ORGANISATION BEHAVIOUR

TO

MEET THE GOAL OF HIGH SALESPERSON PERFORMANCE, MANAGERS MUST UNDERSTAND THE KEY ACTIVITIES THAT INCREASE THE PERFORMANCE AND THEN DETERMINE THE KEY ACTIVITIES THAT INCREASE THOSE ACTIVITIES.

PERFORMANCE

IS PRESENTED AS A DIRECT OUTCOME OF SALESPERSON APTITUDE, SKILL LEVELS, MOTIVATION, ROLE PERCEPTION AND ORGANIZATIONAL AND ENVIRONMENTAL VARIABLES.

ROLE

VARIABLE,

MOTIVATION FACTORS, FACTORS.

SKILL VARIABLE,
APTITUDE

VARIABLE, PERSONAL AND

ORGANIZATIONAL

/ENVIRONMENTAL

SALES BEHAVIOR AND EFFECT OF EFFORTS

HAD A SIGNIFICANT POSITIVE IMPACT ON THE LEVEL OF PERFORMANCE OF THE SALES PERSON

INFLUENCED BY DIFFERENT PARAMETER LIKE AGE, GENDER, EDUCATION, PREVIOUS EMPLOYMENT, SALES EXPERIENCE, MARITAL STATUS, SPOUSE IN INDUSTRY, INTRINSIC REWARD ORIENTATION, EXTRINSIC REWARDS ORIENTATION, VOCATIONAL ESTEEM

BEHAVIOR

THE BEHAVIOR REGARDING INSURANCE AGENTS ARE UNPREDICTABLE.

REWARDS

LIKE RECOGNITION, POWER AND AUTHORITY, PRESTIGE, MONEY AND ESTEEM FOR EXTRINSIC AND INTRINSIC RESPECTIVELY MAKE SALES PERSON MORE EFFECTIVE AS COMPARE TO PREVIOUS.

PERSONAL GROWTH, ACHIEVEMENT, SELF

ANOVA RESULTS

A COMPARISON OF THE DIFFERENCES IN MEAN VALUES FOR THE TOP AND BOTTOM QUARTILES OF THE SAMPLE SHOW SIGNIFICANT DIFFERENCES IN THE LEVELS OF ACTIVITIES PERFORMED.

THE

ANALYSIS LOOKED AT THE INFLUENCE OF THE INTRINSIC AND EXTRINSIC REWARD ORIENTATIONS ON THE LEVEL OF SALES ACTIVITIES AND RELATIONSHIP SELLING.

IN

THIS STUDY CONCLUSIONS COME THAT OF THEIR TIME ON

LOW PERFORMERS SPENT A MUCH HIGHER PROPORTION PROSPECTING, PLANNING AND CLOSING.

THIS

HELPED THE MANAGEMENT TO NOT OVER INVEST TIME IN THESE ACTIVITIES.

SALESPEOPLE

WHO SPEND MORE TIME SELLING ARE LIKELY TO HAVE A SPOUSE IN THE PROFESSION, HAVE HAD PREVIOUS SALES EXPERIENCE, HAVE HIGHER LEVELS OF VOCATIONAL ESTEEM AND BE MORE MOTIVATED BY EXTRINSIC REWARDS.

SALES

PEOPLE IN THIS STUDY SPENT MORE TIME SELLING AND HAD HIGHER THAN AVERAGE EXTRINSIC REWARDS ORIENTATION. OTHER REWARDS ARE ALSO IMPORTANT, BUT NOT MORE THAN MONEY.

1) IDENTIFY THE DIFFRENCE BETWEEN HIGH PERFORMER AND LOW PERFORMER 2) PROCESS OF JUDGING PEOPLE 3) FACTORS INFLUENCING PERFORMANCE 4) IDENTIFY VARIOUS REASON FOR LOW PERFORMANCE 5) SELECTION BETWEEN INTRINSIC AND EXTRINSIC REWARDS

The Findings of this study suggest that comparing the job activities and demographic variables of high-Performing and lowPerforming salespeople can provide insights into recruitment, selecting, training, motivating and supervising salespeople. The study of high performers versus low-performers can also motivate the low performing group to take more personal responsibility for their success, since a template for success can be furnished.