Cours 5- Sales For Satisfaction

Question 1

How to make your sp happy and engaged ?

Answer 1

Need to obtain a balance among the relevant facets and reflect budget constraint

Question 2

4 categories of job elements identified to provide guideline to Mams gets

Answer 2

• high potential satisfiers
• sine qua non hygiène satisfiers
• weak satisfiers
• effective risk less satisfiers

Question 3

High potential satisfiers

Answer 3

• 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

Question 4

Sine qua non hygiène satisfiers

Answer 4

• contribute to sp’s dissatisfaction when negatively evaluated
• contribute to their satisfaction only marginally

Ex: work atmosphere, work pleasure

Question 5

Motivation

Answer 5

Level of effort a sp desires to expend on each activity or tasks associated with sales job

Question 6

Satisfaction

Answer 6

Necessary condition but not sufficient

Question 7

Maslow’s hierarchy of needs

Answer 7

When one need is met individual strive to achieve the next higher need in the hierarchy

Question 8

Job satisfaction

Answer 8

• overall global positive or negative feeling of all the characteristics and attribute of the job expected

Question 9

Type of satisfaction

Answer 9

• extrinsic

- intrinsic

Question 10

Extrinsic

Answer 10

Derived from existing rewards

Controlled by the people other than sp

Lower order needs : pay and job security

Question 11

Intrinsic satisfaction

Answer 11

Derived from intrinsic rewards

Higher order needs : self fulfillment, opportunities for personal growth

Question 12

Job satisfaction by facet

Answer 12

Job itself 
Fellow workers
Supervision 
Psy 
Customers 
Company policies and support
Promotion

Question 13

Vroom’s motivation theory

Answer 13

A sp motivation to expend effort on a given task is determined by 3 sets of perception

Question 14

3 sets of perception

Answer 14

Expectancy

Instrumentality

Valence

Question 15

Expectancy

Answer 15

The employee believes that effort will result in acceptable performance

Question 16

Instrumentality

Answer 16

The employee believes that the acceptable performance will produce the desire reward

Question 17

Valence

Answer 17

The employee value the rewards (attractiveness)

Question 18

Accuracy of instrumentalities

Answer 18

True linkage between performance and the attainment of rewards

Determined by management practices and policies on performance evaluation and rewards

Question 19

Misperception of such linkages can be corrected through

Answer 19

Closer supervision and more direct feedback about evaluation and the determination rewards

Question 20

Magnitude of instrumentalities

Answer 20

Firms compensation has a great impact on the magnitude of instrumentality

Question 21

A sp compensated largely by a commission

Answer 21

Perceive a greater probability of attaining more pay by increasing in total sales or percentage of quotas

Question 22

A sp compensated less by commission

Answer 22

Perceive a greater probability of receiving increased pay by increasing new account generation, reduction of selling expenses or admin duties

Question 23

Valence for rewards

Answer 23

Salespeople’s perceptions of the desirability of receiving increase amount of the rewards
Results of improved performance

Question 24

Vroom theory role of the manager

Answer 24

Clarify the expectations and perceptions to avoid ambiguities

Enhance the direct contracts regularly with the sp