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1 One criticism of linking pay to financial incentives is:

(A) Employees may become less interested in what they do and more interested in capturing the
reward
(B) Many salespeople will make too much money

(C) Most salespeople are much more interested in quality of life and family-oriented non-monetary
rewards
(D) Environmental conditions will overwhelm the effectiveness of financial rewards unless
salespeople are paid poorly
(E) Personal characteristics make financial incentives sexist

Answer: (A) Employees may become less interested in what they do and more interested in capturing
the reward

2 In a sales organization, what would be an appropriate strategy to motivate a ""leader?""

(A) Increase their base pay

(B) Recognize them for their performance according to the system

(C) Quietly congratulate them for their contribution

(D) Create a project or account and put them in charge of it

(E) All of the above

Answer: (D) Create a project or account and put them in charge of it

3 During the _____ stage of the sales career path, the salesperson is likely to have lower
expectancy estimates that are often inaccurate as well as inaccurate instrumentality
perceptions.

(A) Exploration
(B) Maintenance
(C) Plateauing

(D) Disengagement

(E) Establishment

Answer: (A) Exploration

4 The four stages that make up the sales career path are:

(A) Exploration, establishment, plateauing and disenfranchisement

(B) Entry-level, growth, plateauing and termination

(C) Exploration, growth, maintenance and attrition

(D) Exploration, growth, maturity and disengagement

(E) Exploration, establishment, maintenance and disengagement

Answer: (E) Exploration, establishment, maintenance and disengagement

5 Which of the following statements about the stages in the sales career path is true?
 (A) Salespeople in the exploration stage would typically have high valences for higher-order
rewards and higher expectancies than salespeople at other stages
(B) Salespeople in the establishment stage have the highest valence for promotion and recognition
(C) The point at which a salesperson would be resigned to remaining in sales would be in the
establishment stage
(D) Job performance is typically poor in the establishment stage

(E) Personal commitment to the job is usually highest in the exploration stage

Answer: (B) Salespeople in the establishment stage have the highest valence for promotion and
recognition

6 During the exploration stage of a salesperson's career, the salesperson will:

(A) Need peer acceptance and challenging positions

(B) Produce superior results on the job in order to be promoted

(C) Need achievement, esteem, autonomy and competition
(D) Develop creativity and innovativeness
(E) Balance the conflicting demands of career and family

Answer: (A) Need peer acceptance and challenging positions

7 During the establishment stage of a salesperson's career, the salesperson will:

(A) Adjust his or her self-image

(B) Have the lowest instrumentality perceptions and valences for both higher-order and lower-
order needs

(C) Produce superior results on the job in order to be promoted

(D) Need close and supportive supervision

(E) Reassess career with possible redirection

Answer: (C) Produce superior results on the job in order to be promoted

8 During the maintenance stage of a salesperson's career, the salesperson will:

(A) Have reduced competitiveness

(B) Try to avoid generating unrealistic expectations

(C) Have low expectancy and instrumentality perceptions

(D) Establish a stronger self-identify outside of work
(E) Have higher valences for promotion and recognition than for pay

Answer: (A) Have reduced competitiveness

9 During the disengagement stage of a salesperson's career, the salesperson will:

(A) Maintain a high performance level

 (B) Balance the conflicting demands of career and family
(C) Have the lowest instrumental perceptions and valence for both higher-order and lower-order
rewards

(D) Need supportive supervision

(E) Adjust to working with greater autonomy

Answer: (C) Have the lowest instrumental perceptions and valence for both higher-order and lower-
order rewards

10 Which of the following is NOT one of the personality types in the Sales Management
Enneagram Personality Tool?

(A) Achiever

(B) Team player

(C) Perfectionist
(D) Non-conformist

(E) Enthusiast

Answer: (D) Non-conformist

11 Which of the following statements provides important knowledge to the sales manager who
wants to plan successful strategy?

