Industrial Salesforce Motivation and Herzberg's Dual Factor Theory: A UK Perspective

Shipley, Dvid B.; Kiely, Julia A.
May 1986
Journal of Personal Selling & Sales Management;May86, Vol. 6 Issue 1, p9
Academic Journal
The primacy of personal selling in industrial communications strategy emphasizes the need for effective sales management. A necessary component of this is the implementation of an effective program for the motivation of salesforce members. This is critical since salespersons' motivation is related to salesforce costs, absenteeism, turnover, supervision needs and achievement and because high salesforce motivation is thought to ideally lead to high salesforce performance. Notwithstanding this, however, sales managers have long found the task of motivating their salespersons to be a difficult one, with no simple answers readily available. This has resulted in a long search for ideas among both sales managers and academics. Recent research on this topic has focused on the Dual Factor Theory of Motivation (DFT). Theories of worker motivation invariably focus on a paradigm involving job satisfaction, motivation and performance. Much importance attaches to these concepts so that some early clarification is justified. Motivation and satisfaction are conceptually distinct. Job satisfaction is an emotional response accompanying thoughts or actions related to work.


Related Articles

  • MOTIVATION (NON FINANCIAL) & JOB SATISFACTION.  // Journal of Personal Selling & Sales Management;Spring89, Vol. 9 Issue 1, p61 

    The article presents information on some papers on motivation and job satisfaction. The paper "Salesforce Turnover: Those Who Left and Those Who Stayed," published in the recent issue of the Industrial Marketing Management focused on a large computer manufacturer that experienced nearly a 20%...

  • What Really Motivates Employees. Adubato, Steve // njbiz;7/12/2004, Vol. 17 Issue 28, p17 

    Presents information on what motivates people in the workplace. Disparity between what managers think motivates people and what the employees say motivates them; Connection between the satisfaction of employees and their relationship with their boss; Advice to managers on how to show...

  • Casual Attributions and Expectancy Estimates: A Framework for Understanding the Dynamics of Salesforce Motivation. Teas, R. Kenneth; McElroy, James C. // Journal of Marketing;Jan1986, Vol. 50 Issue 1, p75 

    The authors present a conceptual framework for integrating attribution theory within an expectancy model of salesforce motivation. Emphasis is placed on the development of hypotheses surrounding the effect of causal attributions on expectancy beliefs as well as on factors influencing this...

  • Worker Motivation: Unsolved Problem or Untapped Resource? Rabinowitz, William; Falkenbach, Kenneth; Travers, Jeffrey R.; Valentine, C. Glenn; Weener, Paul // California Management Review;Jan1983, Vol. 25 Issue 2, p45 

    A new study of almost eleven thousand hourly employees in thirty-seven firms finds that workers are especially critical of the way they are treated by organizations. But despite complaints about inequities, inadequate opportunities, and lack of communication, workers overwhelmingly regarded...

  • A Comparative Study of the Motivational Environment Surrounding First-Line Supervisors in Three Countries. Alpander, Guvenc G. // Columbia Journal of World Business;Fall84, Vol. 19 Issue 3, p95 

    This article reports the results and implications of an exploratory study comparing the patterns of motivational factors among first-line supervisors in manufacturing organizations in Holland, France, and the US. It concludes that these patterns differ greatly, each country having different...

  • FACTOR ANALYTIC DEFINITIONS OF VOCATIONAL MOTIVATION. Crites, John O. // Journal of Applied Psychology;Oct61, Vol. 45 Issue 5, p330 

    The article presents a study which investigated the existence of interrelationships among the Occupational Attitude Rating Scales (OARS), Work Satisfaction Questionnaire (WSQ) and Job Incentive Ranking (JIR) scales. The variables for the OARS, WSQ and JIR were intercorrelated by product-moment...

  • SATISFACTION WITH THE WORK ITSELF. Ford, Robert N.; Borgatta, Edgar F. // Journal of Applied Psychology;Apr70, Vol. 54 Issue 2, p128 

    Emphasis of recent theory on motivating workers through the "work itself" has required closer examination of attitudes toward work. A systematic development, based on both theoretical considerations and field experience, led to a factor analytically based set of variables. These are...

  • Salesperson Motivation to Perform and Job Satisfaction: A Sales Contest Participant Perspective. Beltramini, Richard F.; Evans, Kenneth R. // Journal of Personal Selling & Sales Management;Aug88, Vol. 8 Issue 2, p35 

    Sales contests are a common tool available to motivate salespeople to perform and enhance overall job satisfaction. In fact, they have become so commonplace that most selling and sales management textbooks routinely cover them, most sales managers routinely employ them, and most salespeople...

  • MOTIVATION (NON-FINANCIAL) AND JOB SATISFACTION.  // Journal of Personal Selling & Sales Management;Aug88, Vol. 8 Issue 2, p63 

    The article presents the paper "Outcomes of Organizational Commitment of Retail Salespersons," from "Developments in Marketing Science," by Paulos Michaels and edited by Kenneth D. Bahn. This is an empirical study of the outcomes of organizational commitment and overall job satisfaction within...


Read the Article


Sign out of this library

Other Topics