Question 1

What are the relationships among sales expectations, valences for performance, instrumentalities and valences for rewards?

Accepted Answer

Expectancies are the salesperson's estim

Question 2

All of the following are examples of organizational variables that would influence sales performance EXCEPT:

Accepted Answer

A)  How closely the sales force is supervised 
B)  The number of competitors in a territory 
C)  The company's advertising expenditures 
D)  The firm's current market share 
E)  The amount of role conflict 
A)  How closely the sales force is supervised 
B)  The number of competitors in a territory 
C)  The company's advertising expenditures 
D)  The firm's current market share 
E)  The amount of role conflict

Question 3

Which of the following organizational citizenship behaviors is a proactive behavior that includes making recommendations to management that will improve the overall performance of the organization?

Accepted Answer

A)  Sportsmanship 
B)  Civic virtue 
C)  Conscientiousness 
D)  Altruism 
E)  Competition 
A)  Sportsmanship 
B)  Civic virtue 
C)  Conscientiousness 
D)  Altruism 
E)  Competition

Question 4

Petra is trying to increase the sense of job satisfaction among her salespeople. She will likely consider which of the following dimensions of job satisfaction?

Accepted Answer

A)  Promotion and advancement opportunities 
B)  Supervision 
C)  Customers 
D)  Coworkers 
E)  All of the above 
A)  Promotion and advancement opportunities 
B)  Supervision 
C)  Customers 
D)  Coworkers 
E)  All of the above

Question 5

After talking with his manager, a salesperson thought he was supposed to be spending about 20 percent of his time prospecting and qualifying new customers. The manager actually wants him to spend 50 percent of his time on finding new customers. The salesperson is experiencing:

Accepted Answer

A)  Job demotivation 
B)  Role inaccuracy 
C)  Role ambiguity 
D)  Task incompatibility 
E)  Role conflict 
A)  Job demotivation 
B)  Role inaccuracy 
C)  Role ambiguity 
D)  Task incompatibility 
E)  Role conflict

Question 6

Describe examples of organizational and personal variables that influence sales performance?

Accepted Answer

Factors such as advertising, market shar

Question 7

The job itself, fellow workers, supervision, company policies, pay, promotion and advancement opportunities and customers are all dimensions of:

Accepted Answer

A)  The sales performance model 
B)  Job satisfaction 
C)  Motivation 
D)  Job aptitude 
E)  Organization culture 
A)  The sales performance model 
B)  Job satisfaction 
C)  Motivation 
D)  Job aptitude 
E)  Organization culture

Question 8

Skill levels refer to the individual's learned proficiency at performing the tasks necessary to get the job done.

Accepted Answer

A) True 
 B)False

Question 9

Role expectations:

Accepted Answer

A)  Have been developed in a general form to cover every industry and every type of sales position 
B)  Are very similar from one type of role partner to another 
C)  Are inconsistent among salespeople 
D)  Seldom conflict with expectations of family members or supervisors 
E)  Are accurately described by none of the above 
A)  Have been developed in a general form to cover every industry and every type of sales position 
B)  Are very similar from one type of role partner to another 
C)  Are inconsistent among salespeople 
D)  Seldom conflict with expectations of family members or supervisors 
E)  Are accurately described by none of the above

Question 10

Close supervision of the sales force by the sales manager has been referred to as a two-edged sword because it:

Accepted Answer

A)  Reduces both role conflict and role ambiguity 
B)  Requires the boundary-spanning salesperson to please both internal and external stakeholders 
C)  Helps reduce role inaccuracy while increasing role ambiguity 
D)  Improves sales force performance while using up a huge amount of the sales manager's time 
E)  Encourages linkage role inaccuracies while increasing motivation levels 
A)  Reduces both role conflict and role ambiguity 
B)  Requires the boundary-spanning salesperson to please both internal and external stakeholders 
C)  Helps reduce role inaccuracy while increasing role ambiguity 
D)  Improves sales force performance while using up a huge amount of the sales manager's time 
E)  Encourages linkage role inaccuracies while increasing motivation levels

Question 11

Perceived role conflict is unaffected by how closely salespeople are supervised.

