Motivation(2).ppt

8/14/2019 Motivation(2).ppt

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Salesperson Performance:

Motivating the Sales Force

Management of the Modern

Sales Force

Marketing 6228


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Mark W. Johnston and Gary W. Marshall, Sales Force Management,McGraw Hill, 2006


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Personal Characteristics

Affecting Motivation

Individual satisfaction with currentrewards

Demographic variables Job experience

Psychological variables personality

traits and attribution of meaning toperformance


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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 groupacceptance, friendships.

Security, stability, dependency,protection, need for structure, order,law, tenure, pension, insurance.

Hunger, thirst, reproduction, shelter,clothing, air, rest.

Self-Actualization

Self-Esteem

Love-Belonging

Safety-Security

Physiological

Abraham Maslow, 1938


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Management Implications

Relationships between characteristics andmotivation levels have two broadimplications for sales managers:

They suggest people with certaincharacteristics are likely to understand theirjobs and their companies policies especiallywell

Some personal characteristics are related tothe kinds of rewards salespeople are likely tovalue and find motivating


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Career Stages and Motivation


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Relationship Between Career

Concerns and Age

Proportion of

Career Concerns Sales Force

Exploration 14%

Establishment 29%

Maintenance 42%

Disengagement 15%

Age Range

20 30 40 50 60 65

Source: Christen P. Heide, Dartnells 30th Sales Force

Compensation Survey: (Chicago: Dartnell Corp., 1999)


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Causes of Plateauing

Lack of a clear career path

Boredom

Failure to manage the personeffectively


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Supervisory Variables and

Leadership Closeness of supervision

Most occupations prefer relatively free fromsupervision

B-2-B salespeople prefer close supervision

Span of controlincreased span ofcontrol results in decreased supervision

Frequency of communicationincreasedcommunication means decreased roleambiguity


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Incentive and Compensation

Policies Policies concerning higher-order rewards can

influence the desirability of such rewards

Preferential treatment for stars may reducemorale

The range of financial rewards currently receivedmay influence the valences of additional financialrewards

Earnings opportunity ratio The ratio of the total financial compensation of

the highest paid salesperson to that of theaverage in a sales force

higher ratio equals a higher valence

Motivation(2).ppt

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