Abstract

A model is derived and tested drawing from I/O psychology and sales management literature addressing sales
training. Findings suggest consistent influences of the organization and sales manager on training transfer.
Relationships between organizational variables, such as training climate and manager behaviors, and training
outcomes are discussed. A chief take-away of the model test concerns evidence that sequential linkages exist
between individual determinants (e.g., locus of control, self-efficacy beliefs, learning orientation), salespeople’s
satisfaction with training, transfer of training materials (skills, time management, product knowledge), and
performance.

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