(A) Salespeople always react favorably to a rapidly changing product line because it adds variety
to their job

(B) When salespeople operate under uncertainties or limited product supply, their expectancy and
instrumentality estimates are likely to be high
(C) Company policies can hinder a salesperson's effectiveness by indirectly affecting their valence
for rewards, accuracy of their expectations and instrumentality perceptions

(D) The stronger a firm's competitive position, the lower its sales force expectancy estimates are
likely to be
(E) All of the above

Answer: (C) Company policies can hinder a salesperson's effectiveness by indirectly affecting their
valence for rewards, accuracy of their expectations and instrumentality perceptions

12 Will Presley sells management training classes to entrepreneurs and Fortune 1000
companies. Last quarter his sales were very disappointing. When asked, he admitted that
his poor performance was directly related to his wife having a new baby. He had not the
time to devote to sales that he should have. As a result of Will's poor performance in the
last quarter, which of the following is likely to occur?

(A) His expectancy estimates will be higher and his instrumentality estimate will remain the same
(B) His instrumentality estimates will be lower and his expectancy estimates will remain the same

(C) His expectancy estimates for the next quarter will be lower
(D) Neither his expectancy nor instrumentality estimates will change
(E) His expectancy estimates for the next quarter will be higher
Answer: (E) His expectancy estimates for the next quarter will be higher

13 The theories of Maslow, Alderfer and Herzberg:

(A) Are examples of other motivation theories that differ from expectancy theory by emphasizing
the human element
(B) Suggest the greater a salesperson's satisfaction with attainment of low-order rewards, the
higher the valence of increased attainment of higher-order rewards

(C) Can be used to explain why closer supervision can have a positive impact on the magnitude
and accuracy of both expectancy estimates and instrumentality perceptions
(D) Can be used to explain the changes a salesperson experiences as he or she progresses down
the sales career path
(E) Are useful in conjunction with leadership theories to explain what personal and environmental
variables motivate an individual to become a successful leader

Answer: (B) Suggest the greater a salesperson's satisfaction with attainment of low-order rewards,
the higher the valence of increased attainment of higher-order rewards

14 Perhaps the most controversial aspect of Maslow's and Alderfer's theories is the
proposition that:

(A) All salespeople are motivated by higher-order rewards

(B) Lower-order rewards have increasing marginal utility

(C) Earnings opportunity ratios vary with lower-order selling patterns

(D) Higher-order rewards have increasing marginal utility

(E) Demographics contribute to establishment disengagement

Answer: (D) Higher-order rewards have increasing marginal utility

15 Personal characteristics that might affect an individual's level of motivation include all of
the following EXCEPT:

(A) Her place in the organizational hierarchy

(B) Her age, family size and education

(C) Her personality
(D) Her job experience

(E) Her satisfaction with current rewards

Answer: (A) Her place in the organizational hierarchy

16 Which of the following statements about how personal characteristics affect a

salesperson's level of motivation is true?

(A) Highly experienced salespeople have higher valences for lower-order rewards than younger,
less experienced salespeople
(B) Salespeople with high internal locus of control are likely to have relatively low expectancy and
instrumentality estimates
(C) Highly educated salespeople are likely to have lower valences for higher-order rewards
 (D) Intelligent salespeople have higher expectancy and instrumentality perceptions than those with
less intelligence
(E) Experienced salespeople have smaller expectancy estimates than inexperienced salespeople

Answer: (D) Intelligent salespeople have higher expectancy and instrumentality perceptions than
those with less intelligence

17 Stephan perceives himself to be a talented, hard-working salesman with considerable self-

esteem. As such, it is probable that Stephan:

(A) Values annual bonuses more than other salespeople in the organization
(B) Has a higher valence for higher-order, intrinsic rewards

(C) Is fooling himself

(D) Does not concern himself with performance instrumentalities

(E) All of the above

Answer: (B) Has a higher valence for higher-order, intrinsic rewards

18 Which of the following attributions of good performance does not have a positive impact on
the magnitude of a salesperson's expectancy estimates?

(A) A stable internal factor

(B) A stable external factor

(C) An unstable internal factor

(D) An unstable external factor

(E) None of the above

Answer: (D) An unstable external factor

19 Which of the following attribution of poor performance can actually have a positive impact
on the magnitude of a salesperson's expectancy estimates?

(A) A stable internal factor

(B) A stable external factor

(C) An unstable internal factor

(D) An unstable external factor
(E) None of the above

Answer: (C) An unstable internal factor

20 Molly Edson sells needlecraft kits to retail stores. Last quarter her sales were 20 percent
lower than they had been in the previous period. She attributed her poor performance to
her inability to handle a competitor who launched an aggressive trade promotional
campaign. As a result of Molly's poor performance in the previous quarter, which of the
following is most likely?

