Related PapersThis study examines how cultural performance orientation moderates the influence of human resource management (HRM) controls on boundary-spanning employees' behavioural strategies and satisfaction. Based on primary data obtained from 1049 salespeople in six countries (France, Ireland, Italy, Spain, United Kingdom, and the United States of America) and secondary data on cultural performance orientation, multilevel regression analyses show that national culture has a strong effect on the way boundary-spanning employees allocate their effort in response to HRM control. In particular, our results suggest that the more behaviour controls are used with boundary-spanning employees, the less attention they pay to customers and the more emphasis they place on their supervisors and non-selling tasks. Specifically, cultural performance orientation is shown to moderate significantly those relationships. Furthermore, results indicate that cultural performance orientation heightens boundary-spanning employees' job satisfaction resulting from behaviour control. Preliminary explanations for the differing impact of HRM control efficiency across cultures can be proposed. Show
Why do managers choose one sales compensation form rather than another? Theoretical answers typically focus on the type of plans managers should design, not on the factors that managers actually consider. Managers from various national origins pursue and weigh objectives through experience in a way that theoretical models may not capture. Incorporating conceptualizations from a wide range of disciplines, we specify a model examining the influence of cultural factors on sales compensation decisions of managers (incentive vs. fixed pay and parity vs. equity allocation). The model, tested with data collected from bank managers across six European countries, illustrates the importance of considering national culture when designing sales force compensation policies applied across multiple countries. We also find evidence that most European bank managers accept incentive pay to motivate salespeople but, perhaps paradoxically, overwhelmingly reject equity allocations to achieve control and parity. We discuss the implications of our findings for research on international governance systems and the diffusion of sales force management practices. On organizational front lines, salespeople are critical to establishing and maintaining effective connectivity with business customers. When effective, the front lines offer an inimitable source of competitive advantage and sustained revenue flows. This chapter critically reviews the theoretical and empirical contributions of boundary role theory in marketing. It also challenges the premises of boundary role theory by considering emerging market realities, including customer-driven focus on value cocreation and solution selling, competition-driven pressure on value creation and innovation in dynamic markets, and organizationally driven emphasis on sales productivity and interfunctional cooperation. Mohamed Shehab MIBA Mohamed Shehab MIBASales, Marketing & Management lecturer / L & D consultant / CEO at BepaceduPublished Jun 27, 2015 Sales people (medical reps) pass though career stages like products or organisms life cycle. Their performance in these stages changes from improving to plateau, then declining at the end of their career. Challenges and desires relevant for sales people would change through progressed career stages. 1- Exploration: sales person (medical rep) is most concerned with finding the right occupational field. He is thinking if he chooses the right career or not. He aspires to be accepted as a productive member in his company, he is concerned with learning the skills required to do the job well. He wants to establish a good initial self-concept. He need support from his manager, acceptance from his peers and seeks for challenging position. Some sales people drop-out or terminate in this stage. 2- Establishment: Sales person (medical rep) commits to the sales field as an occupation of choice. His skills are increasing. He begins to concentrate on producing better results. He is working with greater autonomy developing creativity and innovation. He is producing superior results on the job in order to be promoted. He is balancing the conflict demand of career and family. 3- Maintenance:
Sales person (medical rep) performance is reached to a satisfactory plateau; He strives to maintain this plateau. He reports quite positive attitude. He develops boarder view of work and company. He maintains a high level of performance. He needs some motivations through personal rewards. He is concerned about aging and disappointment over what he has accomplished. 4- Disengagement: This is a transition from work to retirement. Sales person (medical rep) perspective becomes more oriented towards factors outside the company such as retirement plan or establishing an identity outside the work environment. His acceptance to career accomplishment is declined. According to the career stages; during the early stage, sales person greatest need is professional developmental support as the individual seeks to identify and build competencies. As he becomes at later career stages, he is likely to become oriented to doing things by his own way and rely less on external support and company support in areas such as product knowledge, territory/customer information, field management procedures, and sales presentation. There are good relations between these stages and compensation, job satisfaction, and turnover of sales people. www.bepacedu.com
Others also viewedExplore topicsWhich is the amount of effort a salesperson desires to expend on each of the activities or tasks associated with his or her job?The text defines motivations as: The amount of effort the salesperson desires to expend on each activity or task associated with the sales job.
What is the most popular motivator for salespeople?Money is the most obvious motivator. Money (or what money can buy) is important to many salespeople, but it isn't necessarily the most important factor to everyone.
Is how much the salesperson wants to expend effort on each activity or task associated with the sales job?Motivation refers to the salesperson's desire to expend effort of specific sales tasks such as calling on new account or preparing sales presentations. This effort should lead to improved performance on one or more dimensions.
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During the disengagement stage of a salespersons career, the salesperson will:
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