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CHAPTER NO 01
INTRODUCTION
1.1 PERSONALITY AND SALES PERFORMANCE:
The relationship between personality characteristics and job performance has been in
debate from quite a long time and has a long and storied history (Penney & Witt, 200!"
The research conducted related to this field is di#ided into two phases$ in first phase it is
concluded that personality has no relationship with performance, but latterly in second
phase it is concluded by many researchers that personality definitely ha#e an impact to
enhance the performance of a sales person"
Personality is defined as %enduring dispositions that cause characteristic patterns of
interaction with ones en#ironment' (oldberg, ))*$ +l#er & ooradian, 200*!" -n
other words we can say that a personality is made up of the characteristic patterns of
thoughts, feelings and beha#iors that ma.e a person unique"
any researchers at different times ha#e wor.ed out different types of personality
characteristics which includes ordon /llports list of 1,000 personality traits, aymond
3attells 4 personality factors and 5ans 6ysenc.s three7factor theory"8ut all these ha#ecertain comple9ities and limitations in them" /s a result finally the fi#e7factor theory
emerged to describe the basic traits that ser#e as the building bloc.s of personality"
:endra 3herrydescribes fi#e basic dimensions of personality as$
1. Extraversio: This trait includes characteristics such as e9citability, sociability,
tal.ati#eness, asserti#eness and high amounts of emotional e9pressi#eness"
!. A"reea#$eess:This personality dimension includes attributes such as trust, altruism,
.indness, affection, and other prosocial beha#iors"
http://psychology.about.com/bio/Kendra-Cherry-17268.htmhttp://psychology.about.com/od/trait-theories-personality/f/extraversion.htmhttp://psychology.about.com/od/trait-theories-personality/f/extraversion.htmhttp://psychology.about.com/bio/Kendra-Cherry-17268.htm -
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%. Cos&ietio'sess: 3ommon features of this dimension include high le#els of
thoughtfulness, with good impulse control and goal7directed beha#iors" Those high in
conscientiousness tend to be organi;ed and mindful of details"
(. Ne'roti&is):-ndi#iduals high in this trait tend to e9perience emotional instability,
an9iety, moodiness, irritability, and sadness"
*. O+eess to ex+erie&e: This trait features characteristics such as imagination and
insight, and those high in this trait also tend to ha#e a broad range of interests"
or any organi;ation to impro#e its producti#ity, it is #ery important that its wor. force
should be well trained and equipped with resources" /ll these things largely depends
upon the ability of sales person?s interacti#e communication with the customers" 8eside
communication s.ills there are also other crucial factors which can influence sales
performance and those definitely are personality characteristics (Pendhar.ar & Pandey,
20!"
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la9o i#e Personality model is the base of this theory"
This model affirms that there is a lin. between sales persons personality and
performance" -t is also noteworthy here that all pre#iously conducted research has been
done only in particular fields as retail industry, ban.ing, insurance and hotel industry etc"
Ho considerable amount of research data is a#ailable related to pharma industry to pro#e
this point"
The le#el of producti#ity of H3s is also found to be higher than local pharma
companies in Pa.istan" 3an personality of sales reps be one of the reasonsI 8ecause %The
8ig >i#e personality model' suggests that out of B there are some dimensions that are
found significant for particular jobs and not all found to ha#e an impact on all types of
jobs"
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factors or characteristics that ha#e an impact to increase the producti#ity of a sales
person" -n the second part, Pa.istans pharma sales reps will be studied to fulfill this
purpose, as it is one of the most growing and lucrati#e industry in Pa.istan" /
comparison has been done of both H3 & Hational firms in order to pinpoint the
differences that e9ist between the sales reps in the form of personality so that the results
of the study can be used by sales representati#es of national firms in order to impro#e
their le#el of producti#ity by benchmar.ing traits of sales representati#es of multi7
national companies"
1.* SINIFICANCE OF STUDY:
The required study is quite important in a sense that with the start of new millennium the
importance of indi#idual performance becomes #ery high" -t is the sales representati#e
who with the help of his personal efforts and traits establishes healthy relationships with
the customers which ultimately helps the company to earn high profits with the help of
increased producti#ity from the side of sales reps" The study is quite important for the
national firms sales reps in Pa.istan$ because it is a fact that the national companies are
also offering good products=medicines but still they are lagging behind the H3s" The
main reason lies in the way by which the sales reps of both companies deals & facilitatetheir customers=doctors"
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results and those are followed by interpretations of results" The last chapter 4 concludes
the o#erall results with conclusion of o#erall study" /nd also recommendations ha#e been
gi#en for further research"
1.3 RESEARCH 4UESTIONS:
What personality characteristics affect sales performance of pharma sales
repsI
-s there any difference between H3 and local sales reps personalities in
Pa.istan
4
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CONCLUSION:
The area of study basically re#ol#es around the domains of both mar.eting and
management" The identified gap is to find out those personality characteristics that are
most effecti#e for enhancing the sales performance of pharma sales representati#es,
especially in Pa.istan" The pharma industry in Pa.istan is now7a7days been considered as
the most growing one" / large number of multi7national firms ha#e been operating
successfully in Pa.istan" rom decades, the employees of the company ha#e been
considered as an important asset" / successful company is such only when it has a strong
army of employees together with high #alued products" -t has been found that the
products of local pharma companies ha#e been of good acceptable quality but still they
are lagging behind"
The questions that arise are$
6ither employees of both companies are big difference from each other"
What factors differentiates them the most" -snt it can be their personalityI
5ence, the conducted study re#ol#es around identifying those most pre#ailing factors that
effect sales performance of sales representati#es and gi#e edge one on the other"
A
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CHAPTER NO !
LITERATURE REIE5
!.1 PERSONALITY:
esearch related to the affect of personality on final outcome or competency of an
employee had flourished a lot" Personality has been found to ha#e an influence on how a
person interacts with his en#ironment, and at different situations of life" -n past huge
amount of attention has been gi#en to the research on personality and understanding its
different dimensions" -nterest has also been increased in this area due to research that
indicates empirical lin.ages between the %8ig >i#e' personality constructs and measures
of indi#idual performance (8arric. and ount, ))$ 5ough et al", ))0$ Tett et al",
))!"
