The Impact of Sales Force Effort on their Performance : A Study of Direct Sales in Banking Industry
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CHAPTER 1: INTRODUCTION
1.1 Overview
In spite of the extensive research literature on salesperson inspiration,
performance, and job satisfaction, one vital variable has been mostly ignored – effort.
Although it is instinctively logical that the tougher salespeople work, the healthier they
perform, few endeavors have been made to empirically paper the power of this affiliation.
Salespeople working for direct-selling companies traditionally are independent
contractors rather than employees. Hence, company managers recruit, train and motivate
salespeople but do not have coercive power over them. Thus, direct sales people enjoy a
high degree of self-determination over their work activities. The foundation of this study
is relying on the effort (work related, role ambiguity and job security & job satisfaction)
which are affecting the performance of the organization. Organization psychologists
have pointed out that are two orientations with which people approach their work. In one,
people find the work itself enjoyable. They like their job and think work is fun that is
they find the content of their work is fun, that is they find the content of their work
intrinsically reward. Another orientation is to think of work as something that must be
done, either to avoid unpleasant consequences (e.g. being fired) or to obtain pleasant
consequences (e.g. more pay). An obvious way to reduce the conflict is to reduce the
number of sales calls. Coping with role conflict by reducing effort is likely to affect sales
performance negatively. Effect of role ambiguity and role conflict on sales performance
has been weaker and less consistent. A long practice of theory and research has
contended that work itself provides sense and gratification irrespective of performance
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results. As in today’s world, the cost of selling has significantly over the decade. A recent
survey reports that the average cost of an industrial sales call is $131, and the total selling
cost to close a sale is $751 at 5.5 calls per completed sales. These costs increased 81% in
the mid eighty’s. The new communication approaches that firms are using to reduce the
cost of selling such as telemarketing, direct mail, and demonstration centers.
1.2 Problem statement
Study on the effort affecting sales force on their performance in the field of direct
sales banking industry.
1.3 Hypothesis
H1: Work related effort of sales force has a significant impact on their
performance.
H2: Role Ambiguity related effort of sales force has a significant impact on their
performance.
H3: Job Satisfaction and Job Security related effort of sales force has a significant
impact on their performance.
1.4 Outline of the Study
The idea of this research is to find out the impact of Sales Force Effort
(Work related effort, Role Ambiguity related effort, and Job Satisfaction and Job
Security related effort) on their performance in the field of Direct Sales Banking
industry. The performance drastically changes due to the direct sales effort by
offering the deposit and other consumer products directly to the consumers which
have both negative and positive outcomes. The function of the study is to examine
The Impact of Sales Force Effort on their Performance : A Study of Direct Sales in Banking Industry
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that which of variables (Work related effort, Role Ambiguity related effort, and
Job Satisfaction and Job Security related effort) has a significant impact in
forecasting the performance of the organization and whether the significant
variables are positively or negatively associated with the performance of the
organization.
1.5 Definition:
1.5.1. Sales Force:
The primary function of professional sales force is to produce and educate
projection, fill needs and make happy wants of consumers properly, and therefore
turn prospective clients into actual ones. Questioning – to recognize a customer's
goal and necessities applicable to the product – and the formation of a precious
answer by communicating the essential information that inspires a buyer to get
their aim at an monetary cost comprise the functions of the salesperson or of the
sales engine (for example, the Internet, a vending machine, etc.). A good sales
clerk should never mis-sell or over-evaluate the customer's wants.
1.5.2. Effort:
The word effort means the force, or activity by which goal is achieved.
1.5.3. Work Related Effort:
The Impact of Sales Force Effort on their Performance : A Study of Direct Sales in Banking Industry
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It is define as the effort or energy that encourages sales people to work
hard to obtain extrinsic rewards (making more money, getting a promotion,
winning a contest) with the help of work.
1.5.4. Role Ambiguity Related Effort:
It is uncertainty of role or position. In other words role ambiguity is
something that is dubious which effect to take proper and timely decision with
confidence.
1.5.5. Job Security and Job Satisfaction Related Effort:
Job Security and Job Satisfaction are both inter related with each other.
Job Satisfaction for an employee of any organization is also depending on the job
security. Once the employee frame of mind is clear about his job stability, he
satisfies from his job.
1.5.6. Performance:
The achievement of a specified task measured against predetermined
known values of accuracy, wholeness, cost, and speed. In a contract, performance
is considered the success of an obligation, in a manner that releases the performer
from all liabilities under the contract.
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CHAPTER 2: LITERATURE REVIEW
The association between effort and work satisfaction is of specific interest.
Salesperson work satisfaction primarily as a purpose of effort exerted. Exertion of effort
in the work itself offers fulfillment of people’s fundamental needs to be experienced,
operative, and self-determining, and hence contributes to work satisfaction individually
of performance outcomes (Walker, Churchill, and Ford 1977).
