Introducing a Model of Meritocracy and Developing Competencies of Sales Managers in Distribution Industry

Objective Competency-based management has become one of the top human resource management priorities of leading organizations and has made it necessary to develop meritocracy models to recruit, retain and utilize its human capital. This critical role of competence has made it necessary to design com...

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Autor principal:	Nasser Asgari
Formato:	article
Lenguaje:	FA
Publicado:	University of Tehran 2019
Materias:	sales sales manager distribution industry competency competency model Business HF5001-6182
Acceso en línea:	https://doaj.org/article/5845da7cab2a427ab06ee5f0eaf0b52d
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id	oai:doaj.org-article:5845da7cab2a427ab06ee5f0eaf0b52d
record_format	dspace
institution	DOAJ
collection	DOAJ
language	FA
topic	sales sales manager distribution industry competency competency model Business HF5001-6182
spellingShingle	sales sales manager distribution industry competency competency model Business HF5001-6182 Nasser Asgari Introducing a Model of Meritocracy and Developing Competencies of Sales Managers in Distribution Industry
description	Objective Competency-based management has become one of the top human resource management priorities of leading organizations and has made it necessary to develop meritocracy models to recruit, retain and utilize its human capital. This critical role of competence has made it necessary to design competency-based models in various businesses, including the distribution industry. This study seeks to identify the qualifications of active sales managers in the distribution industry. We also tend to know how to classify these competencies and to what extent each of them is important for promoting the performance of sales managers in new sales patterns. Methodology This study is applied in terms of the purpose; it is also based on sequential (qualitative-quantitative) mixed method. The model was proposed qualitatively, with an inductive-exploratory approach and using thematic analysis method. The database used in this study included previous researches on managerial competence patterns in the public and private sectors; the data were collected and analyzed based on zigzag method until theoretical saturation. The categorization was done using coding the data with the approval of several expert sales managers. The qualitative part of the research is descriptive in nature and has been done to test and validate the model in practice. The statistical population of the quantitative phase of the study consisted of 107 sales managers of BehPakhsh Company where 92 of them were randomly selected as statistical sample using a researcher-made questionnaire that resulted from the operationalization of the existing concepts in the model. Data analysis was performed by confirmatory factor analysis using LISREL software. Findings Based on the proposed model, the key competencies required of distribution executives included 40 competencies that can be further classified into six main categories of: individual, communication-social, managerial-leadership, insight-cognitive, knowledge, and intelligence. Conclusion Individual competencies are the primary focus of this model, reflecting the personality and behavioral traits needed by sales managers to guide and influence salesmen and advance sales goals. Success, risk-taking and self-esteem are the personality traits of successful sales managers, and creativity, innovation, self-motivation, self-motivation, ethics, and committed effort are the behavioral competencies of successful sales managers in this model. Communication skills such as effective speech and listening, infiltration skills, persuasion and negotiation are among the essential requirements of their job. Process management and sales team leadership are the key roles and tasks of sales managers. The growing dynamics of the distribution company environment has also made it necessary the insights and cognitive competencies for sales managers. In the knowledge-based era, knowledge is one of the most important assets of leading organizations such as distribution companies, and the knowledge competencies of sales managers are among the most important human resources of these companies. High IQ index will be useful for timely adaptation to unstable conditions. Moreover, having social and emotional intelligence is essential for developing effective interactions and relationships management for sales managers, and ultimately having business intelligence and intake to understand business conditions and requirements, rivals’ actions, and appropriate action in current and future conditions can help improve the performance of sales managers.
format	article
author	Nasser Asgari
author_facet	Nasser Asgari
author_sort	Nasser Asgari
title	Introducing a Model of Meritocracy and Developing Competencies of Sales Managers in Distribution Industry
title_short	Introducing a Model of Meritocracy and Developing Competencies of Sales Managers in Distribution Industry
