Deck 11: Sales Force Motivation

Question 1

The set of dynamic interpersonal processes that cause the initiation, direction, intensity, and persistence of work-related behaviors of subordinate salespeople toward attaining organizational goals and objectives is known as __________.

A) goal-setting
B) motivation
C) expectancy
D) instrumentality

Answer 1

motivation

Question 2

The three elements of the theories of motivation include all except the following element.

A) direction
B) frequency
C) intensity
D) persistence

Answer 2

frequency

Question 3

__________ of motivation provide insights into employees' needs for rewards and recognition.

A) reinforcement theories
B) content theories
C) process theories
D) expectancy theories

Answer 3

content theories

Question 4

__________ is based on the assumption that people are motivated by a hierarchy of psychological growth needs.

A) dual factor theory
B) hierarchy of needs theory
C) ERG theory
D) needs theory

Question 5

Which of the following do not comprise the different hierarchy of needs?

A) esteem needs
B) social needs
C) psychological needs
D) safety needs

Question 6

If a salesperson seems to be worrying about medical expenses and his continued employment, which of the following needs are probably uppermost in his mind?

A) physiological needs
B) safety needs
C) social needs
D) esteem needs

Question 7

Peter Deutsch is a sales manager for an industrial products firm. He is responsible for 20 salespeople - most of whom have been with the company ten years or more. A particular concern for Mr. Deutsch is how to help his salespeople to self-actualize. In terms of Maslow's Need Theory, which of the following approaches would be most appropriate to bring about sales force self actualization?

A) provide a balances package of fringe benefits for the salespeople
B) call regular sales meetings, make frequent telephone calls to individual salespeople, visit salespeople in the field, and distribute a newsletter
C) provide promotional opportunities and public recognition for superior achievements
D) provide creative work experience, freedom, advanced education courses, and self-development workshops as well as greater job control for the salespeople

Question 8

As contrasted with hygiene factors, sales manager might use which of the following as "motivators?"

A) increase salaries of all salespeople.
B) improve the working conditions for salespeople, i.e., upgrade their automobiles and quality of technical equipment available to them.
C) assign salespeople to new, more challenging tasks such as opening new accounts or selling new product categories.
D) provide each salesperson with a spacious office and unlimited expense account when handling company business.

Question 9

Which of the following do not comprise the different needs according to needs theory?

A) need for affiliation
B) need for achievement
C) need for satisfaction
D) need for power

Question 10

Which of the following do not comprise tenets of the dual factor theory?

A) empowerment factors such as participation in decision making
B) hygiene factors are extrinsic aspects of the job, such as company policies, pay level, fringe benefits, working conditions, and job security
C) motivators relate to the nature or content of the job itself and include responsibility, achievement, recognition, and opportunities for growth and advancement
D) none of the above

Question 11

__________ of motivation emphasize the kind of goals and rewards that motivate people and try to explain the thought process of employees and identify actions that fulfill their needs.

A) reinforcement theories
B) content theories
C) process theories
D) expectancy theories

Question 12

__________ is based on the assumption that the job itself contains sources of satisfaction and dissatisfaction as well as motivators.

A) dual factor theory
B) hierarchy of needs theory
C) ERG theory
D) needs theory

Question 13

__________ is based on the assumption that people compare their relative work contributions and rewards with those of other individuals in similar situations.

A) attribution theory
B) dual factor theory
C) equity theory
D) expectancy theory

Question 14

__________ is based on the assumption that people are motivated to work toward a goal when they expect their efforts will pay off.

A) attribution theory
B) dual factor theory
C) equity theory
D) expectancy theory

Question 15

__________ reflects the salesperson's perceived probability that exerting a given level of effort will lead to higher achievement.

A) valence
B) expectancy
C) instrumentality
D) positivity

Question 16

__________refers to the desirability of a potential outcome or reward that the salesperson may receive from improved performance.

