motivation 7

8/19/2019 Motivation 7

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Salesperson

Performance:Motivating the

Sales Force


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Psychological Process ofMotivation

• Motivation is an individual’s choiceto:

– Initiate action on a certain task

– Expend a certain amount of eort onthat task

– Persist in expending eort over a period

of time


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Bases for Motivation

• Expectancies – the perceived linkageset!een more eort and achievingimproved performance

• Instrumentalities – the perceivedrelationship et!een improvedperformance and receiving increasedre!ards

• "alence for re!ards – the perceivedattractiveness or intrinsic value there!ards the salesperson might receive


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Expectancy

• # salesperson’s perceived link et!een $oeort and achieved performance

• Estimates the proaility that increased

eort !ill lead to improved performance• Accuracy of expectancies is ased on one’s

understanding of the relationship et!eeneort and achievement

•

Magnitude of expectancies is the perceptualvalue assigned to an expectancy ased onthe aility to control the re%uiredperformance


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McGraw-Hill/Irwin Copyright © 2006 by The McGraw-Hill Companies, Inc !ll rights7-6


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Instrumentalities

• &ink $o performance and availale re!ards'

• Estimate of the likelihood that an improvementin performance !ill lead to a speci(c re!ard'

• Accuracy of Instrumentalities ) ased on theperceptual clarity of understanding therelationship et!een improvement*achievement and availale re!ards

• Magnitude of Instrumentalities ) an estimate ofthe intrinsic value of (rm’s compensation plan


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"alences for +e!ards

• Measure perceptions of the desiraility ofreceiving increased re!ards throughimproved performance

•,ther re!ards may e%ual or exceed thevalue of increased (nancial compensation

• -he kinds of re!ards deemed most desiredand most eective for motivation varies per

individual

• .atisfaction !ith current re!ards dependsupon perceived value


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Personal /haracteristics #ectingMotivation

• Individual satisfaction !ith currentre!ards

• 0emographic variales

• 1o experience

•

Psychological variales –personalitytraits and attriution of meaning toperformance


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.atisfaction

• 2orkers currently dissatis(ed !ith theirre!ards value lo!er)order re!ards mosthighly – Maslo!’s hierarchy of needs – 3er4erg’s theory of motivation – #lderfer’s existence and gro!th theory

• 3igh)order re!ards !ill e valued morehighly after lo!er)order needs for re!ards

have een satis(ed• .alespeople satis(ed !ith their current

income 5a lo!er)order re!ard6 assign lo!ervalences to earning more pay


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0emographic/haracteristics

• ,lder* more experienced salespeopleotain higher levels of lo!)order re!ards

• .atisfaction !ith the current level of

lo!er)order re!ards may also ein7uenced y the demands andresponsiilities the sales rep must satisfy!ith those re!ards

•Individuals !ith more formal educationare more likely to desire opportunities forhigher)order re!ards


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1o Experience

• More experience provides

– clearer idea of ho! expending eortaects performance

– understanding of ho! superiorsevaluate performance

– ho! certain performance leads to

re!ards• Magnitude of expectancy perceptions

relates to experience'


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Psychological -raits

• Motivation seems to e aected ypsychological traits'

• .trong achievement needs coincide!ith higher valences for higher)orderre!ards

• .elf)esteem* perceived competence*

and aility to perform $o activitiesrelate positively to the magnitude ofexpectancy estimates


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Performance #ttriutions

• People try to identify and understand the causesof ma$or events and outcomes in their lives

• .tale internal factors – unlikely to changemuch in the near future

• 8nstale internal factors – vary from time totime

• .tale external factors – e'g'* the nature of thetask or competitive situation in a particular

territory• 8nstale external factors – may change next

time


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Management Implications

• +elationships et!een characteristicsand motivation levels have t!o roadimplications for sales managers:

– -hey suggest people !ith certaincharacteristics are likely to understandtheir $os and their companies’ policiesespecially !ell

– .ome personal characteristics are relatedto the kinds of re!ards salespeople arelikely to value and (nd motivating


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/areer .tages andMotivation

• Exploration – lack of assurance

• Estalishment – selection of selling asan occupation and desire for career

success'

• Maintenance – seeking to retain presentposition* high status* and achievement

• 0isengagement – preparation forretirement and possile loss of self)identity


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/auses of Plateauing

• &ack of a clear career path

• Boredom

•

9ailure to manage the personeectively


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.olutions for the Plateaued.alesperson

• -alk !ith salesperson aout prolem

• 0iscuss reasons and possile solutions

• /onduct motivations sessions

• Manage* lead and communicate

• /ut salesperson’s responsiilities

• #ssign to a ne! territory

• Inform rep on hisher responsiilities• Provide time o


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Impact of Environment onMotivation

• "ariations in territory potential andstrength of competition constrainaility to achieve high levels of

performance

• 8nderstanding ho! and !hysalespeople perform dierently under

varying environmental circumstancesis useful to sales managers


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.upervisory "ariales and&eadership

• /loseness of supervision – Most occupations prefer relatively free from

supervision

–

B);)B salespeople prefer close supervision• .pan of control – increased span of

control results in decreased supervision

• 9re%uency of communication –

increased communication meansdecreased role amiguity


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Incentive and /ompensationPolicies

• Policies concerning higher)order re!ards canin7uence the desiraility of such re!ards

• Preferential treatment for

motivation 7

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