New PIJM now accepts submissions exclusively via the Editorial Scholar portal — a dedicated submission & review system.
Go to Editorial Scholar →
Associated Management Consultants Pvt. Ltd. | COPE Member
Scopus Q2 UGC-CARE |
Prabandhan: Indian Journal of Management logo

Prabandhan: Indian Journal of Management

ISSN: 0975-2854 Frequency: Monthly Peer Review: Double-blind Published since: 2008 Language: English
A publication of AMCPL
amcon.co.in
New Delhi, India
Indexed in: Scopus Q2 UGC-CARE Group II Google Scholar J-Gate NISCAIR Crossref Cabell's Journalytics

Competency Identification of Salespersons Through Behavioral Event Interviews : Evidence from the Oil Industry

Open Access Original Article

Competency Identification of Salespersons Through Behavioral Event Interviews : Evidence from the Oil Industry

Mukesh Ranjan Das1,  Pramod Pathak2,  Saumya Singh3

1 General Manager (Human Resource), Indian Oil Corporation Ltd. (Marketing Division), Western Region, Mumbai

2 Professor, Department of Management Studies, Indian Institute of Technology (Indian School of Mines), Dhanbad - 826 004, Jharkhand

3 Associate Professor, Department of Management Studies, Indian Institute of Technology (Indian School of Mines), Dhanbad - 826 004, Jharkhand

Volume 11
Issue 5
Pages 15–27
Year 2018
Received: Aug. 21, 2017 Accepted: April 24, 2018 Published: May 1, 2018
Abstract

Competency studies for highly placed professionals have proliferated across the planet. However, published research papers with data to corroborate the predictive validity of identification of competencies for salespeople (the first link with the customer) is unexplored. Post deregulation onset of cut-throat competition in the oil industry of India makes a compelling case of such research. This paper aimed to identify the differentiating competency set for salespeople manning petrol pumps (retail outlets) using behavioral event interviews (BEIs). BEIs were conducted with 57 salespersons comprising 22 star and 35 average performers of best-performing retail outlets of fossil fuels of a fortune 500 company in Eastern Part of India during May 2015 - June 2016. Eight competencies were distilled from interviews and then sent to 15 industry experts for ranking these competencies independently. The concordance among 12 experts was found significant at the 1% level of significance. Ranking of competencies, as found in BEIs as per frequency of their appearance in interviews, and those given by experts were compared. There was an insignificant difference between the two, thus validating the findings of BEIs. Statistical analysis suggested that a set of four competencies comprising courteous behavior, honesty & integrity, service orientation, and punctuality were differentiating competencies for salespersons of oil industry in India. The findings can be leveraged for hiring, training, career progression, and compensating salespersons by the industry. The same methodology can be adopted to identify competencies of any role with high reliability.

Keywords Behavioral Event Interview (BEI) Competency Concordance Salespersons Star
How to Cite

Mukesh Ranjan Das, Pramod Pathak, Saumya Singh (2018). Competency Identification of Salespersons Through Behavioral Event Interviews : Evidence from the Oil Industry. Prabandhan: Indian Journal of Management, 11(5), 15–27. https://doi.org/10.17010/pijom/2018/v11i5/123805

References
  1. Boyatzis, R.E. (2008). Competencies in 21st century. Journal of Management Development, 27(1), 5 - 12.
  2. Cochran, G.R. (2009). Ohio state university extension competency study : Developing a competency model for a 21st century extension organization (PhD Dissertation Work). Ohio State University, Ohio.
  3. Coleman, A.M. (2009). A dictionary of psychology (3rd ed.). New York : Oxford University Press.
  4. Dainty, A.R.J., Cheng, M. - I., & Moore, D.R. (2004). A competency based performance model for construction project managers. Construction Managers and Economics , 22(8), 877- 886.
  5. Goleman, D., Boyatzis, R. E., & Mckee A. (2001). Primal leadership : The hidden driver of great performance. Harvard Business Review, 79 (11), 42 - 51.
  6. Kurian, S., Ribeiro, N., & Gomes, D.R. (2016). The relevance of behavioral event interview (BEI) in selection processes : A corporate study. The IUP Journal of Organizational Behavior , 15(1), 37- 48.
  7. Lakshminarayan, S., Pai, Y.P., & Ramaprasad, B.S. (2016). Managerial competencies, self efficacy, and job performance : A path analytic approach. Prabandhan: Indian Journal of Management, 9 (10), 7 - 22. doi:10.17010/pijom/2016/v9i10/103068
  8. McClelland, D.C. (1973). Testing for competency rather than intelligence. American Psychologist, 28 (1), 1-14.
  9. McClelland, D.C. (1998). Identifying competencies with behavioral - event interviews. Psychological Science , 9 (5), 331- 339.
  10. Özgen, S., Sánchez-Galofré, O., Alabart, J.R., Medir, M., & Giralt, F. (2013). Assessment of engineering students' leadership competencies. Leadership and Management in Engineering , 13 (2), 65 - 75.
  11. Raisova, T. (2012). The comparison between the effectiveness of the competency based interview and behavioral event interview. Human Resource Management & Ergonomics , 6 (1), 52 - 63.
  12. Raju, I.S., & Masthan, D. (2014). Mapping and assessment of behavioral competencies of deputy executive engineers - 360 degree approach (A study in govt organisation, India). Indian Journal of Training and Development , 44 (3), 9 - 23.
  13. Rao, T.V., & Chawla, N. (2013). Competency models - Misleading and mischievous. Perfect Professionals , TVRLS, 2(6), 61- 68.
  14. Rathnam, B.V., Suresh, A., & Sathish, K. (2008). Competency models and approaches in management. Prabandhan : Indian Journal of Management, 1 (2), 32 - 39. doi:10.17010/pijom/2008/v1i2/64669
  15. Ryan, G., Emmerling, R., & Spencer, L.M. (2009). Distinguishing high performing European executives : The role of emotional, social and cognitive competencies. Journal of Management Development, 28 (9), 859 - 875 .
  16. Ryan, G., Spencer, L.M., & Bernard, U. (2012). Development and validation of a customized competency - based questionnaire : Linking social, emotional, and cognitive competencies to business unit profitability. Cross Cultural Management : An International Journal , 19 (1), 90 -103.
  17. Spencer, L.M., & Spencer, S. M. (1993). Competence at work : Models for superior performance. New York : John Wiley and Sons.
  18. Yadav, D. M., & Nalawade, K. M. (2012). Competency mapping of engineers in the engineering industry of Satara, Maharashtra. Prabandhan: Indian Journal of Management, 5 (11), 34 - 43.
Editorial Scholar

Submit your Research to PIJM

Submit your Manuscript → Author Guidelines