Campbell and Pritchard (1976) theoretically, efforts has been confused with, or
considered equal to motivation. For example, motivation explained as the amount of
effort used in work related duty. Motivation and efforts are preserved as theoretically
distinct, with the efforts relating to the force, energy, or activity by which job is
completed, whereas motivation related to the psychological state of the character with
admiration to choices connecting the way, concentration, and perseverance of behavior
(Ilgen and Klein 1988; Naylor, Pritchard, and Ilgen 1980). Defined two important
standpoints on the mental value of work: (1) work as a contributory value and (2) effort
as a fatal value. It also explained, “Work is a normal law that directs life. It produces a
feeling of self-esteem, self-respect, and individuality” (Cherrington 1980). A long custom
of philosophy and study has argued that work itself delivers meaning and satisfaction
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regardless of performance outcomes. White (1959, p.318) claims that people own an
innate need for “reflectance.” (Deci and Ryan 1985) perspectives propose that efforts
affect work satisfaction in ways that do not depend on closely defined performance
outcome. In positioning, that performance completely arbitrates the association between
effort and employment satisfaction, certain expectancy theory model. The study examines
whether commonly recognized theoretical associations between energy, enactment and
job satisfaction embrace when sales enactment are calculated only in relationships of
outcomes that are helpful to the organization(Churchill, Ford and Walker 1993).
Sales force and managerial behavior researchers have constantly documented the
importance of effort in theoretical simulations of performance (Naylor, Pritchard, and
Ilgen 1980; Walker, Churchill, and Ford 1977). These simulations characteristically have
considered effort to mediate the connection between motivation and performance. Other
theoretical frameworks also forecast a straight effect of effort on work satisfaction not
mediated by performance. For example, self-perception theory (Bem 1972) posits that
people surmise their attitudes from their own obvious behavior. The contributory sales
person is likely to keep an attention on the details of task performance, identify the
connection between effort and sales performance, and involve and persist in the activities
contributory to successful performance (Spence and Helmreich 1983).
The significance attach to above the performance of others encourages them to exert high
effort levels in the hope that it will lead to winning performance. Such active apparently
constitute a “theory in use” (Zaltman, LeMaster, and Heffring 1982) of sales managers,
who frequently use sales competitions to stimulate effort and increase sales. Although
The Impact of Sales Force Effort on their Performance : A Study of Direct Sales in Banking Industry
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researchers have examined the effects of competitions on sales performance (e.g., Wildt,
Parker, and Harris 1987; Wortruba and Schoel 1983), very few have measured the effects
of keenness as a dispositional characteristic of salespeople. One exception was Plotkin
(1987), who described an optimistic affiliation between competiveness and sales
performance. Competitiveness has been initiate to be connected with the quantity of
periodicals of educational psychologists (Helmreich et al. 1980), business performance
by industrialists (Carsrud and Olm 1986), and performance of marketable lending officer
(Murphy 1986).
Locke (1968) proposes that effect of competition on performance was likely to occur
though stimulation of advanced stages of effort. Conferring to Locke (1968, P. 179),
competition “can assist as a motivation to rise one’s effort on a duty.” Greatly
competitive sales people are likely to exercise superior effort than less competitive sales
people are. Effort projected to arbitrate the relationships between instrumentality,
competitiveness, and performance. Effects of part vagueness and part battle on sales
performance have been feebler and less consistent (Brown and Peterson 1993).
Likewise, improbability regarding role performance prospects is likely to result in less
purposeful exertion of effort (Behrman and Perreault 1984), causing in lower sales
performance. Thus, it is sensible to expect character ambiguity to affect salesperson effort
harmfully and effort to intermediate the effect of character ambiguity on sales
performance. Reliable with valuable research (e.g., Churchill, Ford and Walker 1976), a
straight adverse effect of role ambiguity on job satisfaction is forecast. Besides
examining achievement and disappointments, it is significant to allocate the “right” types
The Impact of Sales Force Effort on their Performance : A Study of Direct Sales in Banking Industry
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of reasons for these results. For example, taking recognition of successes and blaming
others for disappointments is not mainly helpful for learning. In contrast, ascribing
outcomes to one’s individual selling tactic and effort appear to be specific facilitative. In
specific, ascribing failure to poor strategy, leads salespeople to discover a better, more
suitable way to sell (H. Sujan 1986).
Ouchi (1981) a number of researchers have originated larger working environment in
companies that encourage from within and foster long-term employment, rather than
attractive in a repeated procedure of hiring and firing. David L. Kurtz, Eugene M. Johnson,
Eberhard E. Scheuing (1994, p.142), heading one controlling organization, yet his effect
has implications for the vending activities of many commercial giants. If there is only one
endless face about the selling situation, it is that the environment is regularly fluctuating.
Effective sales manager must make every effort to permit their sales forces to contract
with these fluctuations. Gilbert A. Churchill, Jr., Neil M. Ford, Orville C. Walker, Jr., (1997,
p.108,) Adam Smith pointed out the competence with which nearly any role is performed
can be improved by distributing it into its section activities and assigning each activity to
an expert. Division and specialization of labor rise productivity because each specialist
can distillates efforts and become more capable at the assigned duty.
Deci and Rayan (1985) preserve that person’s maximum participation in and satisfactions
with their actions occur only when those actions are self-determined. Therefore, the
hypothesis in a context in which self-determination exploited. Such situation is likely to
provide a hard boundary condition test of effort, effects on performance and ultimately
get satisfaction under fundamental sequence. Three self-report items measuring overall
The Impact of Sales Force Effort on their Performance : A Study of Direct Sales in Banking Industry
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effort in the sales duty, number of hours operated, and number of call made measured
salesperson effort.