/ccording to
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enables him=her to be a competent one" 8ut for certain type of jobs, this fact gains more
importance as those types of jobs in which interaction of an employee is more with the
customers" /ccording to Jr" Hi. :amariah, for the field of sales management personality
components are quite important in order to analy;e a salesman, either he is fit for the
required job or not"
uthrie, 3oate & is.e ()1)! suggested that
instead of 4 traits of personality, only fi#e factors are enough to describe it" 8ut he has
been not able to e9plain it further" 8uilding on 3attell and >is.e, Tupes and 3hristal
thouroughly established the fi#e factors we .now today (5oward & 5oward, ))B!" 8ut
their wor. remains unpublished" /fter that the actual success has been gain in the form of
defining personality in the form of %>i#e >actors of Personality'"
)
http://en.wikipedia.org/wiki/Cognitionhttp://en.wikipedia.org/wiki/Cognitionhttp://en.wikipedia.org/wiki/Motivationhttp://en.wikipedia.org/wiki/Behaviorhttp://en.wikipedia.org/wiki/Cognitionhttp://en.wikipedia.org/wiki/Motivationhttp://en.wikipedia.org/wiki/Behavior -
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!.! -I FIE MODEL:
Horman ()4*!, has been successful to replicate the wor. of Tupes and 3hristal and has
introduced the >i#e >actors of personality" These factors e#entually became .nown as the
%8ig >i#e' (oldberg, )F!" /ccording to Per#in and Kohn, they ha#e been gi#en that
name not only on the basis of their internal qualities but also to reflect their broad si;e"
-n the field of contemporary psychology, the %8ig >i#e' factors of personality ser#es as
fi#e broad dimensions of personality which describes human personality (Wi.ipedia!"
3osta and c3rae classified them as
" 69tra#ersion"
2" /greeableness"
*" 3onscientiousness"
1" Heuroticism"
B" +peness to e9perience"
Extraversion refers to %the number of relationships with which one is comfortable'
(5oward & 5oward, ))B!" -t indicates that how much tendency a person has to be
outgoing, acti#e, asserti#e and to be e9cited (5aq et al, 200!" /ccording to
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world that is crowded with lots of people with huge amount of e9citement and those are
e9tra#erts" -n the other situation the attraction goes for -HH6 world, in which a person
wish to apply his own thoughts, interests, ideas and imagination and such are termed as
intro#erts"
The intro#erts mostly prefers to wor. alone and by their own way" They always remains
reser#ed and quiet" They always prefered to remain in isolation" 8ut it doesnt mean that
those are arrogant or proud but infact they didnt ta.e initiati#es by themsel#es and prefer
others to mo#e ahead towards them (8eaumont, 200*!"
-t depends upon the preference of an indi#idual that he is directed upon which world the
most" /ccording to
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5oward and 5oward ())B!, refers it as number of sources from which one learns and
ta.es ones norms for right beha#ior" Traits associated with this dimension include being
courteous, fle9ible, trusting, good natured, cooperati#e, forgi#ing, soft7hearted, and
tolerant (8arric. & ount, ))!" People ha#ing high scores ha#e ability to lead any
wor. setting or group"
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Conscientiousnessis %a persons ability to be dependable, organi;ed, punctual, and to
persist in the face of setbac.s' (
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Traits that comes under this dimension are as follows$
Well prepared
/ttenti#e
>ollows a schedule
Wor. done rightly
+rgani;ed & Punctual
Emotional Stability (Neuroticism) in#ol#es %a persons ability to remain stable and
balanced' (
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important are li.e air traffic controllers, airline pilots, military snipers, finance managers,
and engineers etc"
/ccording to 8arric. & ount ())!, traits associated with this dimension are as$
Jisturbed 6asily
esistance to stress
Worried
ood changes
-nsecurity from competition
Openess to experienceis described as %being intellectually curious, open to new ideas,in#ol#es imaginati#e and creati#e cognition styles' (Kohnson, n"d"!" -t is related to a
persons ability that how much capacity he has to absorb information" -f something is not
clear or ambigious then to what e9tent he has a capacity to tolerate such situation" They
tend to be, compared to closed people, more creati#e and more aware of their feelings
(Wi.ipedia!" They are considered to be #ery intellectual people who are always tries to
learn more and more from their surrounding en#ironment"
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wish to learn more and more new things" 5igh openness is important in jobs that requires
creati#ity and fle9ibility$ you would definitely prefer to ha#e high openness in ad#ertising
or research positions (or that reason it is #ery important that the sales person should be #ery competent in
building good relations together with enhancing #alue of the firm" /s competition is
increasing day by day and becomes tougher so a #ery #ibrant and highly s.illful sales
force ser#es as a source of competiti#e edge for the firm" Personal selling has been a .ey
for success in todays competiti#e en#ironment (-ngram et al, ))2!"
-t is stated by 8ayra.taroglu & Taba. that a customer interacts with the salesperson first
and does de#elops loyalty for the salesperson and then to the company" 5ence
salespersons are the actual source of creating positi#e or negati#e image of the company"
/ good image of the company got created if salesperson is effecti#e and opposite do
happens if a salesperson got failed"
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To measure job performance is one of the major challenges that are being faced by
management of many organi;ations" The performance of an employee is measured for the
purpose of gaining an insight into his competency" The performance of an employee can
be measured by using different modes (ahlama.i, 200!" Those modes can be
quantitati#e or qualitati#e"
/ccording to 8arric., ount & Kudge (200!, the criteria that are used for calculating
sales performance are o#erall wor. performance that in#ol#es performance ratings and
how much producti#e a salesperson is" The other measure is objecti#e one and includes
data related to increase in salaries, promotion, turno#er and how much incenti#es ha#e
been earn by the respecti#e salesperson" easures related to training and how much good
a salesperson is while wor.ing in teams also helps to calculate sales performance"
/ccording to Pendhar.ar & Panday (200!, producti#ity of a sales person is measured
with the help of #alue of sales, number of sales units that are being sold and the way by
which he has handled all sales acti#ity" -n a nutshell, all of those acti#ities or efforts that
are being applied by a sales person to sell a product indicate his le#el of producti#ity or
sales performances effecti#eness" -n addition to it, training has also found to ha#e an
important implication in judging the effecti#eness of a sales person as it indicates his
desire to learn"
erris ()F4!, ha#e di#ided them as objecti#e and subjecti#e measures of sales
performance" +bjecti#e measures are those that indicate sales #olume" /nnual data on
sales #olume, quota, and compensation pro#ided by sales management (@amont &
@undstrom, 20!" Whereas subjecti#e measures depends upon the assessment of a sales
manager in the form of appraisals"
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method is to compare the performance of high profile sales with that of low profile sales
person by .nowing that what .ind of acti#ities they perform in boosting their sales
acti#ity"
8arric. and ount, ())! ha#e ma.e use of three types of performance criteria which
are job proficiency, training proficiency and personal data" /ccording to @" Penny et
al.(200!, a perfect performance criteria is one which is able to co#er all aspects of a job"
/nd to select such a criteria is a #ery difficult tas. to perform" inally in their wor. it is suggested that agreeableness is not related to sales
performance"
F
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/ccording to @"/"Witt (2002!, conscientiousness and e9tra#ersion are positi#ely related
