A salesperson's motivation is determined by their expectations, the instrumentality of their actions, and the valence they place on potential outcomes. It is also influenced by personal characteristics, environmental factors, and organizational policies. A salesperson's motivation changes throughout their career as they progress from exploration to establishment to maintenance stages. Organizations can impact motivation through leadership, compensation plans, and managing environmental challenges.

1. SALESPERSON
PERFORMANCE:
MOTIVATING THE SALES
FORCE

2. LEARNING OBJECTIVES:
 Understand the process of motivation
 Discuss the effect of personal characteristics on
salesperson motivation
 Understand how an individual’s career stage
influences motivation
 Discuss the effects of environment factors on
motivation

3. WHAT IS MOTIVATION?
Getting people to contribute to their
maximum effort toward the attainment
of organizational objectives.

4. THE PSYCHOLOGICAL
PROCESS OF MOTIVATION
MOTIVATION – IS AN INDIVIDUAL’S
CHOICE TO:
- INITIATE ACTION
- EXPEND- (CONSUME)
- PERSIST -(CONTINUE
Approaches To Motivation
a.) Work Performance-stress rewards
b.)Environmental-comfortable
c.) Need Satisfaction-product worker

5. 11 THEORIES OF MOTIVATION
1. Classical- Frederick W. Taylor / Money
2. Human Relation-Elton Mayo/ informal groups
3. Field-Kurt Lewin/ various motivation
4. Hierarchy of Needs-Abraham Maslow/pyramid
5. Needs-David Mc Clelland/power-affiliation-
achievement
6. Herzberg’s 2 Factor-Frederick Herzberg/motivator(
job content)-hygiene(job context)
7. Theory x and Theory Y-Douglas Mc Gregor
8. Theory Z-William G. Ouchi/cooperation

6. 9. Expectancy -2 models ( Vroom & Porter & Lawler)
10. Equity or Social Comparison-inputs & rewards
11. E.R.G- Clayton P. Alderfer
Existence, Relatedness & Growth

7. A salesperson’s motivation is determined by
three sets of perceptions:
Expectancy= the belief that a particular level of effort
will be followed by a particular level of
performance (act)
Instrumentality= Level of achieved task performance
will lead to various work outcomes
EXPECTANCY THEORY –SEEKS TO FORECAST OR
EXPLAIN TASK RELATED EFFORT

8. VALENCE= VALUE OR IMPORTANCE THAT
INDIVIDUAL ATTACHES TO VARIOUS WORK
OUTCOMES
PROCESS OF MOTIVATION:
Expectancy
Instrumentality
Valence Outcomes
Performance
Effort

9. 2 ASPECTS OF SUBORDINATES
EXPECTANCY PERCEPTIONS:
(1) MAGNITUDE –LEVEL /IMPORTANCE
(2) ACCURACY- CORRECTNESS
Expectancy: (effort-energy)
 Magnitude of expectancy estimates
- the ability to control or influence his or her job
performance
 Accuracy of Expectancies estimates
- the salesperson understands the relationship
between effort and performance

10. Instrumentality: (performance-action)
 Magnitude of instrumentality estimates
- is the firms compensation plan.
 Accuracy of instrumentality estimates
- sales performance evaluation
- rewards for levels of performance

11. VALENCE FOR REWARDS
- THE INCREASED REWARDS FROM
IMPROVED PERFORMANCE.

12. CAN THE MOTIVATION PARADIGM
PREDICT :
SALESPERSON EFFORT AND
PERFORMANCE?
Three determinants of motivation affected by:
(1) Differences in the personal characteristics of
individuals
(2) Environmental conditions, and
(3) The organizations policies and procedures

13. THE IMPACT OF A SALESPERSON’S
PERSONAL CHARACTERISTICS ON
MOTIVATION
The Individuals satisfaction
Demographic Variables
Job experience
Psychological variables

14.  INDIVIDUAL’S SATISFACTION
 whether a salesperson’s satisfaction with
current rewards has any impact on the desire for
more or on different kinds of rewards.
 DEMOGRAPHIC CHARACTERISIC
such as age, family size, and education also
affect a salesperson’s valence for rewards

15.  JOB EXPERIENCE
o for as they gain experience, salespeople have
opportunities to sharpen their selling skills and
they have the ability to perform successfully.
 PSYCHOLOGICAL TRAITS
o People with strong achievement needs are likely to have
higher valences for such as higher-order rewards as
recognition, personal growth, and feeling
accomplishment.

16. PERFORMANCE ATTRIBUTIONS
 (acknowledgement/ designation)
 Stable internal factors --personal
skills and abilities.
 Unstable internal factors – vary from time
to time such as amount of effort expended
or mood at the time.

17.  Stable external factors
---the nature of the task
---the competitive situation in a particular territory
 Unstable external factors
---aggressive advertising campaign

18. CAREER STAGES AND
SALESPERSON MOTIVATION
Career Stages
- Exploration Stage
–are often unsure about whether selling is the
most appropriate occupation for them and
whether they can be successful salespeople.
- Establishment Stage
– usually in their late 20s or early 30s
-- have settled(decided to stay) on an occupation
and desire to build it into a successful career.

19. - Maintenance Stage
– This stage normally begins in a
salesperson’s late 30s or early 40s.
---continuation
---preservation or care
- Disengagement (disconnection) Stage
- – People withdraw from their job,
- ---often seeking to maintain just an ”acceptable”
level of performance with a minimum amount of
effort

20.  The problem of the Plateaued (stable/
stagnation) Salesperson
- Plateaued Salespeople
- – Plateauing or early disengagement,
- ---is not isolated or common
- Causes of Plateauing:
- A.) boredom and
- B.) frustration

21. Ideas to Motivate the sales force:
> Accountability
> Compensation
> Travel opportunity
> Positive Attitude
> Information
> Selection
> Training

22. THE IMPACT OF ENVIRONMENTAL
CONDITIONS ON MOTIVATION
• Factors:
• Territory potential
• Strength of competition
• Salesperson’s willingness to expend effort
• Other Factors:
• Economic conditions
• Competitors activities
• Customer concentrations

23. Assessment of firm’s competitive position :
 Market place ( customer)
 Quality of its products and services
 Selling efforts ( salesperson)

24. The Impact of Organizational Variables on
Motivation
Supervisory variables and leadership
 increasing subordinates personal
rewards
 rewards easier to follow ( attainable)
 Reducing roadblocks and pitfalls
(drawback)
 Increase opportunities for personal
satisfaction