The direct effect of efforts on employment satisfaction appeared clearly; it is possible that
the effect was particular to the direct-selling framework. Meta-analytic methods used to
synthesize previous research involving effort, work, performance and job satisfaction
(Brown, et al). The effort has a solid direct effect on job satisfaction that is not dependent
on sales performance. The findings also verify those of earlier studies (e.g., Behrman and
Perreault 1984; Dubinsky and Hartly 1986) that sales performance is, at best, uncertainly
related to job satisfaction. Although effort also had a parallel positive effect on
performance, its positive effect on job satisfaction happened independently of
performance.
The solid direct effect of effort on job satisfaction suggests that the viewpoint of work as
a terminal value merits greater care in theoretical models of work behavior and job
attitudes. This effect is consistent with theories of basic motivation (Csikszentmihalyi
1990; Deci 1975; Deci and Ryan 1985; white 1959), which emphasize people’s inherent
needs to be capable, effective, and self-regulating and maintain that high levels of
participation in instrumental activities such as work constitute a primary means of
sustaining these requirements. Understanding the procedure through which role
ambiguity harmfully affects sales performance by representing that effort arbitrates the
connection, which proposes that the effect of role ambiguity on sales performance
happens primarily through a decrease in level of effort employed. Contrary to role
ambiguity, role conflicts had a negative direct effect on employment satisfaction but no
The Impact of Sales Force Effort on their Performance : A Study of Direct Sales in Banking Industry
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substantial effect on either effort or performance (Behrman and Perreault 1984). In term
of falsificationist opinion theory improvement (cf. Popper 1963), the experimental study
has subjected the hypothesis that closely defined sales performance totally mediates the
effect of efforts on job satisfaction to a hard test and provided disconfirming indication.
Management focus on effort is also likely to be important in encouraging expert
salespeople. Honor clubs (e.g., hundred percent clubs) are likely to be the outstanding
way of motivating high performance to sustain high efforts level. (Sherif et al. 1961)
recommends that these dispositional traits are positively related to effort and
performance, respectively, and that managers might monitor applicants usefully for sales
positions on these characters. Social psychologist signifying that effortful problematic
initiation tends to improve people’s attitude toward group belonging (e.g., Aronson and
Mills 1959; Gerard and Mathewson 1966). Weitz, H. Sujan and M. Sujan, 1986), have
strong believe that many motivational programs underlying presently in practice which
are designed for salespeople so that they work hard, make more sales calls, spend more
time on selling and put more effort to tough customers. To increase sales productivity /
performance sales people should not only work effort on tough customers but also work
smarter during the interaction with customers so that chances to sell the product are more.
H. Sujan and Weitz (1987) the study indicated that above average performers showed
greater variability in the selling strategies they used across their customers. Further an
intrinsic interest in the task selling, finding the experience of selling enjoyable wan an
important predictor of adaptive selling. It is possible to help sales people develop links
between strategies and sales situations through training programs that focus on the
The Impact of Sales Force Effort on their Performance : A Study of Direct Sales in Banking Industry
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unitization of information rather than simply on supplying information. Merrill and Reid
(1981) training program describe earlier unitizes information by given sales people rules
for classifying customers and then recommending sales strategies appropriate for each
classification similarly through trial and error learning, rather than training J.R Fredrick
was able to associate effective strategies with customer categories he frequent encounter.
The negative effect of role conflict on job satisfaction on the other hand it is likely to be
strong and direct because conflict is likely to generate less positive evaluation of the job
(e.g., Churchill, Ford and Walker 1976). The study was conducted in the context of a
direct-selling organization. This context was used to provide a rigorous test of boundary
conditions under which performance totally mediates the relationship between effort and
satisfaction as posited in prevailing conceptual models. If the hypothesized relationships
are not supported empirically under boundary conditions, they are not likely to hold in
other situations.
A direct – selling company sells to the end users with the use of channel intermediaries. It
has been estimated recently that approximately 5.5 million Americans and a rapidly
growing number of people worldwide work for direct selling organizations and that
annual industry sales exceed $ fourteen billion dollar in the United States and forty
billion dollars globally. (Direct Selling Education Foundation 1993). The role ambiguity
and role conflict measures were taken from Rizzo, House, and Lirtzman (1970) and
consisted of six Likert such items each. The measures contained fewer items than the
original scales owing to eliminate of items that did not relate well to the direct-selling
context.
The Impact of Sales Force Effort on their Performance : A Study of Direct Sales in Banking Industry
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The Impact of Sales Force Effort on their Performance : A Study of Direct Sales in Banking Industry
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CHAPTER 3: RESEARCH METHODS
3.1 Method of Data Collection
The method, which has been used, for data collection was the Survey. As
surveying is one of the most crucial and important part of any research so it was also one
of the intricate and time consuming element of the research as it involves meeting
numerous number of people whom are part of different sorts of life. For this survey
especially questionnaire was been designed and it has been consciously attempted during
this survey that prior to filling the questionnaire from people the importance and reason
of the questionnaire should had been obvious on them in a way to evade any pointless
biasness on the part of the contributors. The sample was selected from all 10 different
local, private and foreign banks which have direct sales teams. It also cover the total
experience and experience in sales.
3.2 Sampling Technique
For this study, the Convenience Sampling Method has been used.
