Differing Effects of Sales Control Systems Goals on Salesperson Motivation and Job Satisfaction Anne Gottfried (DBA Graduate), Joseph F. Hair, Jr. (Committee Chair), Marko Sarstedt (Committee Member), Brian N. Rutherford (Committee Member and Richard Plank (Reader)
Sales managers determine the level of difficulty of goals, develop systems to control sales personnel, and create the psychological climate of the organization in which the sales team operates. This research examined how to design the most effective sales control system when different types of goals influence sales force motivation and ultimately, job satisfaction. The understanding gained about which types of goals are associated with the strongest motivation and the highest job satisfaction is of practical important to managers as they attempt to increase sales force efforts in pursuing specific challenging goals that benefit their organizations. The job satisfaction of sales personnel should be examined based on an understanding of the different components of overall job satisfaction, including satisfaction with supervisors, co-workers, customers, compensation, promotion, and company policies. The increased insights gained through the examination of the role each component of satisfaction played in the overall design of more effective sales force control systems should be particularly useful for sales managers. Overview
10 | DBA Summary
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