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Motivation
Discussion Questions ,[object Object],[object Object]
Three Major Determinants of Motivation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Motivation Session Objectives ,[object Object],[object Object],[object Object]
Motivation Session Outline ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Locus of Control and Motivation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Expectancy-Value model ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Expectancy-Value Model in Notation ,[object Object],[object Object],[object Object],[object Object]
Examples:
Valence/Value: V j ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
V j =    (I ij  x V i ) V j  = expected overall utility to an individual of achieving performance level j I ij  = beliefs about the performance to suboutcomes linkages:  the individuals subjective probability that achieving performance level j would create suboutcome I (instrumentalities) Example:  30% chance that selling $300K (performance level j) would get one a promotion (suboutcome I) V i  = the utility an individual derives from suboutcome I (e.g., a promotion)  Note: this can be negative
That’s nice, but who cares? ,[object Object],[object Object],[object Object]
Expectancy-Value Model Advantages ,[object Object],[object Object],[object Object],[object Object]
Implications for How to Motivate ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Glengarry Glen Ross ,[object Object],[object Object],[object Object],[object Object]
Motivators ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Sales Manager Objectives & Tools ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
How to Motivate ,[object Object],[object Object],[object Object],[object Object],[object Object]
Measuring Components of the Model ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Role Stress ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Role Stress (continued) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Role Stress (continued) ,[object Object],[object Object],[object Object],[object Object]
Perceived Role Conflict: ,[object Object],[object Object]
Perceived Role Ambiguity: ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
How to reduce Role Stress ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Sales Manager Atmosphere Creation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Non-traditional atmosphere ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Motivating ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

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Sales force-managment

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  • 11. V j =  (I ij x V i ) V j = expected overall utility to an individual of achieving performance level j I ij = beliefs about the performance to suboutcomes linkages: the individuals subjective probability that achieving performance level j would create suboutcome I (instrumentalities) Example: 30% chance that selling $300K (performance level j) would get one a promotion (suboutcome I) V i = the utility an individual derives from suboutcome I (e.g., a promotion) Note: this can be negative
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