3.3 Sample Size
For this study the sample size which has been comprised of 100
reactants/respondents for the research. The reactants/respondents which were chosen
from 10 different local, private and foreign banks which have direct sales teams to obtain
the unbiased data as the research was been dependable upon it.
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3.4 Instrument of Data Collection
The instrument of data collection, which has been designed, for this research is
Questionnaire. Questionnaire has included 15 questions along with it is majorly divided
into four different sections and each one section has the similar layout in the
questionnaire.
The questions incorporated in the first section are based on Dependent Variable
(Performance), in the second, third and fourth sections are based on Independent Variable
(Work related effort, Role Ambiguity related effort, and Job Satisfaction & Job Security
related effort).
3.5 Research Model developed
The research model which was prepared, illustrates that Independent Variable
(Work related effort, Role Ambiguity related effort, and Job Satisfaction & Job Security
related effort) can predict Dependent Variable (Performance).
→
Work Related Effort
Role Ambiguity Related Effort
Job Satisfaction and Job Security Related
Effort
Performance
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3.6 Statistical Technique
For this research the Multiple Regression Analysis was been applied. In order to
test the hypothesis for the grounds that there are four independent variables (Work related
effort, Role Ambiguity related effort, and Job Satisfaction & Job Security related effort)
and one dependent variable (Performance).
Optimal scaling technique has been employed for this research, as the data was non-
parametric ordinal data or categorical data. Now have taken one dependent variable
(Performance) and have taken independent variable (Work related effort, Role Ambiguity
related effort, and Job Satisfaction & Job Security related effort). For the questionnaire
filling it has been attempted to offer every necessary awareness to the
reactants/respondents so they without difficulty provide their correct outlooks and ideas
as per inquired in the questionnaire which would be valuable for the statistical technique
to be executed.
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CHAPTER 4: RESULTS
4.1 Findings and Interpretation of the results
Table 4.1
Model Summaryb
Model R R SquareAdjusted R
SquareStd. Error of the
Estimate
1 .131a .017 -.014 .69918
a. Predictors: (Constant), Job Security and Job Satisfaction Related Effort, Role Ambiguity Related Effort, Work Related Effort
b. Dependent Variable: Performance
The model summary table informs the potency of the relationship among the model as
well as the dependent variable. The multiple correlation coefficients R, is the linear
correlation among the observed as well as model-predicted values of the dependent
variable. Its huge value signifies a strong relationship. The value of the multiple
correlation coefficients is the coefficient of determination squared, which is R Square. It
shows that only about 1.7 % the variation in time is explicates by the model. At this point
the value of Adjusted R Square has been taken for the reason that there are four
independent variables (job Security and job satisfaction related effort, role ambiguity
effort, and work related effort) and the value of Adjusted R Square is -.014.
The Impact of Sales Force Effort on their Performance : A Study of Direct Sales in Banking Industry
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Table 4.2 ANOVAb
ModelSum of Squares df
Mean Square F Sig.
1
Regression .821 3 .274 .560 .643a
Residual 46.930 96 .489
Total 47.751 99
a. Predictors: (Constant), Job Security and Job Satisfaction Related Effort, Role Ambiguity Related Effort, Work Related Effort
b. Dependent Variable: Performance
The test, which tests the acceptability of the model from a statistical viewpoint, is the
ANOVA table. The Regression row exhibits information regarding the variation
accounted for the model. The Residual row exhibits information regarding the variation,
which is not accounted for the model. The regression and residual sums of squares are
more or less equal, which point out that about half of the variation in (job Security and
job satisfaction related effort, role ambiguity effort, work related effort) time is explained
by the model. The value of significance of the F statistic is greater than 0.05, which
indicates that the deviation explained by the model is for the reason that of the chance. As
the ANOVA table is a helpful test of the model's capability to clarify any deviation in the
dependent variable, it straightly deals with the power of that relationship. Here the value
of F is .560 at P = 0.643 which is P>0.05, hence it is not significant.
The Impact of Sales Force Effort on their Performance : A Study of Direct Sales in Banking Industry
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Table 4.3
Coefficientsa
Model
Unstandardized Coefficients
Standardized
Coefficients
t Sig.
Collinearity Statistics
B Std. Error Beta Tolerance VIF
1
(Constant) 3.968 .476 8.330 .000
Work Related Effort
.017 .097 .021 .178 .859 .709 1.410
Role Ambiguity Related Effort
.027 .092 .031 .297 .767 .963 1.038
Job Security and Job Satisfaction Related Effort
-.157 .132 -.143 -1.185 .239 .705 1.418
a. Dependent Variable: Performance
In this table illustrates that there are the entire variables are significant variables which
are the job Security and job satisfaction related effort, role ambiguity effort, work related
effort that have not the significant value greater than 0.05. On the other hand the negative
value of beta shows the negative relationship between job security and job satisfaction
related effort and performance even as rest of the variables demonstrating the positive
association. As the cutoff point of t is 1.5, therefore here all the variables t value is less
than 1.5 so it has been rejected. Tolerance Test and VIF have shown that there is no
multicollinearity between the independent variable because the values of Tolerance Test
greater than the defined range of Tolerance Test which is 0.1-0.2 and the values of VIF is
less than the defined range of VIF which is 5-10.
