Pruden, H. O., & Peterson, R. A. (1971). Personality and Performance-Satisfaction of Industrial Salesmen. Journal Of Marketing Research (JMR), 8(4), 501-504.
Article available via Business Source Complete database (GGU-students, staff, faculty). In attempting to trace the links between salesmen's personality attributes and their sales performance and job satisfaction, researchers typically select either of the latter two as the dependent variable and account for its variance with respect to one or more personality constructs The purpose of this study was the same, but the objective was to examine the relationship between a set of personality variables and a variate consisting of job satisfaction and job performance. The study was exploratory because, first, satisfaction and performance were considered simultaneously as dependent variables even though previous research indicated they were unrelated [2, 8, 18]. Second, the study attempted to apply personality variables derived from Ziller's theory of Self-Other Orientation. The primary implication of the study is that there is a significant canonical relationship between perceived performance-satisfaction and power, social interest, marginality, identification intensity, and openness for this sample. The low satisfaction-performance correlation and the significant canonical correlation imply that the two dependent variables should be studied in concert for the most meaningful results. This study suggests that as a salesman's perceived power over customers increases, sales performance and job satisfaction increase. A high power positioning may be interpreted as a search for security in interpersonal relations without respect for objective information [22, 24]. Our findings are consonant with the observation that in order to close a transaction a salesman must dominate his customer  and with a study which revealed that low aggression was related to less successful performance . Marginality in this study referred to the positioning of the salesman between employer and customers; it was, in a restricted sense, a measure of interorganizational marginality, which the findings associate with high sales performance. A marginal self-orientation,