PERSONALITY AND SALES PERFORMANCE:

8/12/2019 PERSONALITY AND SALES PERFORMANCE:

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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!"

2


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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


5oM Personality characteristics are not associated with sales performance of national


52bM Personality characteristics are associated with sales performance of national pharma

sales reps in Pa.istan"

21


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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@


Percent

Valid (i'agree # #.3 #.3 #.3 Somewhat % "." !. #.3

Agree 32 4. 4#. 5#.3

Strongly Agree 3" 4%.5 4".% #.

$otal %" !%.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$$@


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 #.


$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@


Percent

Valid Somewhat 3 3." 3." 3."

Agree 3# 3"." 3!.% 43.6

Strongly Agree 44 55. 56.4 #.

$otal %" !%.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@


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 #.


$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 #.


$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;@


Percent

Valid Somewhat ! ##.3 ##.5 ##.5

Agree 2! 36.3 3%.2 4".%

Strongly Agree 4 5. 5#.3 #.

$otal %" !%.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@.


Percent

Valid Somewhat % "." !. !. Agree 2" 35. 35.! 44.!

Strongly Agree 43 53." 55.# #.

$otal %" !%.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@


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 #.


$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@


Percent

Valid Somewhat ## #3." #4.# #4.#

Agree 2% 33." 34.6 4".%

Strongly agree 4 5. 5#.3 #.

$otal %" !%.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"


#ei" ?ta$;ative@


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 #.


$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@


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 #.


$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 #.


$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 #.


$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@


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 #.


$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"


?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 #.


$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"


?)a;i" +eo+$e to 7ee$ at ease@


Percent

Valid Somewhat # #2.5 #2." #2."

Agree 3" 4%.5 4".% 6#.5

Strongly Agree 3 3%.5 3".5 #.

$otal %" !%.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@


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 #.


$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@


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 #.


$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@


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 #.


$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@


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 #.


$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@


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 #.


$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@


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 #.


$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@


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 #.


$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#@


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 #.


$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 %" %"


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:


Conscientiousness is positively related to sales performance of pharma sales

representatives.

1B


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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 %" %"


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:


Extraversion is positively related to sales performance of pharma sales representatives.


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 %" %"


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:


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


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


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


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


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"


57/59

>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"


58/59

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"

PERSONALITY AND SALES PERFORMANCE:

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