to sales performance" 5e has suggested a combine effect of both traits as he argued that a
sales person who is highly conscientiousness but an intro#ert cant perform his job well
unless he is also an e9tra#ert"
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e9perience ha#e an indirect effect on sales performance through the mediating #ariablesM
mar.et intelligence use, impro#isation and adapti#e selling beha#ior"
Co&$'sio:
/n employee has been considered a nucleus for any organi;ation" -ts the employee of a
company who is the actual runner" -ts him whom has to ser#e as a bridge between the
organi;ation and the customers to whom the company is actually going to ser#e" rom different researches, it has to be found that 8ig fi#e traits found to ha#e an impact
on job performance" 8ut all of the factors are not found important for all situations" When
we tal. about the 8ig >i#e then e9tra#ersion, agreeableness and conscientiousness are
those factors that are predictors of job performance of sales representati#es" The other
two ha#e found to ha#e no impact on sales performance" This presents bit confusion as in
such a competiti#e and turbulent en#ironment how can one ignore the importance of a
salesperson to be emotionally stable and openness to e9perience" -ts impossible as to
sustain in huge competition a sales reps has to bring new and creati#e ideas to drag the
attention of his=her customer who mostly are the physicians" oreo#er, as we .now that
such physicians are so much busy and also so much tensed and annoying due to their
tough schedule and nature of profession" -t may happen that sometimes they may be
insult the sales reps or their beha#ior could be #ery heart brea.ing" -n order to cope with
such situations a sales rep should ha#e to be emotionally stable"
-t is assumed that for the pharma sales rep all fi#e factors of personality are equally
important"
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sales rep which has been ta.en as the dependent #ariable" oreo#er, in order to pro#e
that sales reps personality is the main difference that lies between the o#erall success of
the firm, a comparison has been done of the personalities of both multinationals and
national companies in Pa.istan"
CHAPTER NO %
THEORETICAL FRAME5OR,
%.1 THE MODEL:
2
Extraversio Tal.ati#e
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-n model *", it is depicted that there are fi#e independent #ariables which are
e9tra#ersion, agreeableness, conscientiousness, emotional stability and openness to
e9perience" /ll those ha#e an impact on the dependent #ariable which is sales
performance" /t the first place is the e9tra#ersion, it is assumed that as e9tra#erts are
#ery much social so they easily get mi9ed with their customers and de#elops a relation of
loyalty that definitely helps them to achie#e their targets and as a result their performance
got enhanced"
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The fourth independent #ariable is openness to e9perience" -t is assumed in this study that
being creati#e and loo.ing for new ideas enhances the effecti#eness of sales call of a
sales representati#e which ser#es as a source of competiti#e edge for him as compared to
others" -n this way, the customer li.es his inno#ati#e style and li.es his or her product as
compared to his competitor" The result would definitely be the sales order which finally
impacts the o#erall performance of the sales rep" 5ence, it is hypothesi;ed that there is a
positi#e relation between openness to e9perience and sales performance"
The fifth and final independent #ariable is of conscientiousness" -t is assumed that the job
of a sales rep is #ery turbulent" 5e can face sudden such query that might not be e9pected
but may be as. by customer" -n that type of situation only conscientiousness trait helps a
sales rep to cope" This trait allows him to already be aware of each and e#ery important
point that might come across during his sales call" oreo#er, also being organi;ed and
punctual lea#es a good impression on the customer mind" 5e li.es the sales rep and his
li.ing results in sales order that e#entually affects his o#erall performance" 5ence, it is
hypothesi;ed that there is a positi#e relation between conscientiousness and sales
performance"
%.! RESEARCH HYPOTHESIS:
H6+ot8esis No 1:
5oM Personality characteristics ha#e a negati#e correlation with sales performance of
pharma sales reps"
5aM Personality characteristics ha#e a positi#e correlation with sales performance ofpharma sales reps"
H6+ot8esis No 1a:
5oM 69tra#ersion has negati#e correlation with sales performance of pharma sales rep"
2*
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5aM 69tra#ersion has positi#e correlation with sales performance of pharma sales rep"
5oM Heuroticism has negati#e correlation with sales performance of pharma sales reps"
5a2M Heuroticism has positi#e correlation with sales performance of pharma sales reps"
5oM /greeableness has negati#e correlation with sales performance of pharma sales reps"
5a*M /greeableness has positi#e correlation with sales performance of pharma sales reps"
5oM 3onscientiousness has negati#e correlationwith sales performance of pharma salesreps"
5a1M 3onscientiousness has positi#e correlationwith sales performance of pharma salesreps"
5oM +penness to e9perience has negati#e correlationwith sales performance of pharmasales reps"
5aBM +penness to e9perience has positi#e correlation with sales performance of pharmasales reps"
H6+ot8esis No !:
5oM Personality characteristics are not associated with sales performance of multinational
pharma sales reps in Pa.istan"
52aM Personality characteristics are associated with sales performance of multinational
pharma sales reps in Pa.istan"
5oM Personality characteristics are not associated with sales performance of national
pharma sales reps in Pa.istan"
52bM Personality characteristics are associated with sales performance of national pharma
sales reps in Pa.istan"
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CHAPTER NO 0(
RESEARCH METHODOLOY
esearch methodology is mostly used as a step by step systematic approach that helps to
sol#e a real life problem" Whene#er a researcher is going to conduct a research it
becomes important for him=her to define his=her research methodology" -t basically
in#ol#es those instruments that are used to collect and techniques to analy;e data"
(.1 Resear&8 Desi":
The study is e9ploratory in nature, by e9ploring the #ariables that affects the sales
performance of pharma sales persons" +n the other hand my study is also casual in nature
as well"
(.! Tar"et Po+'$atio:
Target population includes sales representati#es who are all males and age ranges from
2 to onwards" /nd it is also .ept in mind that all those sales representati#es should be
effecti#e one"
(.% Sa)+$i" Te&8i9'e:
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toppers in their areas and also well organi;ed training programs ha#e been arranged there
to enhance the s.ills of their sales representati#es"
(.( Sa)+$e Sie:
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(.3 Li;ert S&a$e:
>i#e point @i.ert
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(.> COMPANIES INCLUDED IN SAMPLE:
1. MULTINATIONAL COMPANIES:
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(.10 LIMITATIONS OF RESEARCH:
The following research will only be applicable for pharmaceutical industry
and cannot be fruitful for other industries"
The sample ta.en is of Pa.istan, it may happens that for other countries
factors might got change, so it cant be generali;ed"
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CHAPTER No. *
ANALYSIS AND FINDINS
*.1 OERIE5:
-n this two types of tests ha#e been used to analy;e the results" >irstly, >requency test
from descripti#e analysis ha#e been done to find the potential of personality
characteristics related to pharma salespeople"
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-n the tables of descripti#e statistics, H represents the total number of respondents"
issing #alues are those who didnt respond" /nd frequency represents the
distribution of that particular #ariable"
The results of frequency test are as follows"
Ta#$e *.!.1 Distri#'tio o7 res+o=ets a&&or=i" to t8eir o+iio a#o't ?'si"
&reative i=eas@.