(A) Both her expectancy and instrumentality estimates will be higher

 (B) Her expectancy estimates will be higher and her instrumentality estimate will remain the same
(C) Her instrumentality estimates will be lower and her expectancy estimates will remain the same

(D) Her expectancy estimates will be lower

(E) Neither her expectancy nor instrumentality estimates will change

Answer: (D) Her expectancy estimates will be lower

21 Which of the following statements about plateauing is true?

(A) A sales manager that uses job rotation and job enrichment frequently is likely to have his or
her entire sales force plateaued

(B) Plateauing is also called self-imposed attrition

(C) Plateaued salespeople typically have high expectancy estimates that are inaccurate

(D) None of the above

(E) Just prior to the fourth stage of the sales career path, nearly all salespeople plateau

Answer: (D) None of the above

22 Which of the following is one of the major causes of plateauing?

(A) A too-rapid promotion to upper hierarchical levels

(B) Boredom

(C) Job enrichment

(D) A too-detailed job description

(E) A request to mentor new, inexperienced salespeople

Answer: (B) Boredom

23 Describe any three of the Sales Management Enneagram personality types and how to
motivate them.

Answer:
Feedback: The nine types are perfectionist, helper, achiever, individualist, observer, team player,
enthusiast, leader and peacemaker. The text describes each type and how to motivate
them.

24 Describe the typical stages in a sales career. How do they affect motivation?

Answer:
Feedback: The four stages are exploration, establishment, maintenance and disengagement. During
exploration, salespeople tend to be unsure about their choice and lack the skills and
knowledge to be successful. They need reassurance, training programs, supportive
supervision and recognition. During the establishment stage, salespeople have settled into
their careers and are striving for success. Financial rewards are particularly important as
well as recognition. During the maintenance stage, salespeople are concerned with
retaining their position, status and performance level requirements. They are motivated by
status and recognition rewards in addition to financial incentives. During the
disengagement stage, salespeople become less involved in their jobs and less motivated by
financial or status rewards. Plateaued salespeople can sometimes be motivated to become
 mentors for new salespeople or address special account needs and product development
needs.

25 What is motivation (in sales)?

Answer:
Feedback: Motivation includes salespeople's choice to initiate action, expend effort on a task and
persist in expending effort over a period of time.

26 What are expectancies?

Answer:
Feedback: Expectancies are the salesperson's perceptions of the link between job effort and
performance, the estimated probability that expending effort on some task will lead to
improved performance.

27 What is the difference between expectancy accuracy and magnitude?

Answer:

Feedback: Accuracy of expectancy is how clearly the sales rep understands the relationship between
effort and results. Magnitude expectancy is the sales rep's perception of his or her ability to
control or influence his or her own job performance

28 How has increased security concerns affected sales expectancies?

Answer:

Feedback: With increased security concerns sales people are spending less time face-to-face with
customers and many are engaging in more web and teleconferencing. This has required
greater effort in preparation and presentation. Sales managers are evaluating whether
these efforts are increasing performance.

29 What individual characteristics affect accuracy and magnitude expectancies?

Answer:

Feedback: Self-esteem, perceived ability to perform the necessary tasks, general intelligence, and
previous sales experience all affect accuracy and magnitude expectancies.

30 How do periods of economic uncertainty affect sales management strategies?

Answer:
Feedback: Managers may need to change performance criteria, evaluation methods and/or
compensation systems in order to maintain desired levels of effort.

31 What are performance attributions? Describe the four categories of performance

attributions.

Answer:
Feedback: The first category is stable internal factor—things that are unlikely to change in the near
future such as personal skills and abilities. Second, there are unstable internal factors—
things that may vary from time to time, such as effort expended or mood. Third, there are
stable external factors—things such as the nature of the task or competitive situation.
Lastly, there are unstable external factors—things that might change next time, such as
advertising support or lucky timing.

