MAR 4418 UCF Chapter 7

Motivation (3 Dimensions)

The choice to do actions, the intensity of effort (how hard you work), and the persistence of effort (how long you keep trying).

Expectancy Theory

Salespeople are only motivated when Valence, Instrumentality, and Expectancy are all at high levels.

Expectancy

The belief that harder work (greater effort) leads to higher performance (e.g., more sales volume).

Instrumentality

The belief that higher performance leads to a greater reward.

Valence

The desirability of a reward; how much a salesperson wants what is being offered.

Maslow's Hierarchy of Needs

A 5-level pyramid of needs: Physiological, Safety, Social, Esteem, and Self-actualization.

Physiological Needs

The most basic level; addressed by a base salary, food stamps, or livable working conditions.

Safety Needs

Addressed by health insurance, retirement programs, severance packages, and clear performance expectations.

Social Needs

Addressed by team bonding events, dinners, team selling opportunities, and mentorship programs.

Esteem Needs

Addressed by "Employee of the Month" awards, promotions, and public recognition.

Self-Actualization Needs

The highest level; addressed by training programs to qualify for advanced management or coaching roles.

Herzberg's Dual-Factor Theory

Classifies job factors into "Hygiene" factors (prevent dissatisfaction) and "Motivation" factors (encourage high performance).

Hygiene Factors (Herzberg)

Company policies, supervision, and basic pay; their absence causes dissatisfaction, but they correspond to Maslow's lower-level needs and aren't primary motivators.

Motivation Factors (Herzberg)

Recognition, responsibility, and growth; these correspond to Maslow's higher-order needs and are key to driving high performance.

Role Theory

Focuses on how salespeople deal with role stress, specifically Role Ambiguity (unsure of what to do) and Role Conflict (pleasing both customer and company).

Attribution Theory

Salespeople attribute failure to 5 factors: Ability, Effort, Strategy, Task Difficulty, or Luck.

Attributing Failure to Effort

Results in a motivational impact to work longer hours or make more calls.

Attributing Failure to Strategy

Results in a motivational impact to "work smarter" by adapting the sales presentation.

Causes of Plateauing

No clear career path, boredom/burnout, economic needs already being met, or reluctance to be transferred.

Exploration Career Stage

Reps in their 20s who are skeptical about a sales future and highly likely to switch jobs.

Establishment Career Stage

Reps in their late 20s/early 30s who are committed to sales and prioritize money due to family responsibilities.

Maintenance Career Stage

The stage where top performers live; they value job security, job enrichment, and status.

Disengagement Career Stage

Reps mentally preparing for retirement; they lose the desire to sell and may plateau.

Laggards

Low performers who are best motivated by more frequent, quarterly bonuses.

Core Performers

The largest group in a sales force; they are best motivated by multi-tier targets (low, middle, and top tiers).

Stars

High performers motivated by "no cap" commissions and sales contests with several prizes.

Open-ended Contest

A contest where there is no limit to the number of winners; everyone who hits their goal wins.

Closed-ended Contest

A contest with a limited number of winners, which can sometimes hurt morale if only "stars" win.

Job Enrichment

Increasing responsibility and variety in a job to provide a motivational stimulus.

Sales Meeting

A tool used for communication, building team spirit, and solidarity; often virtual using digital technologies.