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The purpose of this study is to analyze antecedents that affect multilevel marketing distributors’ job engagement and burnout based on the Job Demands-Resources Model. The study also examines relationship between customer-orientation and sales performance which are marketing outcome variables of multilevel marketing distributors’ job engagement and burnout. The specific goals are as follows. First, it divides job demands into challenge stressors and hindrance stressors and analyze their influences on job engagement and burnout of multilevel marketing distributors. Second, it analyzes the impact of job resources on job engagement and burnout. Third, it analyzes the influences of job engagement and burnout on customer-orientation and sales performance. Fourth, it analyzes the impact of customer-orientation on sales performance. In order to accomplish the goals of the study, theoretical backgrounds were investigated, and the research model was developed, and several hypotheses were set up on the basis of the variables drawn from the previous studies. To test the hypotheses, in-depth interviews and questionnaires were carried out to the multilevel marketing distributors. Specifically, in-depth interviews of the incumbent multilevel marketing distributors were done to develop and elaborate the items of the variable measures in the questionnaires. The results of the interviews showed the possibility that there are various variables of stressors and job resources that would affect job engagement and burnout of multilevel marketing distributors. The questionnaires were given out to the current multilevel marketing distributors to obtain the data. Statistical methods and techniques such as factor analysis, structural equation modeling were used to testify the hypotheses. The results of the study can be summarized as follows. First, challenge stressors and hindrance stressors as sources of job demands affect job engagement and burnout differently. Challenge stressors such as job complexity and business responsibility increases job engagement and decreases job burnout. But, hindrance stressors such as interpersonal conflict and business insecurity decreases job engagement and increases job burnout. Second, job resources such as business autonomy and performance feedback increases job engagement and decreases job burnout. Third, job engagement affects customer-orientation positively, but does not have significant impact on sales performance. Fourth, unlike the hypotheses, job burnout has no casual impact on customer-orientation and sales performance significantly. Fifth, customer-orientation affects sales performance positively. The theoretical and managerial implications are discussed and the avenues for the future study are also suggested on the basis of the results.
