Perceived Organizational Climate and the Process of Salesperson Motivation

Abstract

The author examines how organizational climate contributes to salespersons’ intrinsic and extrinsic motivation to perform. On the basis of expectancy-valence theory of motivation, specific relationships between organizational climate and motivational components are tested using a sample of insurance salespersons. Managerial implications and future research directions are discussed.

Antecedents and consequences of adaptive selling confidence and behavior: a dyadic analysis of salespeople and their customers

“…Whereas extrinsic motivation reflects the extent to which salespeople treat their work as a means for obtaining external rewards, such as money, recognition, and promotion, in contrast, intrinsic motivation drives salespeople to work for rewards that are intrinsically appealing (Tyagi 1982). Examples of such intrinsic rewards include pride, sense of accomplishment, satisfaction, and enjoyment.…”

The adoption of information technology in the sales force

“…Jaworski & Kohli, 1991;Kohli, Shervani, & Challagalla, 1998;Singh, 1993;Singh, Verbeke, & Rhoads, 1996;Sujan, Weitz, & Kumar, 1994). In fact, sales managers evaluate salespeople not only on outputs, but also on methods, their selling processes and even organizational norms and culture (Anderson & Oliver, 1987;Jaworski, 1988;Tyagi, 1982). Supervisors are thus a means by which salespeople can obtain extrinsic rewards and recognition, which provides sales managers the potential to impose their ideas of what salespeople should do.…”

“…factors other than cognitive and normative beliefs such as educational programs, personal variables) has been relatively overlooked. From an organizational psychology perspective, however, a salesperson's motivation to act is determined by the interplay between sales management, organizational, social, personal and environmental factors (Tyagi, 1982).…”

Relationships of channel power, noncoercive influence strategies, climate, and solidarity: A real case study of the Taiwanese PDA industry

“…Numerous previous studies of climate may stem from marketing researchers' interest in characterizing the organizational culture (Moran & Volkwein, 1992;Smircich & Calas, 1987;Verbeke et al, 1998) using aspects as the corresponding norms, leadership style, psychological environment, attitude toward management, mutual trust, and goal compatibility of channel members (Anderson et al, 1987;Tyagi, 1982Tyagi, , 1985. Furthermore, organizational climate may provide important implications of organizational behavior, e.g., motivations and satisfaction of organizational members (Churchill et al, 1976;Schul, Little, & Pride, 1985;Tyagi, 1982Tyagi, , 1985, resource allocation (Anderson et al, 1987), and evaluation of accomplishment. In contrast with organizational climate, channel climate can be viewed as an extension aiming at the interorganizational scope, i.e., a distribution channel, and thus may indicate the atmosphere of working partnerships between dyadic channel members in such aspects as the degrees of mutual trust, conflicts, and supportiveness between channel members (Anderson et al, 1987;Schul et al, 1985).…”