32 Discuss the criticisms of financial incentives in sales motivation programs.

Answer:
Feedback: Generally, the criticism centers on whether extrinsic rewards like pay and bonuses take
away from intrinsic rewards such as satisfaction and sense of accomplishment. If bonus
systems and contests focus people on the challenge rather than fulfilling customer needs
and focusing on what needs to be done to achieve organizational objectives, then extrinsic
rewards can distract sales people.

33 Describe the three sets of perceptions that affect motivation?

Answer:

Feedback: Expectancies are the perceived linkages between expending more effort and achieving
improved performance. Instrumentalities are the perceived relationship between improved
performance and the attainment of increased rewards. Valence for rewards is the perceived
attractiveness of various rewards the salesperson might receive.

34 Which of the following is the BEST way for a sales manager to deal with a plateaued
salesperson?

(A) Encourage the salesperson to find creative solutions to his or her boredom
(B) Provide opportunities for frequent changes in job duties and responsibilities to increase job
variety
(C) Use bonus plans

(D) Assign the salesperson to a different sales manager

(E) Give the salesperson time off to consider his or her options

Answer: (B) Provide opportunities for frequent changes in job duties and responsibilities to increase
job variety

35 Which of the following statements about the impact of environmental conditions on

motivation is true?

(A) A wide span of control produces more accurate expectancy estimates than does close
supervision
(B) Salespeople that sell commodities are more likely to have less accurate expectancy estimates
than salespeople who handle highly technical products
(C) Environmental factors that affect motivation include size of sales territory, salesperson's job
experience and strength of competition
(D) In general, salespeople operating in the face of output constraints have low expectancy and
instrumentality estimates

(E) None of the above

Answer: (D) In general, salespeople operating in the face of output constraints have low expectancy
and instrumentality estimates

36 The ratio of the total financial compensation of the highest paid salesperson to the average
in a sales force is the:

(A) MBO opportunity benefit

(B) Ratio of salary to bonuses
(C) Earnings opportunity ratio
 (D) Performance indicator valence
(E) Organizational motivational objective

Answer: (C) Earnings opportunity ratio

37 Which of the following statements about incentive and compensation policies and their
effect on motivation is true?

(A) There is likely to be a curvilinear relationship between the likelihood of receiving recognition
and promotion and the salesperson's valence for them
(B) The ratio of the total financial compensation of the highest paid salesperson to that of the
average salesperson's pay is referred to as the earnings equity ratio

(C) Reward mix, the various types of reinforcements used by the organization, has little effect on
employee's valences

(D) In firms where the current financial compensation is relatively high, salespeople will only be
satisfied if they are provided with the opportunity to achieve higher-order rewards

(E) Within the reward mix of a typical organization, free merchandise is the most effective
motivator

Answer: (A) There is likely to be a curvilinear relationship between the likelihood of receiving
recognition and promotion and the salesperson's valence for them

38 What is the most popular motivator for salespeople?

(A) Time off from the job

(B) Discounts on company merchandise

(C) Cash awards

(D) Debit cards

(E) Free merchandise

Answer: (C) Cash awards

39 How is Maslow's hierarchy of needs related to sales motivation?

Answer:
Feedback: Maslow's (and other theories) suggest that high-order rewards such as self-esteem and
self-actualization are not valued highly by salespeople until they are relatively satisfied with
their low-order rewards. Studies also suggest that high-order rewards provide increased
marginal utility, meaning, among salespeople who are stimulated by high-order rewards,
further increases in these rewards provides greater value to salespeople.

40 What four stages do most salespeople go through in their careers?

Answer:

Feedback: Exploration, establishment, maintenance and disengagement

41 What is the earnings opportunity ratio?

Answer:
Feedback: It is the ratio of the total financial compensation of the highest-paid salesperson to that of
the average in a sales force.

42 What personal characteristics affect sales motivation?

Answer:
Feedback: Personal characteristics, including satisfaction with current rewards, demographic variables,
job experience and psychological variables, all impact sales motivation.

43 An extreme view of financial rewards argues that:

(A) Linking pay to performance can have a negative effect on motivation

(B) Employees become less interested in what they are doing

(C) Extrinsic motivation undermines intrinsic motivation

(D) All of the above

(E) None of the above

Answer: (D) All of the above

44 A salesperson who thought he was to devote most of his time to qualifying new accounts
while his sales manager thought the salesperson was supposed to spend most of his time
servicing customers would be having a problem with the accuracy of his expectancy
perceptions.