Accepted Answer

A) True 
 B)False

Question 12

Sales managers can reduce the amount of role ambiguity and conflict the sales force experiences by:

Accepted Answer

A)  Giving them an input in determining the standards by which they are evaluated 
B)  Providing them with sales training opportunities 
C)  Giving salespeople a greater voice in what they do and how they do it 
D)  Altering the organization's span of control 
E)  Any or all of the above 
A)  Giving them an input in determining the standards by which they are evaluated 
B)  Providing them with sales training opportunities 
C)  Giving salespeople a greater voice in what they do and how they do it 
D)  Altering the organization's span of control 
E)  Any or all of the above

Question 13

Bill Jason overheard a salesperson ask, ""If I put more effort into my job, will I increase my performance?"" In terms of motivation, this question deals with:

Accepted Answer

A)  Role accuracy 
B)  Valence for rewards 
C)  Instrumentality 
D)  Valence for performance 
E)  Expectancy 
A)  Role accuracy 
B)  Valence for rewards 
C)  Instrumentality 
D)  Valence for performance 
E)  Expectancy

Question 14

Innovative salespeople are likely to experience less role ambiguity and more accurate role perceptions than non-innovative salespeople.

Accepted Answer

A) True 
 B)False

Question 15

A textbook salesperson who cannot tell his customers when texts will be shipped to the bookstores is experiencing perceived role ambiguity.

Accepted Answer

A) True 
 B)False

Question 16

Roger, a sales rep for an office furniture company is not sure whether he should be spending time showing customers how to assemble the furniture. Roger is experiencing a __________ concern.

Accepted Answer

A)  Role expectancy 
B)  Role ambiguity 
C)  Role conflict 
D)  Role inaccuracy 
E)  Role rotation 
A)  Role expectancy 
B)  Role ambiguity 
C)  Role conflict 
D)  Role inaccuracy 
E)  Role rotation

Question 17

Perceived role conflict occurs when a salesperson is uncertain about how his or her performance will be evaluated.

Accepted Answer

A) True 
 B)False

Question 18

The expectations associated with organizational citizenship behaviors are consistent with

Accepted Answer

A)  Transactions selling 
B)  Instrumentalities 
C)  The Better Business Bureau 
D)  Relationship selling 
E)  Perceived role ambiguities 
A)  Transactions selling 
B)  Instrumentalities 
C)  The Better Business Bureau 
D)  Relationship selling 
E)  Perceived role ambiguities

Question 19

Which of the following organizational citizenship behaviors is exemplified by mentoring younger salespeople?

Accepted Answer

A)  Sportsmanship 
B)  Civic virtue 
C)  Conscientiousness 
D)  Altruism 
E)  Competition 
A)  Sportsmanship 
B)  Civic virtue 
C)  Conscientiousness 
D)  Altruism 
E)  Competition

Question 20

General role inaccuracy:

Accepted Answer

A)  Produces consequences similar to those caused by role conflict and ambiguity 
B)  Arises because the salesperson incorrectly perceives the relationships between the activities and performance dimensions or between the performance dimensions and the rewards 
C)  Is only found in sales positions 
D)  Arises from conditions that are dramatically different from those that create role conflict and ambiguity 
E)  None of the above 
A)  Produces consequences similar to those caused by role conflict and ambiguity 
B)  Arises because the salesperson incorrectly perceives the relationships between the activities and performance dimensions or between the performance dimensions and the rewards 
C)  Is only found in sales positions 
D)  Arises from conditions that are dramatically different from those that create role conflict and ambiguity 
E)  None of the above

What are the relationships among sales expectations, valences for performance, instrumentalities and valences for rewards?

All of the following are examples of organizational variables that would influence sales performance EXCEPT:

Which of the following organizational citizenship behaviors is a proactive behavior that includes making recommendations to management that will improve the overall performance of the organization?

Petra is trying to increase the sense of job satisfaction among her salespeople. She will likely consider which of the following dimensions of job satisfaction?

After talking with his manager, a salesperson thought he was supposed to be spending about 20 percent of his time prospecting and qualifying new customers. The manager actually wants him to spend 50 percent of his time on finding new customers. The salesperson is experiencing:

Describe examples of organizational and personal variables that influence sales performance?

The job itself, fellow workers, supervision, company policies, pay, promotion and advancement opportunities and customers are all dimensions of:

Skill levels refer to the individual's learned proficiency at performing the tasks necessary to get the job done.