The Impact of Sales Force Effort on their Performance : A Study of Direct Sales in Banking Industry
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4.2 Hypotheses Assessment Summary
Hypothesis Beta Value of Significance
Accepted/Rejected
Work Related Effort .017 .859 Rejected
Role Ambiguity Related Effort .027 .767Rejected
Job Security and Job Satisfaction Related Effort
-.157 .239Rejected
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CHAPTER 5: CONCLUSION, DISCUSSIONS,
IMPLICATIONS, LIMITATION, AND FUTURE
RESEARCH
5.1 Conclusions
In this research, the impact of effort on the performance in the field of direct sales
in banking industry is quite not visible. There are three hypotheses in this research. All
three of them test the impact of effort on the performance in the field of direct sales in
banking industry. According to the results of this research all three of independent
variables (Work related effort, Role Ambiguity related effort, and Job Satisfaction & Job
Security related effort) have no significant impact on dependent variable (Performance).
Independent variables (Work related effort, Role Ambiguity related effort, and Job
Satisfaction & Job Security related effort) have shown the insignificant value i.e. greater
than 0.05 which are reflecting the rejection of the hypotheses that would be comprehend
the insignificant impact of independent variables on dependent variable in this research
5.2 Discussions
Effort is used for identifying the variable which influences to work harder and
smarter, and identifying the reasons of sales according to the effort of the sales force as
per the analysis on the three variables (Work related effort, Role Ambiguity related
effort, and Job Satisfaction & Job Security related effort). In this research the data was
been collected through a questionnaire. 100 males and females from different sales
department of the banks, they were been asked to fill the questionnaire so that the
The Impact of Sales Force Effort on their Performance : A Study of Direct Sales in Banking Industry
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diversity of the data would become part of the research. The reason of the study is to
discover out the outcome of independent variables (Work related effort, Role Ambiguity
related effort, and Job Satisfaction & Job Security related effort) on dependent variable
(Performance) in the field of the direct sales in banking industry. For this research
regression analysis was used to test the significances of the independent variables (Work
related effort, Role Ambiguity related effort, and Job Satisfaction & Job Security related
effort) in forecasting the dependent variable (Performance). The result of the test
interpreted that all three of the independent variables (Work related effort, Role
Ambiguity related effort, and Job Satisfaction & Job Security related effort) are
insignificantly forecasting the dependent variable (Performance) These results have
shown that the Price Work related effort, Role Ambiguity related effort, and Job
Satisfaction & Job Security related effort in significantly influenced their Performance.
5.3 Implications and Recommendations
In this research it has been proved that all the independent variables (Work related
effort, Role Ambiguity related effort, and Job Satisfaction & Job Security related effort)
used in this particular research have no significant impact on the dependent variable
(Performance) but it is recommended to take compensation as independent variable
against performance to check the impact.
5.4 Limitation and Future Research
During the research compensation variable might have significant impact on the
dependent variable (Performance) as per our Pakistani market because sales force people
The Impact of Sales Force Effort on their Performance : A Study of Direct Sales in Banking Industry
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are mostly undergraduate and have no plan to study further so they have focused on
compensation side thus it is recommended to take compensation factor as independent
variable against performance in future.
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The Impact of Sales Force Effort on their Performance : A Study of Direct Sales in Banking Industry
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APENDIX
Filled Questionnaire
Unfilled Questionnaire
Total Output
SPSS Variable View
SPSS Data View
The Impact of Sales Force Effort on their Performance : A Study of Direct Sales in Banking Industry
28
Filled Questionnaire
The Impact of Sales Force Effort on their Performance : A Study of Direct Sales in Banking Industry
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The Impact of Sales Force Effort on their Performance : A Study of Direct Sales in Banking Industry
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The Impact of Sales Force Effort on their Performance : A Study of Direct Sales in Banking Industry
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Unfilled Questionnaire
Impact of sales force effort on their performance
Name _______________________ Gender_______________________
Age_________________________ Education_____________________
Total experience ______________ Current Organization____________
Do you have an experience in sales?
Yes No
Since how long have you been associated with sales organization?
Less than a year. Between one year to three years. More than three years to five years. More than five years
Based on your experience to evaluate your effort on your performance.
Tick mark (√) the appropriate option given against each question.
Performance:
Sr.
Questions Strongly Disagree
Disagree Neutral Agree Strongly Agree
1 Does work related effort become an important attribute to perform well?
2 Does role ambiguity related effort become an important attribute to perform well?
3 Does job satisfaction and job security related effort become an important attribute to perform
The Impact of Sales Force Effort on their Performance : A Study of Direct Sales in Banking Industry
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well?
Work-related effort:
Sr.
Questions Strongly Disagree
Disagree Neutral Agree Strongly Agree
1 Does working environment effect on your effort to perform well?
2 Do you feel good co-workers impact positively on your effort to perform well?
3 Does motivation during working hours give improve effort to perform well?
4 Do you feel that on job training has significant impact on your effort?
Role Ambiguity related effort:
Sr. Questions Strongly Disagree
Disagree Neutral Agree Strongly Agree
1 Do you feel that proper career path play an important role on effort to perform well?
2 Does timely elevation effect on effort?
3 Do you feel that role diversification has significant impact on effort to perform well?
4 Do you feel that working on same role negatively effect on
The Impact of Sales Force Effort on their Performance : A Study of Direct Sales in Banking Industry
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effort to perform well?
