Document Type : Original Article
Authors
1
MSc., Department of Business Management, Faculty of Management and Accounting, Hazrat-e-Masoumeh University, Qom, Iran. Email: hajarkarimian6@gmail.com
2
Associate Professor, Department of Business Management, Faculty of Management and Accounting, Hazrat-e Masoumeh University, Qom, Iran. Corresponding Author, Email: moeini61@yahoo.com
3
Assistant Professor, Department of Business Management, Faculty of Management and Accounting, Hazrat-e Masoumeh University (SA), Qom, Iran. Email: amin.arefi@hmu.ac.ir
Abstract
Purpose: This study examines deviant behaviors among female salespeople and proposes a management model tailored to organizational settings, particularly in the cosmetics, health, and pharmaceutical industries. Addressing a gap in prior research, it adopts an applied, qualitative grounded theory approach based on female salespeople’s lived experiences. The study explores the causes, contexts, and consequences of deviant behaviors and how they emerge in sales environments. By identifying both driving and inhibiting factors, the findings help managers design preventive, corrective, and supportive strategies. The study contributes a gender-sensitive perspective, promoting ethical sales practices, employee empowerment, organizational credibility, and sustainable performance in competitive markets.
Design/Methodology/Approach: This applied qualitative study aimed to develop a model for managing deviant behaviors among female salespeople using grounded theory. Data were collected through semi-structured interviews with 15 female salespeople from cosmetic, health, and pharmaceutical companies in Chaharmahal-e Bakhtiari Province, selected via purposeful sampling until theoretical saturation. Interviews focused on job stress, work pressures, customer interactions, and deviant behaviors, lasting 30–45 minutes each. Data analysis followed open, axial, and selective coding, yielding 118 initial codes, 39 concepts, and 17 categories that were integrated into a coherent theoretical model. Grounded theory was chosen due to limited prior research, enabling context-specific insights aligned with Iranian cultural and professional conditions affecting women in sales roles.
Findings: The findings of this study indicate that deviant behaviors among female salespersons result from the interaction of multiple factors. Causal factors include customer deviant behaviors (unethical interactions, misuse of services, damage to brand reputation) and organizational pressures (performance-related pressures and operational pressures). Contextual factors comprise dysfunctional organizational culture (unsupportive climate, structural discrimination), dysfunctional infrastructure (inadequate physical conditions, inefficient organizational processes), and ineffective managerial policies (lack of managerial support, insufficient supervision). Intervening conditions involve psychological characteristics (personality traits, psychological stress), socio-demographic features (living conditions, demographic attributes), and professional competencies (level of experience, education, and professional skills). The core phenomenon encompasses deceptive selling behaviors (manipulation of sales information, emotional influence), fraud in sales processes (manipulation of sales reports, financial misconduct, poor salesperson performance), and unhealthy competition (jealous behaviors, damage to colleagues’ reputation). Strategies for reducing deviant behaviors include interactive strategies (strengthening organizational communication, fostering a culture of dialogue), organizational strategies (enhancing team culture, professional development, improving working conditions), and supportive strategies (work-life balance, mental health programs, welfare facilities). The consequences of these behaviors are categorized into organizational outcomes (improved financial performance, enhanced organizational reputation, increased employee motivation, improved psychological and social well-being in the workplace, empowerment of employed women) and customer-related outcomes (increased customer loyalty, strengthened business relationships).
Discussion and Conclusion: The findings of the study demonstrated that effective management of deviant behaviors among female salespersons generates significant organizational and customer-related outcomes. On the organizational side, these strategies contribute to improved financial performance through increased sales revenue, reduced operational costs, and minimized legal expenses. They also enhance organizational credibility by strengthening brand reputation, fostering public trust, and encouraging positive word-of-mouth. Furthermore, employee motivation is elevated as organizational commitment rises, turnover decreases, and sales productivity improves. A healthier psychosocial work environment is established, characterized by trust, empathy, mutual respect, and reduced workplace tensions. Importantly, the empowerment of female employees is reinforced through professional recognition, the promotion of positive behaviors, and the strengthening of women’s position in the workplace. From the customer perspective, the management of deviant behaviors leads to greater customer loyalty, reflected in higher satisfaction, retention of loyal clients, and increased trust in the brand. In addition, stronger business relationships are cultivated, resulting in improved partnerships, expanded collaborations, and growth in commercial contracts. Collectively, these outcomes highlight that addressing deviant behaviors not only safeguards organizational integrity but also enhances customer relations and empowers women in sales roles, thereby contributing to sustainable organizational success.
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