Motivational Segments in the Sales Force

by Thomas Ingram, Danny Bellenger



Traditionally, sales management has been neglected by marketing scholars. Rather than having an academic research base, sales managers are keep to devise motivational programs based on industry guidelines, organizational and industry precedents, expectations of superiors and personal assumptions of what motivates salespeople. The job performance of a salesperson has been conceptualized as being a function of five factors like personal, organization and environmental variables, motivation, skill level, aptitude and role perceptions. A summary statement regarding expectancy theory is that the motivational force to perform is a multiplicative function of the expectancies or beliefs that individuals have concerning future outcomes times the value they place on those outcomes. Organizational variables have been of interest to researchers in sales management but have not yet been related to reward preferences of salespeople. Examples of research involving organizational variables include studies of role conflict, job satisfaction and turnover and performance.

California Management Review

Berkeley-Haas's Premier Management Journal

Published at Berkeley Haas for more than sixty years, California Management Review seeks to share knowledge that challenges convention and shows a better way of doing business.

Learn more
Follow Us