A Theoretical Basis of Work Behaviours of Salespeople in the Multinational Firms in Nigeria

Joseph I. Uduji


At any one time ability and technique may make the difference as to whether a sale is won or lost, but the key factor in sale performance over time is motivation.  The motivation problem is how to get salespeople who operate on their own, away from head office, in a hostile environment, geographically distant, at a relatively high cost, to do their job well in the way management wants it to be done. Salespeople respond to stimulus and sales managers can influence this process. The motivation of salespeople is neither easy nor straight forward but there is no doubt that it has great significance of sales performance. Part of the complexity of this problem is the multiplicative nature of variables which impact on performance such as aptitude, role perception and the components of motivation itself. The problem is compounded of the individuality of selling job since the nature of the task, the individual’s perception of each element and the prospect’s reaction to the stimuli are all variable. Hence an attempt is made in this study to analyze the basis of the low motivation of the salespeople with a view to prescribing solutions to the multinational firms in Nigeria. In discussing the missing link in salesforce motivation effort, much is drawn from the Vroom’s Expectancy Theory. A sample of 350 salespeople and managers in selected multinational firms in Nigeria was determined using a mean. The hypothesis was tested using the Multiple Analysis of Variance (MANOVA) statistics to obtain the result that gives high F-values and P<0.000 showing that the results generated are not due chance, thus are correct and significant. Also with r-square values that are at least 0.820, a very strong relation is established between the research questions. Having adjusted r-squared values that are at least 0.818, it is determined that at least 81.8% of change is caused by the independent variable Based on this, the null hypothesis is rejected, indicating that a salesperson’s work behaviour and motivation will be high when salespeople believe that high levels of effort lead to high performance, and high performance leads to attainment of desired outcomes. The formula for the management salesforce motivation is recommended as follows: First, give status reward; second, pay particular attention to role problems and rejection handling, especially for new recruits; third arrange frequent communication, both individually and via regional or team meetings. Fourth, provide coaching and training for sales staff, including special assignments for older, more experienced staff; finally, stay close to subordinates-be available and understanding.


Keywords: Work Behaviours, Human Relations Movement, Salespeople, Motivation Theories, Job Enrichment, Expectancy Theory, Need Theories, Multiple Analysis of Variance.

Full Text: PDF
Download the IISTE publication guideline!

To list your conference here. Please contact the administrator of this platform.

Paper submission email: RJFA@iiste.org

ISSN (Paper)2222-1697 ISSN (Online)2222-2847

Please add our address "contact@iiste.org" into your email contact list.

This journal follows ISO 9001 management standard and licensed under a Creative Commons Attribution 3.0 License.

Copyright © www.iiste.org