Job Satisfaction and Job Security related effort:
Sr.
Questions Strongly Disagree
Disagree Neutral Agree Strongly Agree
1 Do you feel job security has significant impact on effort to perform?
2 Does job security have positive effect on satisfaction to perform well?
3 Do you feel job satisfaction enable you to put effort in the positive direction?
4 Does compensation has positive effect on job satisfaction?
The Impact of Sales Force Effort on their Performance : A Study of Direct Sales in Banking Industry
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TOTAL OUTPUT
Regression
Regression
Variables Entered/Removed
ModelVariables Entered
Variables Removed Method
1
Job Security and Job Satisfaction Related Effort, Role Ambiguity Related Effort, Work Related Efforta
. Enter
a. All requested variables entered.
Model Summaryb
Model R R SquareAdjusted R
SquareStd. Error of the Estimate
1 .131a .017 -.014 .69918
a. Predictors: (Constant), Job Security and Job Satisfaction Related Effort, Role Ambiguity Related Effort, Work Related Effort
b. Dependent Variable: Performance
The Impact of Sales Force Effort on their Performance : A Study of Direct Sales in Banking Industry
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ANOVAb
ModelSum of Squares Df Mean Square F Sig.
1
Regression .821 3 .274 .560 .643a
Residual 46.930 96 .489
Total 47.751 99
a. Predictors: (Constant), Job Security and Job Satisfaction Related Effort, Role Ambiguity Related Effort, Work Related Effort
b. Dependent Variable: Performance
Coefficientsa
Model
Unstandardized Coefficients
Standardized Coefficients
t Sig.
Collinearity Statistics
B Std. Error Beta Tolerance VIF
1
(Constant) 3.968 .476 8.330.00
0
Work Related Effort
.017 .097 .021 .178.85
9.709 1.410
Role Ambiguity Related Effort
.027 .092 .031 .297.76
7.963 1.038
Job Security and Job Satisfaction Related Effort
-.157 .132 -.143-
1.185.23
9.705 1.418
a. Dependent Variable: Performance
The Impact of Sales Force Effort on their Performance : A Study of Direct Sales in Banking Industry
36
SPSS Variable View
The Impact of Sales Force Effort on their Performance : A Study of Direct Sales in Banking Industry
37
SPSS Data View
The Impact of Sales Force Effort on their Performance : A Study of Direct Sales in Banking Industry
38
Sr. Total Experience Experience in Sales Role Ambiguity Related EffortJob Security and Job Satisfaction Related Effort
