Original Research

Redefining performance of direct sales people

P. Msweli-Mbanga, Chen T. Lin
South African Journal of Business Management | Vol 34, No 3 | a685 | DOI: https://doi.org/10.4102/sajbm.v34i3.685 | © 2018 P. Msweli-Mbanga, Chen T. Lin | This work is licensed under CC Attribution 4.0
Submitted: 12 October 2018 | Published: 30 September 2003

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P. Msweli-Mbanga, School of Economics and Management, University of Natal, South Africa
Chen T. Lin, School of Economics and Management, University of Natal, South Africa

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The purpose of this study is to broaden the definition of performance to include extra-role and in-role aspects in the conceptualisation of performance in direct selling. Using exploratory and confirmatory factor analysis, the authors first report the development of the extra-role performance scale. A model of extra-role performance consisting of five dimensions including individual initiative, helping behaviour, self-development, organisational loyalty and organisational compliance was identified. Nomological validity of the newly developed scale was established by relating the dimensions of extra-role performance to the in-role performance measure. The authors discuss the implications of their findings and suggest avenues for further research.


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