A comparative study of sales force turn over(sfto): a case study approach in weaving industry of Maruthamunai

Abstract

organizational unit (Beach, Brereton, And Cliff, 2003). Organization is surrounded by external and interna) environment One of the important elements in the external environment is the competitors (Griffin, 2000). When competitors enter into an industry market share of the industry will be shared among the existing firms in the industry. Weaving industry is a perfectly competitive market which has a number of sellers and number of buyers. There is a heavy competition in the weaving industry. Products are homogeneous. Output of one weaving factory would be similar or same to other weaving factory. Buyers can easily shift from one to another's products. Weaving factories have to try hard to sell their finished products such as sarongs. Sales force turnover would be high when there are low entry and exit barriers in the industry. Human Resources are one of the important resource to achieve organizational goals efficiently and effectively (Griffin, 2000). Abbassi and Hollman (2000) tried to determine the impact of employee turnover on an organization and found that excessive employee turnover often endangers far reaching consequences and organizational objectives. So, Organizations have to develop and retain their sales force to survive in the business scenario. Bowen and Shuster (1986) stated that organizations should have an enhanced ability to attract and retain the best quality talents for its success.