection and Reliability 29
5.3 Correlation Analysis and Average Variance Extracted (AVE) 32
5.4 Structural Equation Model (SEM) 34
5.4.1 Measurement Model 34
5.4.2 The Structural Model 35
5.4.3 Hypothesis Testing 37
Chapter 6 Conclusions and Suggestions 39
6.1 Discussion 39
6.1.1 The Effect of Self-Efficacy on Role Perceptions 39
6.1.2 The Effect of Support of Senior Colleagues on Role Perceptions 40
6.1.3 The Effect of Role Perceptions on Turnover Intentions 40
6.2 Managerial Implications 41
6.3 Limitations 42
6.4 Direction for Future Research 42
References 44
Appendix 1-- Questionnaire 51

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