6 salesperson performance: behavior, role perceptions, and satisfaction mcgraw-hill/irwincopyright...
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6 Salesperson Performance: Behavior, Role Perceptions,
and Satisfaction
McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.
6-2
Changing Role of Sellers
Source: HR Chally Group (2007), The Chally World Class Excellence Research Report:The Route to the Summit. Dayton, OH: HR Chally Group.
Sales revenue may oversimplify sales effectiveness
Are sellers as important as product?
Sellers slightly more important, but salesperson + company create synergy
Should companies invest in sales or product?
Many are investing in product while using alternative selling channels
6-3
Understand salesperson performance model
Identify components of the model Discuss role perception process Understand why the role of
salesperson is susceptible to role issues
Discuss how role conflict, role ambiguity, and role accuracy influence a salesperson’s role perceptions
6-4
6.1
Model of the determinants of a salesperson’s performance
6-5
The Model
Job performance a function of five basic factors Role perceptions Aptitude Skill level Motivation Personal, organizational and
environmental variables
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Role Perceptions
Role accuracy - degree to which a salesperson’s perceptions of role partners’ demands are accurate
Role conflict - salesperson believes role demands of two or more role partners are incompatible
Role ambiguity – salesperson believes he/she does not have information necessary to perform job adequately
6-7
Aptitude
Enduring personal characteristics that determine individual’s overall ability to perform a sales job Physical factors – age, height,
sex, and physical attractiveness Aptitude factors – verbal
intelligence, mathematical ability and sales expertise
Personality characteristics – empathy, ego, sociability, aggressiveness, and dominance
6-8
Aptitude
Aptitude
Intelligence
Cognitive abilities Verbal intelligence
Math ability
Sales aptitude
Enduring personal characteristics that determine individual’s overall ability to perform a sales job
6-9
Personality
Enduring personal traits that reflect an individual’s consistent reactions to situations encountered in the environment
Responsibility
Personality
Dominance
Sociability
Self-esteem
Creative/flexibility
Need for achievement
Need for power
6-10
Skill
Learned proficiency at performing necessary tasks
SkillVocational esteem
Vocational skills Sales presentation
Interpersonal
General manageme
nt
6-11
Motivation
Effort willingly expended on activities associated with the job
Function of: Expectancy – estimate of effort
required to improve performance Valences of performance –
perception of the desirability of attaining performance improvement
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6.1 Different Salespeople/Different Drivers
Deeper meaning Joy Goals Team success Leadership Rewards
Source: Gschwandter Gerhard, “Do You Have Enough Fuel to Win?” SellingPower.com, September, 2007.
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Personal and Organizational Variables
Job experience Closeness of supervision Performance feedback Influence in determining
standards Span of control Amount of role conflict Perceived ambiguity
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Organizational Citizenship Behaviors (OCBs)
Sportsmanship Civic Virtue Conscientiousness Altruism
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6.2 Critical Global Sales Skills
Cultural sensitivity Flexibility Patience Technology friendly
Source: Frank Beeman, “Selling Around the World,” SellingPower.com, October, 2007.
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Rewards
Extrinsic –controlled by people other than the salesperson
Intrinsic – salespeople primarily attain for/within themselves
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Satisfaction Dimensions
The job itself Fellow workers Supervision Company policies and
support Pay Promotion/advancement
opportunities Customers
Role Perceptions
AmbiguityConflict
Inaccurate role perceptions
Psychological stress
Anxiety
Lowered performance
6-18
Role Development Stages
Role partners communicate expectations
Salespeople develop
perceptions
Salespeople convert
perceptions into
behaviors
6-19
6-20
Vulnerability of Salesperson’s Role
Operate at firm’s boundary Performance affects many
others Role changes often, is
innovative
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6.3 Ethical Salespeople/Unethical
Customers Salespeople must…
Know they are expected to adhere to corporate ethical standards
Know they will be supported by management
Have the tools to make good ethical decisions
Clearly understand ethics policies Have a process for handling
ethical issues
6-22
Conflict and Ambiguity
Different role partners mean different expectations
Role ambiguity plagues many salespeople in some aspect of their job
Salespeople often perceive conflict between company policies or expectations and customer demands
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Psychological Consequences of Conflict and Ambiguity
Salesperson becomes the “person in the middle” w/ conflicting expectations
Perceived lack of necessary information causes loss of confidence
Perceived role conflict affects extrinsic job satisfaction
Role ambiguity affects extrinsic and intrinsic job satisfaction
6-24
Behavioral Consequences of Conflict and Ambiguity
Dysfunctional behavior Increased turnover Satisfaction and
performance correlate positively
6-25
6.4 Balancing Work and Family
66% not enough time for children 64% not enough time from spouse 38% heavy technology users feel
overworked 51% heavy technology users have
high stress 40% angry w/ employer 49% looking for other
employment 28% not enough energy for family
activitiesSource: Ellen Galinsky, James T. Bond, Stacy S. Kim, Lois Backon, Erin Brownfield, and Kelly Sakai, “Overwork in America: When the Way We Work Becomes Too Much,” Families and Work Institute, 2004. Ellen Galinsky, Stacy S. Kim, and James T. Bond, “Feeling Overworked: When Work Becomes Too Much,” Families and Work Institute, 2001; “National Study of the Changing Workforce” (Executive Summary), Families and Work Institute, 1997; p. 34.
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Managing Conflict and Ambiguity
Experience reduces role conflict Increased voice in role
definition reduces role conflict Close supervision reduces
ambiguity Input in evaluation standards
reduces ambiguity Close supervision can increase
conflict
6-27
Role Accuracy
Correct understanding of job performance expectations Price negotiations Promise of shorter delivery
times Handling customer back
charges and adjustments
6-28
Common Performance Criteria for Industrial Salespeople
Total sales volume, increase over last year
Degree of quota attainment Selling expenses, decrease versus
last year Sales profitability, increase over last
year New accounts Administrative performance
improvement Customer service improvement
6-29
Common Rewards for Industrial Salespeople
Pay Promotion Nonfinancial incentives (contests,
travel, prices, etc.) Special recognitions (clubs, awards,
etc.) Job security Feeling of self-fulfillment Feeling of worthwhile accomplishment Opportunity for personal growth and
development Opportunity for independent thought
and action