Frequency Percent Valid PercentCumulative
Percent
Valid Somewhat 5 6.3 6.4 6.4
Agree 34 42.5 43.6 5.
Strongly agree 3! 4"." 5. #.
$otal %" !%.5 #.
&i''ing Sy'tem 2 2.5
$otal " #.
-n Table B"2", it is stated that B respondents said that they used creati#e ideas to some
e9tent" *1 respondents agreed upon using creati#e ideas and *) respondents strongly
agreed that they used creati#e ideas for achie#ing their sales targets" -t means that greater
number of respondents strongly agreed on importance of usage of creati#e ideas"
Ta#$e *.!.! Distri#'tio o7 res+o=ets a&&or=i" to t8eir o+iio a#o't ?8o
9'i&; t8e6 are to '=ersta= =i77i&'$t t8i"s a= sit'atios@
Frequency Percent Valid PercentCumulative
Percent
Valid (i'agree # #.3 #.3 #.3 Somewhat % "." !. #.3
Agree 32 4. 4#. 5#.3
Strongly Agree 3" 4%.5 4".% #.
$otal %" !%.5 #.
&i''ing Sy'tem 2 2.5
$otal " #.
*
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-nTable B"2"2, it is stated thatonly respondent disagree that he is quic. to understand
difficult things and situations" A respondents said that to some e9tent they are quic." *2
respondents agreed that they are quic. in understanding difficult things and situations
while *F respondents were strongly agreed that they are quic. to understand difficult
things and situations" -t means greater number of respondents mar.ed that they are quic.
to understand difficult things and situation"
Ta#$e *.!.% Distri#'tio o7 res+o=ets a&&or=i" to t8eir o+iio a#o't
?s+e=i" ti)e o re7$e&ti" t8ose t8i"s t8at t8e6 )a6 &o)e
a&ross ='ri" t8eir sa$es &a$$@
Frequency Percent Valid PercentCumulative
Percent
Valid Somewhat #2 #5. #5.4 #5.4
Agree 22 2%.5 2".2 43.6
Strongly agree 44 55. 56.4 #.
$otal %" !%.5 #.
&i''ing Sy'tem 2 2.5
$otal " #.
-n Table B"2"*, it is stated that this 2 respondents said that they spend time before their
sales call" 22 respondents agreed on spending time whereas 11 respondents strongly
agreed on spending time before a sales call reflecting on those things that might come
across during their call" /gain a more respondents strongly agreed on the same point"
Ta#$e *.!.( Distri#'tio o7 res+o=ets a&&or=i" to t8eir o+iio a#o't t8eir
?&'riosit6 7or a&8ievi" t8eir tar"ets@
Frequency Percent Valid PercentCumulative
Percent
Valid Somewhat 3 3." 3." 3."
Agree 3# 3"." 3!.% 43.6
Strongly Agree 44 55. 56.4 #.
$otal %" !%.5 #.
&i''ing Sy'tem 2 2.5
*2
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$otal " #.
-n Table B"2"1, it is stated that only * respondents are somewhat agree about their
curiosity on achie#ing sales targets, * respondents are agreed that they are curious to
achie#e their targets and 11 are strongly agreed about their curiosity on achie#ing targets"
-t means that high achie#ers are curious for their targets"
Ta#$e *.!.* Distri#'tio o7 res+o=ets a&&or=i" to t8eir o+iio a#o't
?8avi" "oo= i)a"iatio@
Frequency Percent Valid PercentCumulative
Percent
Valid (i'agree # #.3 #.3 #.3 Somewhat
#4 #%.5 #%.! #!.2 Agree 2% 33." 34.6 53."
Strongly agree 36 45. 46.2 #.
$otal %" !%.5 #.
&i''ing Sy'tem 2 2.5
$otal " #.
-n Table B"2"B it is stated that the only respondent disagrees that he has a good
imagination" 1 respondents said that they ha#e somewhat" 2A respondents said that they
agreed that they ha#e good imagination" Whereas *4 respondents strongly agrees to ha#e
good imagination" -t means ha#ing a good imagination impacts a sales persons
performance"
Ta#$e *.!. Distri#'tio o7 res+o=ets a&&or=i" to t8eir o+iio a#o't
?+re+ari" e$$ #e7ore )a;i" sa$es &a$$@
Frequency Percent Valid Percent
Cumulative
PercentValid Somewhat ## #3." #4.# #4.#
Agree #% 2#.3 2#." 35.!
Strongly Agree 5 62.5 64.# #.
$otal %" !%.5 #.
&i''ing Sy'tem 2 2.5
$otal " #.
**
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-n Table B"2"4, it is stated that respondents said that they are somewhat agree that they
ma.e preparations before ma.ing sales call" A respondents agreed on preparing well
before a sales call" /nd B0 respondents strongly agreed on this factor" -t means a large
number of respondents prepared well before their sales call to cope any .ind of
ambiguity"
Ta#$e *.!.3 Distri#'tio o7 res+o=ets a&&or=i" to t8eir o+iio a#o't
?+a6i" attetio to =etai$s o7 t8eir tas;@
Frequency Percent Valid PercentCumulative
Percent
Valid Somewhat ! ##.3 ##.5 ##.5
Agree 2! 36.3 3%.2 4".%
Strongly Agree 4 5. 5#.3 #.
$otal %" !%.5 #.
&i''ing Sy'tem 2 2.5
$otal " #.
-n Table B"2"A, it is stated that ) respondents said that they pay attention to details to some
e9tent" 2) respondents agreed on paying attention to details and 10 respondents strongly
agreed on paying attention to details of their tas." /gain a large number of respondents
gi#e importance to gi#ing attention to details of their tas."
Ta#$e *.!.< Distri#'tio o7 res+o=ets a&&or=i" to t8eir o+iio
a#o't ?7o$$oi" a s&8e='$e@.
Frequency Percent Valid PercentCumulative
Percent
Valid Somewhat % "." !. !. Agree 2" 35. 35.! 44.!
Strongly Agree 43 53." 55.# #.
$otal %" !%.5 #.
&i''ing Sy'tem 2 2.5
$otal " #.
*1
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-n Table B"2"F it is stated that A of the respondents follows schedule somewhat" 2F
respondents agreed on following schedule whereas 1* respondents strongly agreed on
following a schedule" -t means that large number of sales representati#es follows a
schedule"
Ta#$e *.!.> Distri#'tio o7 res+o=ets a&&or=i" to t8eir o+iio a#o't
?tr6i" to =o t8eir or; =oe i ri"8t a6@
Frequency Percent Valid PercentCumulative
Percent
Valid Somewhat 5 6.3 6.4 6.4 Agree 25 3#.3 32.# 3".5
Strongly Agree 4" 6. 6#.5 #.
$otal %" !%.5 #.
&i''ing Sy'tem 2 2.5
$otal " #.