Q.No1 Q.No2 Q.No3 Q.No1 Q.No2 Q.No3 Q.No4 Q.No1 Q.No2 Q.No3 Q.No4 Q.No1 Q.No2 Q.No3 Q.No41 4 1 5 1 4 4 3 5 4 5 4 3 4 3 4 5 5 3.33 4.00 4.00 4.252 4 1 4 3 5 5 4 1 1 3 1 4 1 4 4 4 4 4.00 2.75 2.25 4.003 3 1 5 4 1 4 3 5 5 4 5 4 3 2 5 3 5 3.33 4.25 4.00 3.754 4 1 4 3 5 3 1 2 4 2 4 1 5 1 4 4 4 4.00 2.50 3.00 3.255 4 2 3 1 2 4 2 4 3 4 5 3 4 4 2 3 1 2.00 3.25 4.00 2.506 3 1 4 2 4 5 4 5 3 1 4 4 5 5 5 5 4 3.33 4.25 3.50 4.757 3 1 5 4 5 5 3 4 4 5 5 2 4 4 4 3 5 4.67 4.00 4.00 4.008 3 1 5 3 4 1 5 2 2 3 2 3 1 3 4 2 3 4.00 2.50 2.25 3.009 3 1 1 5 2 4 2 4 3 4 4 4 5 5 3 4 3 2.67 3.25 4.25 3.7510 4 2 5 4 3 5 3 5 5 1 5 3 3 4 4 5 2 4.00 4.50 3.00 3.7511 3 1 3 1 4 4 4 3 5 4 5 4 5 3 5 4 4 2.67 4.00 4.50 4.0012 3 1 4 5 4 5 2 5 3 3 3 1 4 4 3 2 5 4.33 3.75 2.75 3.5013 2 1 2 4 1 2 1 3 1 5 5 3 2 2 5 4 4 2.33 1.75 3.75 3.7514 4 2 4 5 3 3 5 5 3 5 4 4 5 4 4 4 2 4.00 4.00 4.50 3.5015 4 1 1 4 4 1 3 1 2 4 5 3 4 5 3 3 1 3.00 1.75 4.00 3.0016 2 1 5 5 2 4 3 5 4 1 4 3 4 3 3 5 2 4.00 4.00 3.00 3.2517 3 1 3 2 3 5 4 4 1 3 1 4 1 4 4 4 4 2.67 3.50 2.25 4.0018 2 1 4 4 4 4 3 5 5 4 5 2 3 5 5 3 5 4.00 4.25 3.50 4.5019 3 1 1 5 3 3 1 2 4 2 1 1 5 1 1 4 4 3.00 2.50 2.25 2.5020 2 1 3 4 5 4 2 4 3 4 5 3 4 4 2 3 1 4.00 3.25 4.00 2.5021 3 2 4 4 4 4 4 3 5 4 5 4 5 3 5 4 4 4.00 4.00 4.50 4.0022 4 1 2 5 3 5 2 5 3 3 3 1 4 4 3 2 5 3.33 3.75 2.75 3.5023 4 1 1 4 4 2 1 3 1 5 5 3 2 2 5 4 4 3.00 1.75 3.75 3.7524 4 1 4 2 3 3 5 5 3 5 4 4 5 4 4 4 2 3.00 4.00 4.50 3.5025 4 1 5 5 5 1 3 1 2 4 5 3 4 5 3 3 1 5.00 1.75 4.00 3.0026 4 1 4 4 3 4 3 5 4 1 4 3 4 3 3 5 2 3.67 4.00 3.00 3.2527 4 1 3 4 2 5 4 4 1 3 1 4 1 4 4 4 4 3.00 3.50 2.25 4.0028 3 1 5 3 4 4 3 5 5 4 5 2 3 5 5 3 5 4.00 4.25 3.50 4.5029 4 1 4 4 5 3 1 2 4 2 1 1 5 1 1 4 4 4.33 2.50 2.25 2.5030 4 2 3 5 4 4 2 4 3 4 5 3 4 4 2 3 1 4.00 3.25 4.00 2.5031 3 1 4 3 2 5 4 5 3 1 4 4 5 5 5 5 4 3.00 4.25 3.50 4.7532 3 1 2 5 4 5 3 4 4 5 5 2 4 4 4 3 5 3.67 4.00 4.00 4.0033 3 1 4 4 4 1 5 2 2 3 2 3 1 3 4 2 3 4.00 2.50 2.25 3.0034 3 1 5 3 3 4 2 4 3 4 4 4 5 5 3 4 3 3.67 3.25 4.25 3.7535 4 2 3 3 5 5 3 5 5 1 5 3 3 4 4 5 2 3.67 4.50 3.00 3.7536 3 1 5 4 3 4 4 3 5 4 5 4 5 3 5 4 4 4.00 4.00 4.50 4.0037 3 1 3 1 4 5 2 5 3 3 3 1 4 4 3 2 5 2.67 3.75 2.75 3.5038 2 1 4 5 4 2 1 3 1 5 5 3 2 2 5 4 4 4.33 1.75 3.75 3.7539 4 2 2 4 1 3 5 5 3 5 4 4 5 4 4 4 2 2.33 4.00 4.50 3.5040 4 1 4 5 3 1 3 1 2 4 5 3 4 5 3 3 1 4.00 1.75 4.00 3.0041 2 1 1 4 4 5 4 5 3 1 4 4 5 5 5 5 4 3.00 4.25 3.50 4.7542 3 1 5 5 2 5 3 4 4 5 5 2 4 4 4 3 5 4.00 4.00 4.00 4.0043 2 1 3 2 3 1 5 2 2 3 2 3 1 3 4 2 3 2.67 2.50 2.25 3.0044 3 1 4 4 4 4 2 4 3 4 4 4 5 5 3 4 3 4.00 3.25 4.25 3.7545 2 1 1 5 3 5 3 5 5 1 5 3 3 4 4 5 2 3.00 4.50 3.00 3.75
Role Ambiguity
related effort
Job Security and job
Satisfaction related effort
Work Related EffortPerformanceWork
Related Effort
Performance
The Impact of Sales Force Effort on their Performance : A Study of Direct Sales in Banking Industry
39