(A) True

(B) False

Answer: (A) True

45 Salespeople in the exploration stage of their sales career tend to have a boundless
optimism that results in high psychological involvement with their jobs.

(A) True
(B) False

Answer: (B) False

Feedback: People in the earliest stage of their careers are unsure about whether selling is the most
appropriate occupation for them. People in the exploration stage tend to have low
psychological involvement in their job and low job satisfaction.

46 The psychosocial needs of a salesperson in the establishment stage of his or her sales
career are lower-level needs.

(A) True

(B) False

Answer: (B) False

Feedback: Valences for increased financial rewards are relatively high; however there is also a strong
desire to be successful, and thus, there are high valences for promotion at this stage.
47 Salespeople at the maintenance stage of their career often have the highest valences for
increased pay and financial incentives of anyone in the sales force.

(A) True
(B) False

Answer: (A) True

48 The disengagement stage of a salesperson's career is also referred to as the self-

termination period.

(A) True
(B) False

Answer: (B) False

Feedback: Salespeople in the disengagement stage are also referred to as plateaued salespeople.

49 One approach to revitalizing plateaued salespeople is to use job enrichment.

(A) True

(B) False

Answer: (A) True

50 How close the sales manager supervises his or her sales force will result in increased
expectancy accuracy and decreased instrumentality accuracy.

(A) True

(B) False

Answer: (B) False

Feedback: When salespeople are relatively closely supervised, they increase their expectancy and
instrumentality estimates for attaining extrinsic rewards.

51 The frequency of communication within an organization has no effect on expectancy,

instrumentality, or valences.

(A) True
(B) False

Answer: (B) False

Feedback: The greater the frequency of communication, the less role ambiguity salespeople are likely
to experience and the more accurate their expectancy and instrumentality should be.

52 The higher the earnings opportunity ratio is within the company, the higher the average
salesperson's valence for pay is likely to be.

(A) True
(B) False
Answer: (A) True

53 If a salesperson believes that her poor performance was due to a difficult competitive
environment, then her expectancy estimates for the next period will be lower.

(A) True
(B) False

Answer: (A) True

54 Salespeople with a high internal locus of control are likely to have relatively high
expectancy and instrumentality estimates.

(A) True
(B) False

Answer: (A) True

55 Inexperienced salespeople are likely to have larger expectancy estimates than experienced
ones.

(A) True

(B) False

Answer: (B) False

Feedback: Experienced salespeople are likely to have larger expectancy estimates than inexperienced
ones; they have more opportunities to sharpen their selling skills and gain confidence in
their ability to perform successfully.

56 The magnitude of a salesperson's instrumentality estimates reflects the sales rep's

perceptions of his or her ability to control or influence his or her own job performance.

(A) True
(B) False

Answer: (B) False

Feedback: The magnitude of expectancy estimates reflects the salesperson's perceptions of his or her
ability to control or influence his or her own job performance.

57 When the magnitude of a salesperson's instrumentality estimates is relatively small, the

sales rep believes there is a high probability that improved performance will lead to more
rewards.

(A) True
(B) False

Answer: (B) False

Feedback: When the magnitude of a salesperson's instrumentality is small, then the salesperson will
expect that an improvement in performance on a dimension will not lead to a large increase
in a reward.
58 The firm's compensation plan has a notable impact on the magnitude of a salesperson's
instrumentality.

(A) True
(B) False

Answer: (A) True

59 Valences are employees' perceptions of the desirability of receiving increased amounts of

the rewards they might attain as a result of improved performance.

(A) True
(B) False

Answer: (A) True

60 Money is not only the reward most desired by all salespeople, but also the kind of reward
that is most effective at motivating them.

(A) True
(B) False

Answer: (B) False

Feedback: Historically monetary rewards have been assumed to be the most valued and motivating,
but studies suggest that other rewards are at least as important as financial compensation
to salespeople.

61 Demographic variables like age, family size, and education can all have an impact on an
individual's valence for rewards.

(A) True

(B) False

Answer: (A) True

62 Generally, older, more experienced salespeople have lower valences for rewards that
provide food, shelter, clothing, and security and higher valence for rewards that create
opportunities for esteem and self-actualization.

