Cours 5- Sales For Satisfaction Flashcards
How to make your sp happy and engaged ?
Need to obtain a balance among the relevant facets and reflect budget constraint
4 categories of job elements identified to provide guideline to Mams gets
- high potential satisfiers
- sine qua non hygiène satisfiers
- weak satisfiers
- effective risk less satisfiers
High potential satisfiers
- contribute to sp satisfaction When they are positively evaluated
- contribute to dissatisfaction when negatively evaluated
Ex: perceived abilities to sell
Support and availability from direct supervisors
Sine qua non hygiène satisfiers
- contribute to sp’s dissatisfaction when negatively evaluated
- contribute to their satisfaction only marginally
Ex: work atmosphere, work pleasure
Motivation
Level of effort a sp desires to expend on each activity or tasks associated with sales job
Satisfaction
Necessary condition but not sufficient
Maslow’s hierarchy of needs
When one need is met individual strive to achieve the next higher need in the hierarchy
Job satisfaction
- overall global positive or negative feeling of all the characteristics and attribute of the job expected
Type of satisfaction
- extrinsic
- intrinsic
Extrinsic
Derived from existing rewards
Controlled by the people other than sp
Lower order needs : pay and job security
Intrinsic satisfaction
Derived from intrinsic rewards
Higher order needs : self fulfillment, opportunities for personal growth
Job satisfaction by facet
Job itself Fellow workers Supervision Psy Customers Company policies and support Promotion
Vroom’s motivation theory
A sp motivation to expend effort on a given task is determined by 3 sets of perception
3 sets of perception
Expectancy
Instrumentality
Valence
Expectancy
The employee believes that effort will result in acceptable performance
Instrumentality
The employee believes that the acceptable performance will produce the desire reward
Valence
The employee value the rewards (attractiveness)
Accuracy of instrumentalities
True linkage between performance and the attainment of rewards
Determined by management practices and policies on performance evaluation and rewards
Misperception of such linkages can be corrected through
Closer supervision and more direct feedback about evaluation and the determination rewards
Magnitude of instrumentalities
Firms compensation has a great impact on the magnitude of instrumentality
A sp compensated largely by a commission
Perceive a greater probability of attaining more pay by increasing in total sales or percentage of quotas
A sp compensated less by commission
Perceive a greater probability of receiving increased pay by increasing new account generation, reduction of selling expenses or admin duties
Valence for rewards
Salespeople’s perceptions of the desirability of receiving increase amount of the rewards
Results of improved performance
Vroom theory role of the manager
Clarify the expectations and perceptions to avoid ambiguities
Enhance the direct contracts regularly with the sp
