IMPACT OF JOB SATISFACTION ON SALES TEAM PRODUCTIVITY
Chapter One:
Introduction
1.0 Background of the Study
It is assumed that when someone has a strong organisational commitment, he is very loyal, and when he is involved in his job, he becomes dedicated to it. Hortzberg’s (1966) work established the tone for research into what makes a sales team satisfied in the workplace, as well as the consequences of contentment and discontent on expected performance.
Job satisfaction is most likely the most important factor influencing workplace attitudes. Job satisfaction indicates the sales team’s approach towards measuring a specific aspect of the job. In practice, measuring job satisfaction frequently involves assessing specific aspects of the job.
The most common job satisfaction survey assesses income, the job itself, promotional chances, supervisor, coworkers, and corporate policies. Although the relationship between someone’s contentment and performance is not always evident, this does not indicate that job satisfaction is irrelevant.
In one study, Ostroff (1992) investigated the relationship between satisfaction and attitudes and total sales team performance. He discovered that there were links between sales force satisfaction and organisational performance.
Organisations that are more content with their jobs attend more frequently than those that are unsatisfied. Workers who are content with their jobs are more likely to stay, whereas unsatisfied employees are more likely to leave.
Job contentment is probably the most well-known example of an attitude at work. It represents an employee’s attitude towards his or her profession, and measuring it involves assessing various specific components of the employment. Fredrick Taylor and Eton Mayo (2008) revealed the impact of social and productivity at Western Electric’s Hawthorn plant.
Taylor and Mayo’s foundational work has resulted in a diverse set of theories and principles aimed at increasing worker productivity and organisational success.
Whether large or small, organisations have goals that they seek to attain. Most objectives are founded on the organization’s capacity to persuade consumers to buy what they are offering.
Profit maximisation, increasing market share, market share maintenance, and social objectives are all intimately tied to the volume of sales generated by an organization’s sales team.
The efficacy, productivity, and work satisfaction of the organization’s team members are used to assess if these objectives are met. To be productive, it is necessary to evaluate the activities, feelings, and experiences of those involved in the sale of organisational products or services.
According to Ubeku (2008), workers’ money is being fraudulently wasted, and as the organisation to which they belong develops, they lose interest, causing moral problems and, as a result, reducing profitability.
According to him, the proprietors of the firm utilise the profits from the outlet to buy more wire or build more buildings, without paying the workers enough to do the task; as a result, the workers lose interest in the work.
Finally, it is common knowledge that all commercial organisations work for and aim to increase sales team productivity in order to fulfil organisational objectives and goals.
The researcher believes that it will be useful to determine whether job satisfaction of salespeople has a relationship with organisational productivity, or, in other words,
whether organisational productivity can be improved by job satisfaction of such employees. Hence the selection of the topic “Impact of Job Satisfaction on Sales Team Productivity”.
1.2 Statement of Problems
Over the years, a lot of researchers have identified the problem or recognised it to be a hindrance to the overall organization’s sales team productivity. Since then, most organisations have struggled to maintain a sufficient supply of salespeople and attain peak productivity.
It has been observed that the sales team frequently complains about their pay and salary administration, bad working conditions, welfare, the availability of suitable machinery and materials at work, and so on.
The aforementioned concerns indicate that things are not going well with the sales team. On the other side, management is always questioning why the sales force is no longer productive or why the organization’s productivity is poor.
The solution to the aforementioned is that management frequently points out to the manager that if the sales staff is not adequately motivated or satisfied at work, they will continue to produce less and perform poorly.
This research will delve further into the many determinants of job satisfaction and their effects on the productivity of the Nigeria Bottling Company Plc’s sales staff, with the goal of producing a more concrete examination of distinct variables and their relationships.