A) valence
B) expectancy
C) instrumentality
D) positivity

Question 17

__________is also known as the linkage between effort and performance.

A) valence
B) expectancy
C) instrumentality
D) positivity

Question 18

__________reflects the linkage between performance and rewards.

A) valence
B) expectancy
C) instrumentality
D) positivity

Question 19

__________refers to the attractiveness or desire of rewards.

A) valence
B) expectancy
C) instrumentality
D) positivity

Question 20

According to attribution theory, an __________ attribution is a reason within the salesperson that could affect performance (such as ability, effort, skill, and experience).

A) environmental
B) external
C) organizational
D) internal

Question 21

According to attribution theory, an __________ attribution is an explanation that lies beyond the salesperson's realm of control (such as luck, territory or task difficulty, and unanticipated adverse circumstances).

A) environmental
B) external
C) organizational
D) internal

Question 22

__________ attempts to increase motivation by linking rewards directly to individuals' goals.

A) equity theory
B) dual factor theory
C) goal-setting theory
D) expectancy theory

Question 23

__________theories of motivation focus on a unique approach to motivating people. It deals with the consequences of behavior, which managers can modify by using rewards and penalties.

A) reinforcement theories
B) content theories
C) process theories
D) expectancy theories

Question 24

__________ involves the use of various learning techniques to strengthen, maintain, or eliminate specific behaviors by using rewards or punishments.

A) expectancy theory
B) organizational behavior modification theory
C) attribution theory
D) motivation theory

Question 25

__________ represents avoiding an undesirable outcome after displaying the desired behavior (e.g., allowing those salespeople who achieve or surpass their annual quotas to keep their jobs).

A) organizational behavior modification theory
B) positive reinforcement
C) extrinsic rewards
D) negative reinforcement

Question 26

__________ refer to those rewards controlled by managers and customers (e.g., pay, bonuses, and promotions).

A) organizational behavior modification theory
B) positive reinforcement
C) extrinsic rewards
D) negative reinforcement

Question 27

__________ refer to those rewards that are psychological or behavioral in nature and seek to influence and satisfy rewards experienced by managers and customers (e.g., accomplishment, personal growth and development, enhanced self-esteem, and personal worth and recognition).

A) intrinsic rewards
B) positive reinforcement
C) organizational behavior modification theory
D) negative reinforcement

Question 28

Which of the following are not intrinsic rewards?

A) need for accomplishment
B) need for commitment from upper sales management
C) need for additional stock options
D) need for honesty

Question 29

When salespeople achieve or surpass a specified sales quota, they are often given a monetary bonus and/or special recognition to reward them for their performance as well as to motivate them to continue this behavior refers to an __________.

A) recognition
B) intrinsic rewards
C) non-financial incentives
D) incentive program

Question 30

__________ are monetary rewards for job performance and include salary, commission, bonuses, stock options, or fringe benefits such as a company car, medical, dental and life insurance, or educational aid.

A) recognition
B) intrinsic rewards
C) financial incentives
D) incentive program

Question 31

__________ are psychological rewards related to the individual salesperson's intrinsic needs in that they are internally experienced payoffs (e.g., job security, relationships with superiors and coworkers, working conditions, challenging sales assignments, increasing responsibility, or rewards and recognition for special achievements).

A) recognition
B) intrinsic rewards
C) non-financial incentives
D) incentive program

Question 32

__________ refers to a non-financial reward used for motivation.

A) recognition
B) intrinsic rewards
C) non-financial incentives
D) incentive program

Question 33

__________ refer to techniques used to implement motivational theories or approaches (e.g., sales contests, sales meetings, promotion opportunities, and incentive programs).

A) sales contests
B) sales motivation strategies
C) sales meetings
D) none of the above

Question 34

Which of the following are not among the purposes of a sales contest?

A) to increase the number of new customers
B) develop sales of a new product
C) reduce sales force turnover
D) counteract sales slumps due to seasonal variations

Question 35

Which of the following are not among the purposes of a sales contest?

A) sell a more profitable product mix
B) cut selling costs
C) reduce salesperson conflict
D) boost morale

Question 36

Which of the following are not pitfalls of a sales contest?

