ROLE OF MOTIVATION AND ITS EFFECT ON SALES FORCE PERFORMANCE
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ROLE OF MOTIVATION AND ITS EFFECT ON SALES FORCE PERFORMANCE
Chapter one
INTRODUCTION
1.1 Background of the Study
Motivation is derived from the Latin word’movere’, which meaning to move (Baron, Henley, McGibbon, & McCarthy, 2012). According to Certo (2016), motivation is the process of providing people with incentives to act in desirable ways.
Motivation has also been defined as the act of eliciting and maintaining goal-directed behaviour (Nelson, 2013). It is widely accepted that there are two sorts of motivation: extrinsic and intrinsic.
Intrinsic motivation refers to behaviour that an individual engages in because of the pleasurable experiences associated with the behaviour itself (Mosley, Pietri, and Mosley Jnr, 2012).
They originate from intrinsic motivation in the profession. Examples include favourable acknowledgment, admiration, a sense of accomplishment, and meeting a challenge.
According to Beer and Walton (2014), intrinsic benefits result from completing the work itself and can include feelings of accomplishment or influence. Extrinsic motivation, according to Mosley, Pietri, and Mosley Jnr.
(2012), is behaviour that is conducted for the consequences rather than for its own sake. Salary, benefits, and working conditions are some examples. Extrinsic rewards include monetary compensation from the organisation, as well as perks or promotions from supervisors and coworkers as a form of acknowledgment.
Customers today are more demanding and informed, and they have a variety of options to satisfy their demands and requirements. In this setting, organisational performance is becoming increasingly dependent on salespeople’s management and leadership, as well as their motivated retention.
Salespeople are the most visible representatives of a company and are frequently the only ones that interact directly with clients. As a result, organisations’ sales forces play an important role in assessing consumer demands, building customer trust, and strengthening trade connections.
Motivation is a process that begins with a physiological or psychological desire and inspires a performance aimed at achieving a certain goal. Managers should remember that salespeople are motivated by a variety of reasons, not just external or internal motivators (Manion, 2005, p. 283). This allows managers to reorganise their team (Manion, 2005, p. 283).
According to Rodrigues, Guerra, and Câmara (1997), managers must recognise that success stems not only from advanced technology, financial bases, and competitive market positions, but also from motivated employees with the necessary professional skills who contribute to performance and high productivity.
Performance is an important factor in determining how well a sales department functions in an organisation. The sales force is seen and studied in two aspects: first, assessing the behaviour of the sales force in the context of achieving the organization’s goals (behavioural performance) (Churchill (Baldauf et al., 2001), including sales calls, bids made, and customer meetings
as well as the current level of sales achieved (production performance) (Baldauf et al., 2001) and the performance of the results that consists of the results attributable to sellers, such as tradition
To compete in today’s global marketplaces, businesses try to deliver their physical products and intangible services in an efficient and effective manner. Human labour is an important component of the value delivery process in the service supply chain
while physical handling of a product leads to standardised and centralised procedures and controls in manufacturing supply chains (Sengupta et al 2008:1).
Efficient service supply chain management focuses on capacity management, resource flexibility, information flows, service performance, and cash flow management. Demand management, customer relationship management, and supplier relationship management are critical components of both manufacturing and service supply chains.
Salespeople in any organisation, large or little, manufacturing or service, are responsible for generating product sales from assigned client accounts in independent territory.
However, the current selling environment is far more complex, necessitating considerable changes in performance measurements, goals, management, and reward.
Employees are driven by both of these elements at any given time (Riggio, 2013).
Performance assessment is one of the most essential human resource (HR) practices used in organisations to assess the performance of subordinates (Neeraj, 2014).
According to Aguinis (2013), the purpose of the performance appraisal is to measure and improve the employee’s current performance as well as their future potential; it seeks to measure what an employee performs. Performance appraisal is often regarded as one of the most important human resource management activities.
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