(A) True
(B) False

Answer: (A) True

63 Highly educated salespeople are likely to have lower valences for higher-order needs.

(A) True
(B) False

Answer: (B) False

Feedback: Individuals with more formal education are more likely to desire opportunities for personal
growth, career advancement, and self-fulfillment than those with less education.

64 The text defines motivations as:

(A) The amount of effort the salesperson desires to expend on each activity or task associated with
the sales job
(B) A constraint on a person's ability to perform a job

(C) The factor that determines whether a salesperson has the necessary native abilities to sell
(D) The individual's learned proficiencies
(E) The rewards that are the result of each additional level of effort

Answer: (A) The amount of effort the salesperson desires to expend on each activity or task
associated with the sales job

65 Teresa is a highly motivated sales rep. She will likely spend considerable time:

(A) Managing her commission structure

(B) Developing sales presentations
(C) Minimizing her cold calling

(D) Promoting herself

(E) All of the above

Answer: (B) Developing sales presentations

66 All of the following are examples of individual characteristics that impact the magnitude of
a salesperson's expectancy estimates EXCEPT:

(A) His/her level of self-esteem

(B) His/her general intelligence

(C) His/her previous sales experience

(D) His/her perceived ability to perform necessary tasks

(E) His/her perception of his assigned sales territory potential

Answer: (E) His/her perception of his assigned sales territory potential

67 Which of the following is an example of an environmental characteristic that impacts the

magnitude of a salesperson's expectancy estimates?

(A) The salesperson's overall level of self-esteem

(B) The salesperson's perceived ability to perform necessary tasks
(C) Restrictions on product availability due to raw material shortages

(D) The salesperson's previous sales experience

(E) None of the above

Answer: (C) Restrictions on product availability due to raw material shortages

68 The greater the environmental constraints a salesperson sees as restricting performance:

(A) The lower the rep's expectancy estimates

(B) The lower the rep's valence for rewards

(C) The higher the rep's expectancy estimates

(D) The higher the rep's valence for rewards

(E) The greater the importance of environmental selling

Answer: (A) The lower the rep's expectancy estimates

69 One way to describe instrumentalities is that they are a salesperson's ______________ of

the link between job performance and various rewards.

(A) Motivational expectations

(B) Probability estimates

(C) Price controls

(D) Earnings confirmations

(E) Performance attributes

Answer: (B) Probability estimates

70 Which of the following statements about instrumentality perceptions is true?

(A) A salesperson who thinks that more sales will result in a promotion when actually the
organization wants him to do more follow-up service can have an inaccurate perception of
instrumentality

(B) One variable that has a notable impact on the magnitude of a salesperson's instrumentality is
the firm's compensation plan
(C) Sales managers need to compare sales force members' instrumentality perceptions with stated
company policies

(D) A sales manager can improve the accuracy of a salesperson's instrumentality perception
through closer supervision
(E) All of the above

Answer: (E) All of the above

71 The variable that usually has the most impact on the magnitude of instrumentality
estimates is the:

(A) Mental ability of the salesperson

(B) Firm's compensation plan

(C) Estimated lag-time from sales commitment to completion

(D) Degree of supervisory control

(E) Informal feedback system

Answer: (B) Firm's compensation plan

72 Brad is a salaried sales rep for an engineering company. Brad is likely to have a higher
magnitude of instrumentality estimate associated with:

(A) Short-term sales

(B) Commissions
(C) Performance of administrative duties
(D) Number of contracts

(E) All of the above

Answer: (C) Performance of administrative duties

73 The less that salespeople believe they have internal control over their lives, the:

(A) Greater they enjoy management

(B) Lower their performance anxiety

(C) Higher their performance plateau

(D) Lower their magnitude of instrumentality estimates

(E) More they will demand in salary

Answer: (D) Lower their magnitude of instrumentality estimates

74 Research indicates that a salesperson's _____________________ will more accurately

perceive the linkages between effort and performance than the salesperson.

