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Psychological Process of Motivation. Motivation is an individual's choice to:Initiate action on a certain taskExpend a certain amount of effort on that taskPersist in expending effort over a period of time. Mark W. Johnston and Gary W. Marshall, Sales Force Management, McGraw Hill, 2006. Mark W. Johnston and Gary W. Marshall, Sales Force Management, McGraw Hill, 2006.
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1. Salesperson Performance: Motivating the Sales Force Management of the Modern
Sales Force
Marketing 6228
2. Psychological Process of Motivation Motivation is an individuals choice to:
Initiate action on a certain task
Expend a certain amount of effort on that task
Persist in expending effort over a period of time
5. Personal Characteristics Affecting Motivation Individual satisfaction with current rewards
Demographic variables
Job experience
Psychological variables personality traits and attribution of meaning to performance
6. Satisfaction Intense job challenge, full potential, full expression, creative expansion.
Achievement, respect, recognition, responsibility, prestige, independence, attention, importance, appreciation.
Belonging, acceptance, love, affection, family and group acceptance, friendships.
Security, stability, dependency, protection, need for structure, order, law, tenure, pension, insurance.
Hunger, thirst, reproduction, shelter, clothing, air, rest.
7. Management Implications Relationships between characteristics and motivation levels have two broad implications for sales managers:
They suggest people with certain characteristics are likely to understand their jobs and their companies policies especially well
Some personal characteristics are related to the kinds of rewards salespeople are likely to value and find motivating
8. Career Stages and Motivation
9. Relationship Between Career Concerns and Age
10. Causes of Plateauing Lack of a clear career path
Boredom
Failure to manage the person effectively
11. Supervisory Variables and Leadership Closeness of supervision
Most occupations prefer relatively free from supervision
B-2-B salespeople prefer close supervision
Span of control increased span of control results in decreased supervision
Frequency of communication increased communication means decreased role ambiguity
12. Incentive and Compensation Policies Policies concerning higher-order rewards can influence the desirability of such rewards
Preferential treatment for stars may reduce morale
The range of financial rewards currently received may influence the valences of additional financial rewards
Earnings opportunity ratio
The ratio of the total financial compensation of the highest paid salesperson to that of the average in a sales force
higher ratio equals a higher valence
13. Key Terms motivation
expectancies
accuracy of expectancy estimates
magnitude of expectancy estimates
instrumentalities
accuracy of instrumentality estimates
magnitude of instrumentality estimates
valences for rewards
performance attributions
stable
unstable
internal
external