Role expectations:

Close supervision of the sales force by the sales manager has been referred to as a two-edged sword because it:

Perceived role conflict is unaffected by how closely salespeople are supervised.

Sales managers can reduce the amount of role ambiguity and conflict the sales force experiences by:

Bill Jason overheard a salesperson ask, ""If I put more effort into my job, will I increase my performance?"" In terms of motivation, this question deals with:

Innovative salespeople are likely to experience less role ambiguity and more accurate role perceptions than non-innovative salespeople.

A textbook salesperson who cannot tell his customers when texts will be shipped to the bookstores is experiencing perceived role ambiguity.

Roger, a sales rep for an office furniture company is not sure whether he should be spending time showing customers how to assemble the furniture. Roger is experiencing a __________ concern.

Perceived role conflict occurs when a salesperson is uncertain about how his or her performance will be evaluated.

The expectations associated with organizational citizenship behaviors are consistent with

Which of the following organizational citizenship behaviors is exemplified by mentoring younger salespeople?

General role inaccuracy:

Introduction to Sales Management in the Twenty-First Century

The Process of Selling and Buying

Linking Strategies and the Sales Role in the Era of Customer Relationship Management

Organizing the Sales Effort

The Strategic Role of Information in Sales Management Comprehensive Cases for Part One

Salesperson Performance: Motivating the Sales Force

Personal Characteristics and Sales Aptitude: Criteria for Selecting Salespeople

Sales Force Recruitment and Selection

Sales Training: Objectives, Techniques, and Evaluation

Salesperson Compensation and Incentives Comprehensive Cases for Part Two

Cost Analysis

Evaluating Salesperson Performance

Filters

Exam 6: Salesperson Performance: Behavior, Role Perceptions, and Satisfaction

What are the relationships among sales expectations, valences for performance, instrumentalities and valences for rewards?

All of the following are examples of organizational variables that would influence sales performance EXCEPT:

Which of the following organizational citizenship behaviors is a proactive behavior that includes making recommendations to management that will improve the overall performance of the organization?

Petra is trying to increase the sense of job satisfaction among her salespeople. She will likely consider which of the following dimensions of job satisfaction?

After talking with his manager, a salesperson thought he was supposed to be spending about 20 percent of his time prospecting and qualifying new customers. The manager actually wants him to spend 50 percent of his time on finding new customers. The salesperson is experiencing:

Describe examples of organizational and personal variables that influence sales performance?

The job itself, fellow workers, supervision, company policies, pay, promotion and advancement opportunities and customers are all dimensions of:

Skill levels refer to the individual's learned proficiency at performing the tasks necessary to get the job done.

Role expectations:

Close supervision of the sales force by the sales manager has been referred to as a two-edged sword because it:

Perceived role conflict is unaffected by how closely salespeople are supervised.

Sales managers can reduce the amount of role ambiguity and conflict the sales force experiences by:

Bill Jason overheard a salesperson ask, ""If I put more effort into my job, will I increase my performance?"" In terms of motivation, this question deals with:

Innovative salespeople are likely to experience less role ambiguity and more accurate role perceptions than non-innovative salespeople.

A textbook salesperson who cannot tell his customers when texts will be shipped to the bookstores is experiencing perceived role ambiguity.

Roger, a sales rep for an office furniture company is not sure whether he should be spending time showing customers how to assemble the furniture. Roger is experiencing a __________ concern.

Perceived role conflict occurs when a salesperson is uncertain about how his or her performance will be evaluated.

The expectations associated with organizational citizenship behaviors are consistent with

Which of the following organizational citizenship behaviors is exemplified by mentoring younger salespeople?

General role inaccuracy:

Introduction to Sales Management in the Twenty-First Century

The Process of Selling and Buying

Linking Strategies and the Sales Role in the Era of Customer Relationship Management

Organizing the Sales Effort

The Strategic Role of Information in Sales Management Comprehensive Cases for Part One

Salesperson Performance: Motivating the Sales Force

Personal Characteristics and Sales Aptitude: Criteria for Selecting Salespeople

Sales Force Recruitment and Selection

Sales Training: Objectives, Techniques, and Evaluation

Salesperson Compensation and Incentives Comprehensive Cases for Part Two

Cost Analysis

Evaluating Salesperson Performance

Filters