(A) Family

(B) Coworkers

(C) Supervisor

(D) Vice-president of marketing

(E) All of the above

Answer: (C) Supervisor

75 The magnitude of a salesperson's expectancy perceptions indicates:

(A) How clearly the salesperson understands the relationship between the effort expended and the
resulting achievement
(B) The ranking of rewards attained as a result of improved performance

(C) The degree to which that individual believes expending effort on job activities will influence
ultimate job performance
(D) The difficulty assigned to a task in comparison to the reward offered for performing the task

(E) The degree to which an individual wants extrinsic rewards

Answer: (C) The degree to which that individual believes expending effort on job activities will
influence ultimate job performance

76 One way to describe attempts to improve the accuracy of expectancy estimates of

salespeople is:
 (A) Ceteris paribus
(B) The Peter principle
(C) All's fair in love and war

(D) Work smarter not harder

(E) Run to a round house, they can't corner you there

Answer: (D) Work smarter not harder

77 Which of the following is a characteristic of a highly motivated salesperson?

(A) Takes initiative

(B) Expends effort

(C) Is persistent

(D) All of the above

(E) None of the above

Answer: (D) All of the above

78 The conceptual framework for studying motivation is called:

(A) The peak plateau model

(B) Valence theory

(C) Expectancy theory

(D) Alternative choice theory

(E) Accuracy and magnitude theory

Answer: (C) Expectancy theory

79 Which of the following statements about the expectancy theory and its components is
true?

(A) Valence for performance is the perceived desirability of receiving more of a particular reward
(B) Valence for reward considers the value of both extrinsic and intrinsic rewards
(C) Expectancy theory is the only theory that completely explains the motivation process
(D) Instrumentality is the perceived linkage between increased effort on some task such as
developing sales presentations and improved performance

(E) Valence for performance determines a salesperson's motivation to expend effort on a given
task

Answer: (B) Valence for reward considers the value of both extrinsic and intrinsic rewards

80 Expectancies are the salesperson's perception of:

(A) How difficult a task will be to perform in his or her working environment
(B) The linkage between job effort and performance
 (C) What rewards he or she is likely to receive as a result of expending effort
(D) The desirability of receiving more of a particular reward

(E) The relationship between improved job performance and the attainment of increased rewards

Answer: (B) The linkage between job effort and performance

81 Sally is a sales manager for a coffee distribution company. She is concerned about the
___________ and _______________ of her subordinates' expectancy perceptions.

(A) Magnitude, accuracy

(B) Magnitude, involvement

(C) Engagement, disengagement

(D) External impact, internal impact

(E) Stability, instability

Answer: (A) Magnitude, accuracy

82 The inaccurate expectancy perceptions in the sales force can be improved:

(A) Through less restrictive supervision

(B) By eliminating time allocation schedules

(C) Through expanded sales training programs

(D) By hiring only experienced salespeople

(E) By recruiting inexperienced salespeople that can be trained from the beginning to have
accurate expectancy perceptions

Answer: (C) Through expanded sales training programs

83 Arnaut finds his top salespeople hold reasonably consistent views concerning which
activities are most important, but his low-performing salespeople do not have similar
views. Arnaut could consider:

(A) Less restrictive supervision

(B) Eliminating time allocation schedules

(C) Using the high performing salespeople as a model for the others
(D) Hiring only experienced salespeople

(E) Recruiting inexperienced salespeople that can be trained from the beginning to have accurate
expectancy perceptions

Answer: (C) Using the high performing salespeople as a model for the others

84 The accuracy of a salesperson's expectancy perceptions indicates:

(A) How clearly the salesperson understands the relationship between the effort expended and the
resulting achievement
(B) The ranking of rewards attained as a result of improved performance
 (C) The degree to which that individual believes expending effort on job activities will influence
ultimate job performance
(D) The difficulty assigned to a task in comparison to the reward offered for performing the task

(E) The degree to which an individual wants extrinsic rewards

Answer: (A) How clearly the salesperson understands the relationship between the effort expended
and the resulting achievement

85 Valences are the salesperson's perception of:

(A) How difficult a task will be to perform in his or her working environment

(B) The linkage between job effort and performance

(C) What rewards he or she is likely to receive as a result of expending effort

(D) The desirability of receiving more of a particular reward

(E) The relationship between improved job performance and the attainment of increased rewards

Answer: (D) The desirability of receiving more of a particular reward

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