title_full	Introducing a Model of Meritocracy and Developing Competencies of Sales Managers in Distribution Industry
title_fullStr	Introducing a Model of Meritocracy and Developing Competencies of Sales Managers in Distribution Industry
title_full_unstemmed	Introducing a Model of Meritocracy and Developing Competencies of Sales Managers in Distribution Industry
title_sort	introducing a model of meritocracy and developing competencies of sales managers in distribution industry
publisher	University of Tehran
publishDate	2019
url	https://doaj.org/article/5845da7cab2a427ab06ee5f0eaf0b52d
work_keys_str_mv	AT nasserasgari introducingamodelofmeritocracyanddevelopingcompetenciesofsalesmanagersindistributionindustry
_version_	1718439988473888768
spelling	oai:doaj.org-article:5845da7cab2a427ab06ee5f0eaf0b52d2021-11-10T12:29:15ZIntroducing a Model of Meritocracy and Developing Competencies of Sales Managers in Distribution Industry10.22059/jibm.2019.267570.32722008-59072423-5091https://doaj.org/article/5845da7cab2a427ab06ee5f0eaf0b52d2019-03-01T00:00:00Zhttps://jibm.ut.ac.ir/article_72534_5b6880734ee5ed0894138cb167361b6e.pdfhttps://doaj.org/toc/2008-5907https://doaj.org/toc/2423-5091Objective Competency-based management has become one of the top human resource management priorities of leading organizations and has made it necessary to develop meritocracy models to recruit, retain and utilize its human capital. This critical role of competence has made it necessary to design competency-based models in various businesses, including the distribution industry. This study seeks to identify the qualifications of active sales managers in the distribution industry. We also tend to know how to classify these competencies and to what extent each of them is important for promoting the performance of sales managers in new sales patterns. Methodology This study is applied in terms of the purpose; it is also based on sequential (qualitative-quantitative) mixed method. The model was proposed qualitatively, with an inductive-exploratory approach and using thematic analysis method. The database used in this study included previous researches on managerial competence patterns in the public and private sectors; the data were collected and analyzed based on zigzag method until theoretical saturation. The categorization was done using coding the data with the approval of several expert sales managers. The qualitative part of the research is descriptive in nature and has been done to test and validate the model in practice. The statistical population of the quantitative phase of the study consisted of 107 sales managers of BehPakhsh Company where 92 of them were randomly selected as statistical sample using a researcher-made questionnaire that resulted from the operationalization of the existing concepts in the model. Data analysis was performed by confirmatory factor analysis using LISREL software. Findings Based on the proposed model, the key competencies required of distribution executives included 40 competencies that can be further classified into six main categories of: individual, communication-social, managerial-leadership, insight-cognitive, knowledge, and intelligence. Conclusion Individual competencies are the primary focus of this model, reflecting the personality and behavioral traits needed by sales managers to guide and influence salesmen and advance sales goals. Success, risk-taking and self-esteem are the personality traits of successful sales managers, and creativity, innovation, self-motivation, self-motivation, ethics, and committed effort are the behavioral competencies of successful sales managers in this model. Communication skills such as effective speech and listening, infiltration skills, persuasion and negotiation are among the essential requirements of their job. Process management and sales team leadership are the key roles and tasks of sales managers. The growing dynamics of the distribution company environment has also made it necessary the insights and cognitive competencies for sales managers. In the knowledge-based era, knowledge is one of the most important assets of leading organizations such as distribution companies, and the knowledge competencies of sales managers are among the most important human resources of these companies. High IQ index will be useful for timely adaptation to unstable conditions. Moreover, having social and emotional intelligence is essential for developing effective interactions and relationships management for sales managers, and ultimately having business intelligence and intake to understand business conditions and requirements, rivals’ actions, and appropriate action in current and future conditions can help improve the performance of sales managers.Nasser AsgariUniversity of Tehranarticlesalessales managerdistribution industrycompetencycompetency modelBusinessHF5001-6182FA‫مدیریت بازرگانی, Vol 11, Iss 3, Pp 485-504 (2019)

Introducing a Model of Meritocracy and Developing Competencies of Sales Managers in Distribution Industry

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