Should I Stay or Should I Go? The Cascading Impact of Performance Pressure on Supervisor Bottom-Line Mentality and Salesperson Hypervigilant Decision Making, Emotional Exhaustion, and Engagement

Pressure to achieve or exceed performance goals accompanies many sales positions in business-to-business (B2B) organizations. Sales supervisors experience pressure from executives to hit sales targets, exceed quotas, and increase market share. Such pressures may result in supervisor adoption of a bottom-line mentality (SBLM). When this occurs, supervisors tend to focus solely on achieving bottom-line results. When supervisors manage the sales force with this mentality, it may cause their salespeople to experience mental and emotional stress. Individual salespeople are likely to cope with the stress induced by SBLM by employing dysfunctional decision-making behaviors. Ironically, the dysfunctional decision-making techniques used to alleviate the stress engendered by SBLM may actually increase salesperson emotional exhaustion. In this stressful and results-driven environment, salespeople may direct their efforts toward obtaining certain goals at the expense of other priorities, such as their emotional well-being. When salespeople experience emotional exhaustion, various negative outcomes may result. In the present study, we investigate whether emotional exhaustion affects salesperson cognitive and emotional engagement and intentions to seek alternative employment opportunities. Essentially, this study assesses the potential trickle-down effect of performance pressure from organizational executives down organizational channels to sales supervisors and the sales force. Empirically, we examine how SBLM affects salesperson decision making, emotional exhaustion, job engagement, and turnover intention. A theoretical model of our hypothesized relationships is presented and tested using a sample of 274 business-to-business (B2B) salespeople. The sample was obtained through Qualtrics Panels, and a project manager was utilized to conduct an initial cleaning of the data to improve objectivity during data collection and analysis. Survey respondents were subjected to multiple screening questions and attention checks to enhance data quality. All constructs used in the survey were adapted from previous research and were measured using 7-point likert scales. A confirmatory factor analysis was conducted to assess the measurement properties of all constructs, and structural equation modeling (i.e. AMOS 26) was utilized to test the hypothesized relationships in our model. The results highlight multiple negative repercussions of the hypothesized trickle-down effect of organizat