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Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 8 Motivating a Sales Force I believe I can fly, I believe I can touch the sky! R. Kelly, Space Jam
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. MOTIVATION IS THE CHOICE OF AN INDIVIDUAL TO… 1. Initiate action on a certain task … choice; 2. Expend a certain amount of effort on that task … intensity; 3. Persist in expending effort over a period of time … persistence. The amount of effort the sales person desires to expend on each activity associated with the job.
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Fig. 8-2 Motivational Conditions Are the rewards worth the effort? Does more effort lead to better performance? GREATER EFFORT The same or less effort NO YES Does better performance lead to greater rewards?
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Fig 8-3 Maslow’s Hierarchy of Needs… Fulfilled through: Self-development, Managerial actions: Provide/offer advanced training, assignments to special projects, more responsibility and authority. Fulfilled through: Status, recognition. Managerial actions: Recognize sales rep achievements personally and publicly through title changes, commendation letters, promotions. Fulfilled through: Affiliation, friendship, acceptance. Managerial actions: Use team selling, hold social functions, distribute employee newsletters, hold sales meetings, mentoring. Fulfilled through: Job security, safety, income security. Managerial actions: Provide safe work environment, set mutually agreed-upon performance standards, communicate job performance expectations and consequences of failure to perform. Fulfilled through: Food, shelter, clothing, health care. Managerial actions: Provide/offer adequate income and good benefits package. Safety needs Social needs Physiological needs Esteem needs Self-actualization needs challenge.
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Hertzberg’s Dual-Factor Theory HYGIENE FACTORSMOTIVATION FACTORS pay company policies supervision conditions work recognition responsibility challenge growth opportunities
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Motivational impact Perceived reasons Positive Negative Ability Seek help; get Become frustrated additional training; and discouraged; ask for supervisor’s give up assistance; increase effort Effort Work harder; make No change in behavior more calls; work longer hours Strategy Change selling No change in behavior strategy; adapt the presentation Task difficulty Work harder; Become frustrated change strategies; and discouraged; or seek help give up Luck No change in behavior Avoid the situation Fig. 8-5 Salespeople’s Perceived Reasons for Failure and Their Motivational Impact
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Career Stages Exploration Primary concern is finding a suitable occupation Underdeveloped skills and knowledge Many drop out or are terminated Low expectancy instrumentality, high valence for personal growth Establishment Primary concern is improving skills and performance Lack of promotion may cause disengagement or quitting New commitments make pay important High expectancy instrumentality, high valence for promotion and pay Maintenance Primary concern is maintaining position, status, and performance Have highest sales volumes and percentage of quota and pay High valence for recognitions, respect, and pay Low valence for promotion Disengagement Primary concern is preparing for retirement and/or developing outside interest Low valence for higher order and lower order rewards Low instrumentality
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Sales Contest Design Elements Equally Attainable Goals Attractive Variety of Prizes Sales Contest Design Promote & Publicize
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Causes of Plateauing No clear career path Not managed adequately Bored Burned out Economic needs met Discouraged with company Overlooked for promotion Lack of ability Avoiding risk of management job Reluctance to be transferred
Chapter 9 Motivation Explain what motivation is and why managers need to be concerned about it Describe from the perspectives of expectancy theory and.
Motivation and Performance McGraw-Hill/Irwin Contemporary Management, 5/e Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved. chapter.
Essentials of Contemporary Management, 1Ce Copyright (c) 2005 The McGraw-Hill Companies, Inc. All rights reserved. 8-1 Motivation 8 8.
UNIT I – Introduction to Management UNIT 2 – International Management and Diversity UNIT 3 – Managerial Ethics and Social Responsibility UNIT 4 – Planning.
© J. Rudy, Organizational Behavior, FMCU, Fall 2007 Motivation Work Effort = A Willingness to Perform OP = I x WE x OS That is, WHY SOME PEOPLE WORK HARDER.
Chapter9Chapter9 PowerPoint Presentation by Charlie Cook © Copyright The McGraw-Hill Companies, Inc., All rights reserved. MotivationMotivation.
Learning Objectives Introduce you to the relationships among motivation, satisfaction, and performance Present the different theories of motivation that.
Motivation at Work. Scientific Management Bureaucratic Management Human Relations Era Need Theories Goal Orientation Motivator-Hygiene Theory Job Enrichment.
8 th edition Steven P. Robbins Mary Coulter PowerPoint Presentation by Charlie Cook Copyright © 2005 Prentice Hall, Inc. All rights reserved.
MOTIVATION CONCEPTS Prepared by: Abraham Sitompul Eva Marinne Sagune Hery Haryanto Imam Haryanto Petrus Mintowiyono Rusdi.
1 Chapter 7 Leading Technical People. 2 Advanced Organizer Decision Making Planning Organizing Leading Controlling Management Functions Research Design.
INTRODUCTION F Multinational managers need to motivate employees with diverse backgrounds F Need to understand –why do people work? –what do people value.
Chapter 13 Motivating and Rewarding Employee Performance McGraw-Hill/Irwin Principles of Management © 2008 The McGraw-Hill Companies, Inc., All Rights.
© Copyright 2004 McGraw-Hill. All rights reserved.9–1 The Nature of Motivation MotivationMotivation The psychological forces acting on an individual that.
MOTIVATION. Defined as the psychological forces within a person that : determine 1 Intensity The effort of how hard people work 2 Direction Of business.
What Managers Do Managerial Activities Make decisions Allocate resources Direct activities of others to attain goals Managerial Activities Make decisions.
HRM and Operations Management in Todays Business World Facilitator: Saadia Malik.
Compensation and Benefit Management. HR Planning Job Analysis Recruitment Selection Workplace Justice Unions Safety & Health International Competence.
Chapter 7 / Slide 1 Copyright © 2008 Pearson Education Canada Part 3 Groups and Teamwor Copyright © 2008 Pearson Education Canada Social Behaviour and.
McGraw-Hill/Irwin© 2005 The McGraw-Hill Companies, Inc. All rights reserved. 7-1.
© 2007 Prentice Hall Inc. All rights reserved. Motivation Principles.
Learning Objectives 9.1 Describe leading as a management function and explain how it differs from leadership. 9.2 Discuss the types of power a manager.
Motivation THE TIMES 100. What is motivation? Motivation is concerned with the desire to do something or achieve a particular result. Motivated employees.
Copyright © 2004 Prentice Hall. All rights reserved.11–1 Managing Individual Behavior Motivation The intensity of a person’s desire to engage in an activity.
Investigating People Lesson 9 - Motivation Theories 1 Investigating people at work - Lesson 9 Motivation Theories.
munity PERFORMANCE APPRAISAL SYSTEM.
Managers and Managing McGraw-Hill/Irwin Contemporary Management, 5/e Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved. chapter one.
Recruiting, Nurturing & Retaining Volunteers Don C. Bramlett, PE, SMIEEE IEEE Region 4 Director Southeastern Michigan Section DTE Energy – Project.
COMMUNICATION, MOTIVATION and LEADING (Lec:7) Asst. Prof. Management Science (USA), IMRAN HUSSAIN.
Directing Unit 5. Meaning Management is an art of getting the done through others. The term, Direction, stands for that managerial function which initiates.
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