-n Table B"2"), it is stated that B respondents mar.s that they are somewhat agree on
trying to do their wor. done in a right way" 2B respondents were agreed upon doing right
wor." /nd 1F respondents strongly agreed upon trying to do wor. done in a right way" -t
means greater amount considers doing right wor. as important"
Ta#$e *.!.10 Distri#'tio o7 res+o=ets a&&or=i" to t8eir o+iio a#o't #ei"
?or"aie= a= +'&t'a$ to +er7or) t8eir ='ties@
Frequency Percent Valid PercentCumulative
Percent
Valid Somewhat ## #3." #4.# #4.#
Agree 2% 33." 34.6 4".%
Strongly agree 4 5. 5#.3 #.
$otal %" !%.5 #.
&i''ing Sy'tem 2 2.5
$otal" #.
*B
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-n Table B"2"0, it is stated that respondents said that they are somewhat organi;ed and
punctual" 2A respondents were agreed upon being organi;ed and punctual" 10 respondents
were strongly agreed on being organi;ed and punctual in performing their duties" -t
means that being organi;ed and punctual is important"
Ta#$e *.!.11 Distri#'tio o7 res+o=ets a&&or=i" to t8eir o+iio a#o't
#ei" ?ta$;ative@
Frequency Percent Valid PercentCumulative
Percent
Valid (i'agree 4 5. 5.# 5.#
Somewhat 3 3%.5 3".5 43.6
Agree 2! 36.3 3%.2 "." Strongly Agree #5 #"." #!.2 #.
$otal %" !%.5 #.
&i''ing Sy'tem 2 2.5
$otal " #.
-n Table B"2", it is stated that 1 of respondents disagrees on being tal.ati#e" *0 are
tal.ati#e somewhat" 2) agreed on being tal.ati#e and B respondents strongly agreed on
li.ing to tal. a lot" -t means a good number of respondents fa#ors it"
Ta#$e *.!.1! Distri#'tio o7 res+o=ets a&&or=i" to t8eir o+iio a#o't
?starti" &oservatios #6 t8e)se$ves@
Frequency Percent Valid PercentCumulative
Percent
Valid Strongly di'agree # #.3 #.3 #.3 (i'agree % "." !. #.3
Somewhat 33 4#.3 42.3 52.6 Agree 25 3#.3 32.# "4.6
Strongly agree #2 #5. #5.4 #.
$otal %" !%.5 #.
&i''ing Sy'tem 2 2.5
$otal " #.
*4
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-n Table B"2"2, it is stated that only respondent strongly disagrees on starting
con#ersation by them" A respondents disagree on doing that" ** respondents mar.s to
somewhat" 2B respondents agree and 2 strongly agreed on starting con#ersation by
themsel#es" -t means large number of respondents are somewhat considers that they too.
initiati#e to tal. by themsel#es
Ta#$es *.!.1% Distri#'tio o7 res+o=ets a&&or=i" to t8eir o+iio a#o't #ei"
?a&tive 8i$e =oi" t8eir or;@
Frequency Percent Valid PercentCumulative Percent
Valid Somewhat #3 #6.3 #6.% #6.%
Agree 2% 33." 34.6 5#.3
Strongly agree 3" 4%.5 4".% #.
$otal %" !%.5 #.
&i''ing Sy'tem 2 2.5
$otal " #.
-n Table B"2"*, it is stated that * of the respondents are somewhat acti#e" 2A
respondents agreed on being acti#e" /nd *F respondents strongly agreed on being acti#e
while doing their wor."
Ta#$e *.!.1( Distri#'tio o7 res+o=ets a&&or=i" to t8eir o+iio a#o't #ei"
?ex&ite= i =oi" t8eir or;@
Frequency Percent Valid Percent Cumulative Percent
Valid (i'agree # #.3 #.3 #.3
Somewhat # #2.5 #2." #4.#
Agree 4 5. 5#.3 65.4 Strongly agree 2% 33." 34.6 #.
$otal %" !%.5 #.
&i''ing Sy'tem 2 2.5
$otal " #.
*A
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-n Table B"2"1, it is stated that only respondent disagrees on being e9cited" 0
respondents are somewhat e9cited" 10 respondents agreed on being e9cited" /nd 2A of
the respondents strongly agreed on being #ery e9cited in doing their wor." -t means
e9citement has been again gi#en importance"
Ta#$e *.!.1* Distri#'tio o7 res+o=ets a&&or=i" to t8eir o+iio a#o't
?7ee$i" &o)7orta#$e a)o" +eo+$e@
Frequency Percent Valid PercentCumulative
Percent
Valid (i'agree 2 2.5 2.6 2.6
Somewhat #6 2. 2.5 23.#
Agree 3# 3"." 3!.% 62."
Strongly Agree 2! 36.3 3%.2 #. $otal %" !%.5 #.
&i''ing Sy'tem 2 2.5
$otal " #.
-n Table B"2"B, it is stated that 2 respondents disagrees that they feel comfortable with
others" 4 respondents are somewhat agree to feel comfortable" * respondents agree on
feeling comfortable" /nd 2) respondents strongly agree that they feel comfortable when
they are with other people" -t means that a greater number of respondents are comfortable
among others"
Ta#$e *.!.1 Distri#'tio o7 res+o=ets a&&or=i" to t8eir o+iio a#o't
?8avi" ti)e to $iste ot8er@
Frequency Percent Valid Percent
Cumulative
PercentValid (i'agree # #.3 #.3 #.3 Somewhat 2 25. 25.6 26.!
Agree 4# 5#.3 52.6 %!.5
Strongly agree #6 2. 2.5 #.
$otal %" !%.5 #.
&i''ing Sy'tem 2 2.5
$otal " #.
*F
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-n Table B"2"4, it is stated that only respondent disagree that he has time to listen to
others" 20 responds to somewhat" 1 respondents agree that they always ha#e time to
listen to others" /nd 4 respondents strongly agree on this statement" -t means a greater
number of respondents said that they ha#e always time for other"
Ta#$e *.!.13 Distri#'tio o7 res+o=ets a&&or=i" to t8eir o+iio a#o't
?)a;i" +eo+$e to 7ee$ at ease@
Frequency Percent Valid PercentCumulative
Percent
Valid Somewhat # #2.5 #2." #2."
Agree 3" 4%.5 4".% 6#.5
Strongly Agree 3 3%.5 3".5 #.
$otal %" !%.5 #.
&i''ing Sy'tem 2 2.5
$otal " #.
-n Table B"2"A, it is stated that 0 respondents said that they to some e9tent ma.e people
to feel at ease" *F respondents agree to ma.e others at ease" /nd *0 respondents strongly
agree to do that" -t means that greater number of respondents gi#e positi#e response to
this statement"
Ta#$e *.!.1< Distri#'tio o7 res+o=ets a&&or=i" to t8eir o+iio a#o't
#ei" ?itereste= i ot8er +eo+$eBs +ro#$e)s@
Frequency Percent Valid PercentCumulative
Percent
Valid (i'agree 2 2.5 2.6 2.6 Somewhat #2 #5. #5.4 #%.!