46 3 2 4 5 4 4 3 5 4 1 4 3 4 3 3 5 2 4.33 4.00 3.00 3.2547 4 1 3 3 1 5 4 4 1 3 1 4 1 4 4 4 4 2.33 3.50 2.25 4.0048 4 1 5 5 3 4 3 5 5 4 5 2 3 5 5 3 5 4.33 4.25 3.50 4.5049 4 1 5 4 4 3 1 2 4 2 1 1 5 1 1 4 4 4.33 2.50 2.25 2.5050 4 1 5 5 2 4 2 4 3 4 5 3 4 4 2 3 1 4.00 3.25 4.00 2.5051 3 1 5 1 4 4 3 5 4 5 4 3 4 3 4 5 5 3.33 4.00 4.00 4.2552 2 1 4 3 5 5 4 1 1 3 1 4 1 4 4 4 4 4.00 2.75 2.25 4.0053 4 2 5 4 1 4 3 5 5 4 5 4 3 2 5 3 5 3.33 4.25 4.00 3.7554 4 1 4 3 5 3 1 2 4 2 4 1 5 1 4 4 4 4.00 2.50 3.00 3.2555 2 1 3 1 2 4 2 4 3 4 5 3 4 4 2 3 1 2.00 3.25 4.00 2.5056 3 1 4 2 4 5 4 5 3 1 4 4 5 5 5 5 4 3.33 4.25 3.50 4.7557 2 1 5 4 5 5 3 4 4 5 5 2 4 4 4 3 5 4.67 4.00 4.00 4.0058 3 1 5 3 4 1 5 2 2 3 2 3 1 3 4 2 3 4.00 2.50 2.25 3.0059 4 1 1 5 2 4 2 4 3 4 4 4 5 5 3 4 3 2.67 3.25 4.25 3.7560 4 1 5 4 3 5 3 5 5 1 5 3 3 4 4 5 2 4.00 4.50 3.00 3.7561 2 1 3 1 4 4 4 3 5 4 5 4 5 3 5 4 4 2.67 4.00 4.50 4.0062 3 2 4 5 4 5 2 5 3 3 3 1 4 4 3 2 5 4.33 3.75 2.75 3.5063 4 1 2 4 1 2 1 3 1 5 5 3 2 2 5 4 4 2.33 1.75 3.75 3.7564 4 1 4 5 3 3 5 5 3 5 4 4 5 4 4 4 2 4.00 4.00 4.50 3.5065 4 1 1 4 4 1 3 1 2 4 5 3 4 5 3 3 1 3.00 1.75 4.00 3.0066 4 1 5 5 2 4 3 5 4 1 4 3 4 3 3 5 2 4.00 4.00 3.00 3.2567 3 1 3 2 3 5 4 4 1 3 1 4 1 4 4 4 4 2.67 3.50 2.25 4.0068 3 1 4 4 4 4 3 5 5 4 5 2 3 5 5 3 5 4.00 4.25 3.50 4.5069 4 2 1 5 3 3 1 2 4 2 1 1 5 1 1 4 4 3.00 2.50 2.25 2.5070 3 1 3 4 5 4 2 4 3 4 5 3 4 4 2 3 1 4.00 3.25 4.00 2.5071 3 1 4 4 4 4 4 3 5 4 5 4 5 3 5 4 4 4.00 4.00 4.50 4.0072 2 1 2 5 3 5 2 5 3 3 3 1 4 4 3 2 5 3.33 3.75 2.75 3.5073 4 2 1 4 4 2 1 3 1 5 5 3 2 2 5 4 4 3.00 1.75 3.75 3.7574 4 1 4 2 3 3 5 5 3 5 4 4 5 4 4 4 2 3.00 4.00 4.50 3.5075 2 1 5 5 5 1 3 1 2 4 5 3 4 5 3 3 1 5.00 1.75 4.00 3.0076 3 1 4 4 3 4 3 5 4 1 4 3 4 3 3 5 2 3.67 4.00 3.00 3.2577 2 1 3 4 2 5 4 4 1 3 1 4 1 4 4 4 4 3.00 3.50 2.25 4.0078 3 1 5 3 4 4 3 5 5 4 5 2 3 5 5 3 5 4.00 4.25 3.50 4.5079 2 1 4 4 5 3 1 2 4 2 1 1 5 1 1 4 4 4.33 2.50 2.25 2.5080 4 1 3 5 4 4 2 4 3 4 5 3 4 4 2 3 1 4.00 3.25 4.00 2.5081 4 1 4 3 2 5 4 5 3 1 4 4 5 5 5 5 4 3.00 4.25 3.50 4.7582 3 1 2 5 4 5 3 4 4 5 5 2 4 4 4 3 5 3.67 4.00 4.00 4.0083 4 1 4 4 4 1 5 2 2 3 2 3 1 3 4 2 3 4.00 2.50 2.25 3.0084 4 2 5 3 3 4 2 4 3 4 4 4 5 5 3 4 3 3.67 3.25 4.25 3.7585 3 1 3 3 5 5 3 5 5 1 5 3 3 4 4 5 2 3.67 4.50 3.00 3.7586 3 1 5 4 3 4 4 3 5 4 5 4 5 3 5 4 4 4.00 4.00 4.50 4.0087 2 1 3 1 4 5 2 5 3 3 3 1 4 4 3 2 5 2.67 3.75 2.75 3.5088 4 1 4 5 4 2 1 3 1 5 5 3 2 2 5 4 4 4.33 1.75 3.75 3.7589 4 1 2 4 1 3 5 5 3 5 4 4 5 4 4 4 2 2.33 4.00 4.50 3.5090 4 1 4 5 3 1 3 1 2 4 5 3 4 5 3 3 1 4.00 1.75 4.00 3.0091 4 2 1 4 4 5 4 5 3 1 4 4 5 5 5 5 4 3.00 4.25 3.50 4.7592 3 1 5 5 2 5 3 4 4 5 5 2 4 4 4 3 5 4.00 4.00 4.00 4.0093 3 1 3 2 3 1 5 2 2 3 2 3 1 3 4 2 3 2.67 2.50 2.25 3.0094 2 1 4 4 4 4 2 4 3 4 4 4 5 5 3 4 3 4.00 3.25 4.25 3.7595 3 2 1 5 3 5 3 5 5 1 5 3 3 4 4 5 2 3.00 4.50 3.00 3.7596 4 1 4 5 4 4 3 5 4 1 4 3 4 3 3 5 2 4.33 4.00 3.00 3.2597 4 1 3 3 1 5 4 4 1 3 1 4 1 4 4 4 4 2.33 3.50 2.25 4.0098 3 1 5 5 3 4 3 5 5 4 5 2 3 5 5 3 5 4.33 4.25 3.50 4.5099 3 1 5 4 4 3 1 2 4 2 1 1 5 1 1 4 4 4.33 2.50 2.25 2.50
100 4 2 5 5 2 4 2 4 3 4 5 3 4 4 2 3 1 4 3.25 4 2.5
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