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Salesperson Performance: Motivating the Sales Force

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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Salesperson Performance: Motivating the Sales Force

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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

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