A) contests costs are more than the benefits attained of increasing sales
B) contests can become routine that they are expected, and sales reps consider awards as part of their yearly compensation
C) contests can temporarily increase sales and thereby provide a means of disguising sales force shortcomings
D) contests can temporarily increase sales and thereby provide a means of disguising sales management deficiencies

Question 37

Objectives of sales contests include all of the following except

A) to increase dollar volume
B) to add customers
C) to increase use of displays
D) all are objectives of sales contests

Question 38

In designing sales contests to motivate the sales force, which of the following statements is incorrect?

A) sales contest can help clear an overstocked inventory, smooth out seasonal variations, and train salespeople to sell the entire line.
B) salespeople should be able to identify psychologically with the contest theme.
C) cash prizes are likely to have the most lasting incentive impact on the salespeople.
D) most sales contest last more than one month but less than five months.

Question 39

With respect to promotion opportunities as motivational devices, it is accurate to say that

A) providing an attractive career path with "promotion decisions" coming at regular intervals can keep many salespeople motivated over most of their careers
B) salespeople tend to become ego involved with succeeding on the "fast track" and earning the next promotion
C) sales managers ought to provide at least yearly feedback to the salespeople via a comprehensive performance evaluation
D) all of the above are true

Question 40

__________ is exemplified by salespeople identifying with and internalizing the company's values and goals and desire to stay a viable member of the organization.

A) job satisfaction
B) organizational commitment
C) job commitment
D) organizational climate

Question 41

The degree of involvement (high or low) salespeople have in their job is known as __________.

A) job satisfaction
B) organizational commitment
C) job commitment
D) organizational climate

Question 42

__________ refers to the perceptions salespeople have about their work situation and conditions.

A) job satisfaction
B) organizational commitment
C) job commitment
D) organizational climate

Question 43

Which of the following are not components of organizational climate?

A) job characteristics (role perceptions, opportunities, and problems in the job)
B) the industry in which the organization operates
C) leadership characteristics (supervisory styles and salesperson/sales manager relationships)
D) organizational characteristics (company philosophy about managing salespeople)

Question 44

When salespeople are especially keen on receiving favorable assessments of their skills from management and peers reflects __________.

A) organizational climate
B) performance orientation
C) learning orientation
D) career plateauing

Question 45

When salespeople strive to discover new ways of selling effectively manifests __________.

A) organizational climate
B) performance orientation
C) learning orientation
D) career plateauing

Question 46

Which of the following are not components of organizational climate?

A) job characteristics (role perceptions, opportunities, and problems in the job)
B) the industry in which the organization operates
C) leadership characteristics (supervisory styles and salesperson/sales manager relationships)
D) organizational characteristics (company philosophy about managing salespeople)

Question 47

Which of the following aspects of organizational climate do not influence salesperson motivation?

A) ethical climate
B) the considerateness of the sales supervisor
C) the level of company support and training
D) all the above influence salesperson motivation

Question 48

Which of the following aspects of organizational climate do not influence salesperson motivation?

A) availability of adequate resources
B) extent of trust in the sales manager
C) the number of personal and career development opportunities
D) all the above influence salesperson motivation

Question 49

Which of the following aspects of organizational climate do not influence salesperson motivation?

A) management's concern for sales subordinates
B) sales manager success in obtaining upper-management support for the sales force
C) the opportunity for high earnings and promotions
D) all the above influence salesperson motivation

Question 50

Just like human lives and company products, salespeople, too, have a "life cycle" of different stages that evolve over time. Which of the following are not among the four distinct career stages?

A) the development or establishment stage
B) the maturity or maintenance stage
C) the depression stage
D) the decline or disengagement stage

Question 51

"Exploration," as a stage in the selling career, is associated with all of the following except

A) decline in performance
B) stabilization in occupation
C) career being very important
D) striving for professional success and promotion

Question 52

"Development/establishment stage," as a stage in the selling career, is associated with all of the following except

A) salespersons become committed to the selling profession
B) salespersons stability in their professional and personal lives
C) salespersons strongly desire professional success
D) all the above

Question 53

"Maturity/maintenance stage," as a stage in the selling career, is associated with all of the following except

A) salespersons prefer to sell smarter rather than harder
B) salespersons may well plateau at a desirable level
C) salespersons try to hold on to what has already been achieved-position, status, image, and performance level
D) all the above

Question 54

"Disengagement," as a stage in the selling career, is associated with all of the following except

A) decline in performance
B) psychological disengagement from work
C) preparation for retirement
D) stabilization in occupation

Question 55

When a salesperson no longer grows or develops in the position, and/or the likelihood of the person receiving additional responsibility is low refers to __________.