Agree 3! 4"." 5. 6%.!
Strongly Agree 25 3#.3 32.# #.
$otal %" !%.5 #.
&i''ing Sy'tem 2 2.5
$otal " #.
*)
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-n Table B"2"F, it is stated that 2 respondents disagree that they are interested in other
peoples problems" 2 responds to somewhat" *) respondents agree that they ha#e interest
in others problems" Whereas, 2B strongly agree on ha#ing interest" -t means again greater
proportion e9hibits this trait
Ta#$e *.!.1> Distri#'tio o7 res+o=ets a&&or=i" to t8eir o+iio a#o't ?#ei"
&oo+erative it8 ot8ers@
Frequency Percent Valid PercentCumulative
Percent
Valid (i'agree # #.3 #.3 #.3
Somewhat # #2.5 #2." #4.#
Agree 3 3%.5 3".5 52.6 Strongly Agree 3% 46.3 4%.4 #.
$otal %" !%.5 #.
&i''ing Sy'tem 2 2.5
$otal " #.
-n Table B"2"), it is stated that only respondent disagree that he is co7operati#e with
others" 0 respondents are somewhat co7operati#e" *0 respondents are agreed on their co7
operati#e s.ills" While *A respondents strongly agreed that they are co7operati#e with
others" -t means again greater proportion e9hibits this trait"
Ta#$e *.!.!0 Distri#'tio o7 res+o=ets a&&or=i" to t8eir o+iio a#o't
?tr'sti" ot8ers@
Frequency Percent Valid PercentCumulative
Percent
Valid (i'agree # #.3 #.3 #.3
Somewhat 24 3. 3." 32.#
Agree 36 45. 46.2 %".2
Strongly Agree #% 2#.3 2#." #.
$otal %" !%.5 #.
&i''ing Sy'tem 2 2.5
$otal " #.
10
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-n Table B"2"20, it is stated that only respondent disagree on trusting others" 21
respondents are somewhat ha#ing trust" *4 respondents agree that they trust others" While
A respondents strongly agreed on this point" -t means again a greater proportion e9hibits
such trait"
Ta#$e *.!.!1 Distri#'tio o7 res+o=ets a&&or=i" to t8eir o+iio a#o't #ei"
?=ist'r#e= easi$6@
Frequency Percent Valid PercentCumulative
Percent
Valid Strongly di'agree 2 2.5 2.6 2.6 (i'agree #% 2#.3 2#." 24.4
Somewhat 2% 33." 34.6 5!.
Agree 24 3. 3." "!.%
Strongly Agree " #. #.3 #.
$otal %" !%.5 #.
&i''ing Sy'tem 2 2.5
$otal " #.
-n Table B"2"2, it is stated that 2 respondents strongly disagree that they will get
disturbed easily" A respondents disagree" The 2A respondents said that they got disturbed
to some e9tent" 21 respondents said they are agreed on it" +nly F respondents strongly
agreed that they will be disturbed easily" -t means that the respondents mostly mar.s
somewhat and agree options"
Ta#$e *.!.!! Distri#'tio o7 res+o=ets a&&or=i" to t8eir o+iio
a#o't ?resista&e to stress@
Frequency Percent Valid PercentCumulative
Percent
Valid (i'agree ! ##.3 ##.5 ##.5
Somewhat 2! 36.3 3%.2 4".%
Agree 2! 36.3 3%.2 "5.!
Strongly Agree ## #3." #4.# #.
$otal %" !%.5 #.
&i''ing Sy'tem 2 2.5
$otal " #.
1
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-n Table B"2"22, it is stated that ) respondents disagree about resistance to stress" 2)
respondents are somewhat resistant" 2) respondents agree that they are resistant to stress"
Whereas respondents strongly agreed on being prone to stress" /gain the proportion
lies between somewhat and agree"
Ta#$e *.!.!% Distri#'tio o7 res+o=ets a&&or=i" to t8eir o+iio a#o't #ei"
?orrie= a#o't t8i"s@
Frequency Percent Valid PercentCumulative
Percent
Valid (i'agree #4 #%.5 #%.! #%.!
Somewhat 3 3%.5 3".5 56.4
Agree 23 2"." 2!.5 "5.!
Strongly Agree ## #3." #4.# #.
$otal %" !%.5 #.
&i''ing Sy'tem 2 2.5
$otal " #.
-n Table B"2"2*, it is stated that 1 respondents disagree that they are worried about
things" *0 respondents are somewhat" 2* respondents agree on being worried about
things" Whereas respondents strongly agree that they get worried" -t means
respondents are agreed on being worried"
Ta#$e *.!.!( Distri#'tio o7 res+o=ets a&&or=i" to t8eir o+iio a#o't
t8eir ?)oo= &8a"es@
Frequency Percent Valid PercentCumulative
Percent
Valid Strongly di'agree 2 2.5 2.6 2.6 (i'agree 2! 36.3 3%.2 3!.%
Somewhat 2! 36.3 3%.2 %6.!
Agree #2 #5. #5.4 !2.3
Strongly Agree 6 %.5 %.% #.
$otal %" !%.5 #.
&i''ing Sy'tem 2 2.5
$otal " #.
12
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-n Table B"2"21, it is stated that 2 respondents strongly disagree that their mood changes
frequently" 2) respondents disagree about mood changes" 2) respondents lies on
somewhat" 2 respondents agree on mood swings" +nly 4 respondents strongly agree that
their mood changes frequently" -t means greater number of respondents has lesser mood
swings"
Ta#$e *.!.!* Distri#'tio o7 res+o=ets a&&or=i" to t8eir o+iio a#o't
?7ee$i" ise&'re i &o)+etitio to ot8ers or re$ate= to t8eir o#@
Frequency Percent Valid PercentCumulative
Percent
Valid Strongly di'agree 5 6.3 6.4 6.4
(i'agree 32 4. 4#. 4%.4
Somewhat 3 3%.5 3".5 "5.!
Agree ## #3." #4.# #.
$otal %" !%.5 #.
&i''ing Sy'tem 2 2.5
$otal " #.
-n Table B"2"2B, it is stated that B respondents strongly disagree about job insecurity" *2
respondents disagree on being insecure" *0 respondents are somewhat insecure"
respondents agree that they feel insecure in competition to others or related to their job" -t
means a greater proportion of respondents feel less insecure for their jobs"
*.% CORRELATION:
-n order to in#estigate the relationships between personality factors and their impact on
sales performance, Pearsons correlation analysis was used" Pearson correlation analysis
is a tool that is used to find the correlation between two continuous #ariables" -n order to
carry out this test the #ariables ha#e been computed and then their effect has been
calculated on dependent #ariable which is again computed" The #alues of Pearson
correlation falls between 0"00 which indicates no correlation to "00 which refers to
perfect correlation"
1*
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6mpirical results of all the correlation tests are e9hibited as followsM
Ta#$e *.%.1 O+eess to Ex+erie&e Sa$es Per7or)a&e@
Correlations
)) Correlation i' 'igni*icant at the .# level +2,tailed-.
