Salesperson Performance: Motivating the Sales Force

Management of the Modern Sales Force Marketing 6228

Psychological Process of Motivation

Motivation

to:

is an individuals choice

Initiate action on a certain task Expend a certain amount of effort on that task Persist 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

Personal Characteristics Affecting Motivation

Individual

rewards Demographic variables Job experience Psychological variables personality traits and attribution of meaning to performance

satisfaction with current

Satisfaction

Intense job challenge, full potential, full expression, creative expansion. Achievement, respect, recognition, responsibility, prestige, independence, attention, importance, appreciation.

Self-Actualization

Self-Esteem

Love-Belonging

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.

Safety-Security

Physiological

Abraham Maslow, 1938

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

Career Stages and Motivation

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

Relationship Between Career Concerns and Age

Age Range
Proportion of Career Concerns Sales Force Exploration 14%
20 30 40 50 60 65

Establishment
Maintenance Disengagement

29%
42% 15%

Source: Christen P. Heide, Dartnells 30th Sales Force Compensation Survey: (Chicago: Dartnell Corp., 1999)

Causes of Plateauing
Lack

of a clear career path Boredom Failure to manage the person effectively

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

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