A) organizational climate
B) performance orientation
C) learning orientation
D) career plateauing

Question 56

__________ refers to the process of making subordinates into partners by giving them legitimate authority and discretion in decision making plus rewards tied to performance.

A) participative management
B) performance orientation
C) empowerment
D) career plateauing

Question 57

__________ represents the involvement of employees in shared decision making that enables them to accomplish individual and organizational goals.

A) participative management
B) performance orientation
C) empowerment
D) career plateauing

Question 58

Which of the following aspects of organizational climate do not influence salesperson motivation?

A) ethical climate
B) the considerateness of the sales supervisor
C) the level of company support and training
D) all the above influence salesperson motivation

Question 59

Which of the following aspects of organizational climate do not influence salesperson motivation?

A) availability of adequate resources
B) extent of trust in the sales manager
C) the number of personal and career development opportunities
D) all the above influence salesperson motivation

Question 60

Which of the following aspects of organizational climate do not influence salesperson motivation?

A) management's concern for sales subordinates
B) sales manager success in obtaining upper-management support for the sales force
C) the opportunity for high earnings and promotions
D) all the above influence salesperson motivation

Question 61

The set of dynamic interpersonal processes that cause the initiation, direction, intensity, and persistence of work-related behaviors of subordinate salespeople toward attaining organizational goals and objectives is known as motivation.

Question 62

Reinforcement theories of motivation provide insights into employees' needs for rewards and recognition.

Question 63

Hierarchy of needs theory is based on the assumption that people are motivated by a hierarchy of psychological growth needs.

Question 64

Needs theory espouses that individuals' needs can be subsumed under a three-category hierarchy of existence (physiological and safety needs), relatedness (social and esteem needs), and growth (self-actualization needs).

Question 65

According to the dual factor theory of motivation, motivators are extrinsic aspects of the job, such as company policies, pay level, fringe benefits, working conditions, and job security.

Question 66

According to the dual factor theory of motivation, hygiene factors relate to the nature or content of the job itself and include responsibility, achievement, recognition, and opportunities for growth and advancement.

Question 67

ERG theory posits that employees develop various needs-such as for power, affiliation, and achievement-over their lifetime based on life experiences.

Question 68

Process theories of motivation emphasize the kind of goals and rewards that motivate people and try to explain the thought process of employees and identify actions that fulfill their needs.

Question 69

Dual factor theory is based on the assumption that the job itself contains sources of satisfaction and dissatisfaction as well as motivators.

Question 70

Equity theory is based on the assumption that people are motivated to work toward a goal when they expect their efforts will pay off.

Question 71

The expectancy theory of motivation proposes that individuals contemplate the consequences of personal actions in choosing different alternatives to satisfy their needs and the motivation to perform is a rationally determined, carefully thought out decision process.

Question 72

Instrumentality reflects the salesperson's perceived probability that exerting a given level of effort will lead to higher achievement.

Question 73

Expectancy represents the salesperson's estimate of the probability that achieving a certain level of improved performance will lead to the attainment of designated rewards.

Question 74

Valence refers to the desirability of a potential outcome or reward that the salesperson may receive from improved performance.

Question 75

Expectancy is also known as the linkage between effort and performance.

Question 76

Instrumentality reflects the linkage between performance and rewards.

Question 77

Valence refers to the attractiveness or desire of rewards.

Question 78

According to expectancy theory, an internal attribution is a reason within the salesperson that could affect performance (such as ability, effort, skill, and experience).

Question 79

According to goal-setting theory, an external attribution is an explanation that lies beyond the salesperson's realm of control (such as luck, territory or task difficulty, and unanticipated adverse circumstances).

Question 80

Attribution theory attempts to increase motivation by linking rewards directly to individuals' goals.