Iter+retatio:
-n TableM , it is stated that correlation %rbetween openness to e9perience and sales
performance has been reflected" This correlation analysis has reflected that openness to
e9perience and sales performance has been strongly correlated by the #alue of 0"B12 at
0"0C significant le#el"
Fi=i"s:
-t means that both are positi#ely related to one another" 5ence hypothesis i"e"
Openness to experience is positively related to sales performance of pharma sales
representatives.
/enne'' to
e0/erience Sale' /er*ormance
/enne'' to e0/erience Pear'on Correlation # .542+))- Sig. +2,tailed- .
1 %" %"
Sale' /er*ormance Pear'on Correlation .542+))- #
Sig. +2,tailed- .
1 %" %"
11
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Pro#es to be true$ on the other hand the Hull 5ypothesis i"e"
Openness to experience is negatively related to sales performance of pharma sales
representatives.
-s rejected"
Ta#$e *.%.! ?Cos&ietio'sess a= Sa$es Per7or)a&e@
Correlations
Con'cientiou'ne'' Sale' /er*ormance
Con'cientiou'ne'' Pear'on Correlation # .4!2+))-
Sig. +2,tailed-
. 1 %" %"
Sale' /er*ormance Pear'on Correlation .4!2+))- #
Sig. +2,tailed- .
1 %" %"
)) Correlation i' 'igni*icant at the .# level +2,tailed-.
Iter+retatio:
-n TableM 2, it is stated that correlation %r' between conscientiousness and sales
performance ha#e been reflected" This correlation analysis has reflected that
conscientiousness and sales performance has been strongly correlated by the #alue of
0"1)2 at 0"0C significant le#el"
Fi=i"s:
-t means that both are positi#ely related to one another" 5ence hypothesis i"e"
Conscientiousness is positively related to sales performance of pharma sales
representatives.
1B
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Pro#es to be true$ on the other hand the Hull 5ypothesis i"e"
Conscientiousness is negatively related to sales performance of pharma sales
representatives.
-s rejected"
Ta#$e *.%.% ?Extraversio a= Sa$es Per7or)a&e@
Correlations
0traver'ion Sale' /er*ormance
0traver'ion Pear'on Correlation # .4#+))-
Sig. +2,tailed- .
1 %" %"
Sale' /er*ormance Pear'on Correlation .4#+))- #
Sig. +2,tailed- .
1 %" %"
)) Correlation i' 'igni*icant at the .# level +2,tailed-.
Iter+retatio:
-n TableM *, it is stated that correlations rbetween e9tra#ersion and sales performance
ha#e been reflected" This correlation analysis has reflected that e9tra#ersion and sales
performance has been strongly correlated by the #alue of 0"10 at 0"0C significant le#el"
Fi=i"s:
-t means that both are positi#ely related to one another" 5ence hypothesis i"e"
Extraversion is positively related to sales performance of pharma sales representatives.
Pro#es to be true$ on the other hand the Hull 5ypothesis i"e"
14
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Extraversion is negatively related to sales performance of pharma sales representatives.
-s rejected"
Ta#$e *.%.( ?A"reea#$eess a= Sa$es Per7or)a&e@
Correlations
Agreealene'' Sale' /er*ormance
Agreealene'' Pear'on Correlation # .3!!+))-
Sig. +2,tailed- . 1 %" %"
Sale' /er*ormance Pear'on Correlation .3!!+))- #
Sig. +2,tailed- .
1 %" %"
)) Correlation i' 'igni*icant at the .# level +2,tailed-.
Iter+retatio:
-n TableM 1, it is stated that correlation rbetween agreeableness and sales performance
ha#e been reflected" This correlation analysis has reflected that agreeableness and sales
performance has been strongly correlated by the #alue of 0"*)) at 0"0C significant le#el"
Fi=i"s:
-t means that both are positi#ely related to one another" 5ence hypothesis i"e"
Agreeableness is positively related to sales performance of pharma sales representatives.
Pro#es to be true$ on the other hand the Hull hypothesis i"e"
1A
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Agreeableness is negatively related to sales performance of pharma sales
representatives.
-s rejected"
Ta#$e *.%.* ?Ne'roti&is) a= Sa$es Per7or)a&e@
Correlations
1eurotici'm Sale' /er*ormance
1eurotici'm Pear'on Correlation # .#5"
Sig. +2,tailed- .#66
1 %" %"
Sale' /er*ormance Pear'on Correlation .#5" #
Sig. +2,tailed- .#66
1 %" %"
Iter+retatio:
-n TableM B, it is stated that correlation rbetween neuroticism and sales performanceha#e not been reflected" This correlation analysis has reflected that neuroticism and sales
performance has been wea.ly correlated by the #alue of 0"BF"
Fi=i"s:
-t means that both are wee.ly related to one another but not negated" 5ence, 5ypothesis
i"e"
Agreeableness is positively related to sales performance of pharma sales representatives.
5as been accepted wee.ly$ on the other hand the Hull 5ypothesis i"e"
1F
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Agreeableness is negatively related to sales performance of pharma sales
representatives.
-s rejected"
*.( Meas'res o7 Asso&iatio:
>or the purpose of chec.ing the le#el of association between personality characteristics
with the sales performance of sales representati#es of multi7national and local
pharmaceutical companies, 3rammers phi has been used"
T8e Res'$ts:
Table 5.4.1 Symmetric Measures
Value A//ro0. Sig.
1ominal y1ominal
Phi."3# .#4
Cramer' V ."3# .#4
1 o* Valid Ca'e'%"
A 1ot a''uming the null hy/othe'i'.
'ing the a'ym/totic 'tandard error a''uming the null hy/othe'i'.
Iter+retatio:
-t is interpreted that there is strong association between personality characteristics and
sales performance of sales reps of both companies means whether they are multi7national
and local" The #alue of phi is 0"F* which shows positi#e association between the
#ariables"
Fi=i"s:
1)
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8oth hypotheses pro#e true, i"e"M
5bM Personality characteristics are associated with sales performance of multinational
pharma sales reps in Pa.istan"
5b2M Personality characteristics are associated with sales performance of national pharma
sales reps in Pa.istan"
*.* PAIRED SAMPLE TTEST:
/ paired sample T7test is applied to compare personality characteristics of multinational
and local companies sales representati#es"
Ta#$e *.*.1 Ttest #etee &o)+a6 stat's a= +ersoa$it6
C8ara&teristi&s
B0
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Iter+retatio:
1Co)+a6 stat's G O+eess to ex+erie&e
t (AA! O *A"*0 "00B
Fi=i"s:
Paired Differences
Mean Std.Deviation
Std.ErrorMean
95% Confidencenterval of t!e
Difference
"o#er $er "o#er $er "o#er t df Si&.'()
tailed*
Pair # Com/any 'tatu' ,/enne'' toe0/erience
,2."35! .6%#3 .%6# ,2.!"%25 ,2.6"454 ,3%.3# %% .
Pair 2 Com/any 'tatu' ,Con'cientiou'ne''
,2."!23# .%#4# .""5 ,3.532! ,2.%3#32 ,35.%%6 %% .
Pair 3 Com/any 'tatu' ,0traver'ion
,2.45#3 .6""2! .%%!3 ,2.563# ,2.24!!4 ,3."6# %% .
Pair 4 Com/any 'tatu' ,Agreealene''
,2.535! .5""63 .6665 ,2.66"6# ,2.43#" ,3".4" %% .
Pair 5 Com/any 'tatu' ,1eurotici'm
,#.56!23 .%#!36 ."#45 ,#.%3#42 ,#.4%4 ,#!.266 %% .
B
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There was a significant difference in the scores of openness to e9perience to company
status" -t means that sales representati#es of both multinational and local companies are
different from each other related to openness to e9perience"
! Co)+a6 stat's Cos&ietio'sess
t (AA! O *B"AA4 "00B
Fi=i"s:
There was a significant difference in the scores of conscientiousness to company status" -t
means that sales representati#es of both multinational and local companies are different
from each other related to conscientiousness"
% Co)+a6 stat's Extraversio
t (AA!!*0"F4 "00B
Fi=i"s:
There was a significant difference in the scores of e9tra#ersion to company status" -t
means that sales representati#es of both multinational and local companies are different
from each other related to e9tra#ersion"
( Co)+a6 stat's A"reea#$eess
B2
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t (AA! O *F"01F "00B
Fi=i"s:
There was a significant difference in the scores of agreeableness to company status" -t
means that sales representati#es of both multinational and local companies are different
from each other related to agreeableness"
* Co)+a6 stat's Ne'roti&is)
t (AA!!)"244 "00B
Fi=i"s:
There was a significant difference in the scores of neuroticism to company status" -t
means that sales representati#es of both multinational and local companies are different
from each other related to neuroticism"
CHAPTER NO 0
CONCLUSION AND RECOMENDATIONS
B*
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+.1 C,-C"$S,-
The pharmaceutical mar.et is highly competiti#e mar.et" or that
reason a sales reps should ha#e all types of technical s.ills and e9pertise" /s much as he
is e9pert, the much success is gain by him"
6#eryday a number of pharma companies ha#e came onto scene all around the globe"
Jue to globali;ation this competition also gets intense" 5ence, it is assumed that how
much a company is strong in terms of its effecti#e sales team the much successful it will
be as compared to others" >or that purpose, it is suggested that a sales rep should be
highly competent in terms of fi#e factors of personality which are$ openness to
e9perience, conscientiousness, e9tra#ersion, agreeableness and neuroticism"
The descripti#e analysis has suggested that mostly respondents e9hibits personality
characteristics" 8ut still there are some who didnt" The reason for this is definitely the
fact that all those respondents that are included in the sample are of two types" Theybelong to two types of companies thats why there is a bit difference in all respondents
personality"
ultinational companies are those that ha#e well defined training programes, in those
programs immense importance ha#e been gi#en to personality of sales reps" They ha#e
been taught ways as how they can impro#e their traits and prepare themsel#es well" -t is
also interesting to notify here that some of those respondents ha#e won sales awards and
ha#e also been considered as effecti#e ones" 5ence, it is concluded that all those
respondents who are good in personality characteristics ha#e also been able to win sales
awards"
The correlation analysis results ha#e suggested one by one that what type of relationship
e9ists between indi#idual characteristics and sales performance" /s of openness to
B1
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e9perience and sales performance of pharma sales representati#e we .now that openness
to e9perience is all about how much creati#e and intellectual is a sales rep" We .now that
a pharma sale rep has to interact with the most difficult customers who are highly
comple9 are #ery .nowledgeable$ the doctors" They are also #ery busy and ha#e #ery
limited time to offer a sales rep to demonstrate his points"
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their targets" 5ow much effecti#ely a sales rep interacts with his team members and
manager the much effecti#ely he will understand his targets and e9ecutes his performance
accordingly" Thats why a positi#e relation has been detected"
The relationship between agreeableness and sales performance has also been found
positi#e" /s we .now that in case of sales representati#e they ha#e to deal with the most
comple9 customers li.e doctors" They are quite busy and tired due to their hectic wor.
schedule" inally due to
proper handling of any such incident or objection he becomes successful in lea#ing good
impression on the customer and he started considering his points and final result will be
the successful end of a sales call" / good and trusting relationship between the customer
and sales rep got de#eloped, that definitely enhances the sales performance of a sales rep
by getting sales orders"
Well, final factor that is neuroticism has shown little or wee. relationship with salesperformance of sales representati#e" >eelings li.e depression, an9iety and insecurity
about job ha#e found to ha#e no impact on sales performance" This is some of the major
factors that can be present in any .ind of a job"
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>inally, in order to find out any difference between two companies paired sample t7test
ha#e been applied which suggest that there is a difference between the two" Jefinitely,
there will be a difference"
easons will beM
The multi7national companies screening process is quite up to the mar." -n
selection those candidates ha#e been short listed and latterly selected who are
found to be good in personality, whereas screening programs of local companies
is not of high standards due to lac. of necessary e9pertise"
@atterly, the training programs that are being arranged in multinational companies
are of #ery high standards" 5uge amount of money ha#e also been laid on these
programs by multinational"
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5ence, to conclude the o#erall study it is found that personality characteristics that are
most pre#ailing in sales representati#es are openness to e9perience, conscientiousness,
e9tra#ersion and agreeableness" Heuroticism has no or little relationship" The past
researches that declares that only two factors are important for effecti#e performance of
sales rep has been declared wrong" /ll fi#e factors of personality are important regarding
the sales performance"
-t has also been found that sales reps of both H3 and local firms e9hibit those
characteristics" They ha#e an effect on sales performance" 8ut sales reps of H3 ha#e an
edge o#er local one"
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The conducted study has been carried out on sales representati#es" -n future
impact can be calculated on managerial le#el as what type of personality factors is
important for managers of pharma companies"
-n the conducted study only those companies has been ta.en that are quite
successful and effecti#e in terms of sales" -n future research can be conducted on
those companies that are facing losses and it is tried to find out there that what
role personality of sales reps of those companies is playing in such conditions"
-n the following study the respondents were only males" -n future it would be
quiet interesting to find out that what role a personality of female sales
representati#es can play in enhancing performance in conser#ati#e country li.e
Pa.istan"