ABSTRACT
This study was conducted to evaluate the effects of motivation on sales force performance in
Guinness Nigeria Plc and MTN in South-East. The major objective of this work is to examine the comparative implications of motivation on sales force performance in manufacturing and service companies. Sales force are not active and effective as most of them are late to appointments, fail to keep business appointments, give incorrect information to customers, supply wrong product brand, revert to office before responding to customers' enquiries and poorly manage customer relationship. Survey design was adopted and data was sourced from both primary and secondary areas. Data generated was presented and analyzed using tables, simple percentages and mean. The copies of the questionnaire were directed to a sample size of 400 marketing and sales personnel which were deduced from a population of 892 using Taro Yamane formula. The study was validated and tested for reliability using Cronbach Alpha giving alpha 0.97. The hypotheses were tested using Analysis of Variance (ANOVA). From the test of hypotheses, it was revealed that there was no significant difference in the level of sales force motivation in Guinness Nigeria Plc. And MTN; it was observed that salary increase, bonus, profit sharing, wages and team-building were some of the motivational tools mostly used in manufacture and service companies; it was disclosed that preferred leave period and participation in decision making did not have significant effect on sales force performance in Guinness Nigeria Plc and MTN; it was revealed that insurance scheme, commissions and regular salary payment had significant effect as most effective motivational tools used for performance of sales force by the manufacturing and service companies. Based on the findings, Recommendations were made: financial support, commission and compensation should be maintained and increased in manufacturing and service companies because they are good motivating factors, every employee should be highly motivated because comfortable employees will never think of acting negatively. Bonus and team-building as motivational factors should be considered in every company to encourage employees to perform their duties well. Taking part in workshops, organizational support, and constant training of the sales force are empowering activities which should be encouraged. Conclusively, phone recharge card allowance, vehicle fuel allowance, luncheon voucher, travelling/tour allowance and dressing allowance were found to be the modern tools for motivation of the sales force.
TABLE OF CONTENTS
Title page - - - - - - - - - - - -i
Certification - - - - - - - - - - - -ii
Approval page - - - - - - - - - - -iii
Dedication - - - - - - - - - - - -iv
Acknowledgments - - - - - - - - - - -v
Abstract - - - - - - - - - - - -vi
Table of contents - - - - - - - - - - -vii
CHAPTER ONE:
INTRODUCTION
1.1 Background Of The Study - - - - - - - - -1
1.2 Statement Of The Problem - - - - - - - - -3
1.3 Objective Of The Study - - - - - - - - -4
1.4 Research Questions - - - - - - - - - -4
1.5 Research Hypotheses - - - - - - - - - -5
1.6 Significance Of The Study - - - - - - - - -5
1.7 Scope Of The Study - - - - - - - - - -6
1.8 Area Of The Study - - - - - - - - - -6
1.9 Limitations Of The Study - - - - - - - - -6
1.10 Definition Of Terms - - - - - - - - - -8
References - - - - - - - - - - -9
CHAPTER TWO:
REVIEW OF RELATED LITERATURE
2.0. Introduction - - - - - - - - - - -10
2.0.1 Brief History of Guinness Nigeria Plc - - - - - - -11
2.0.2 Brief History Of Mobile Telecommunications Network (MTN) - - - -13
2.1 Concept of Motivation - - - - - - - - -16 2.2 Theories of Motivation - - - - - - - - -18
2.2.1 Content Theories - - - - - - - - - -19
2.2.1.1 Abraham Maslow‟s Hierarchy of Needs - - - - - - -19
2.2.1.2 Herzberg‟s Two Factor Theory of Motivation - - - - - -21
2.2.1.3 Vroom‟s Expectancy Theory of Motivation - - - - - - -22
2.2.2 Process Theories - - - - - - - - - -23
2.2.2.1 J.S Adam‟s Equity Theory - - - - - - - - -23
2.2.3 Reinforcement Theory - - - - - - - - - -24
2.3 Functions Of Motivation On Sales Force Productivity - - - - - -25
2.4 Factors Which Affects Motivation - - - - - - - -26
2.5 Motivational Techniques - - - - - - - - -28
2.6 Ability, Motivation and Employees Job Performance- - - - - -32
2.7 Sales Force Management - - - - - - - - -34
2.7.1 Functions Of Management - - - - - - - - -36
2.7.2 Sales Force Compensation and Incentive Plan - - - - - -39
2.7.3 Training/Supervision - - - - - - - - - -43
2.7.4 Quota Allocation - - - - - - - - - -46 2.7.5 Communication - - - - - - - - - -47
2.7.6 Promotion - - - - - - - - - - -50 2.7.7 Advertising - - - - - - - - - - -50
2.7.8 Public Relation - - - - - - - - - -51
2.7.9 Publicity - - - - - - - - - - -51
2.7.10 Sales Promotion - - - - - - - - - -52
2.8 The Sales Force: Traits and Quality - - - - - - - -52
2.8.1 Objectives of Sales Force - - - - - - - - -53
2.8.2 Sales Force Traits - - - - - - - - - -57 2.8.3 Sales Force Quality - - - - - - - - - -58
2.9.1 Productivity And Organizational Performance - - - - - -59
2.9.2 Sales Force performance in MTN - - - - - - - -60
2.9.3 Sales Force Performance in Guinness Nigeria Plc - - - - - - -60
2.9.4 The Difference in The Sale Of Physical Product And Service Product - - -60
2.9.5 Performance and Productivity Measurement- - - - - - -61
2.9.6 The Relationship Of Motivation To Productivity And Performance- - - -62
2.9.7 Performance And Productivity As A Goal Of Business- - - - - -63
2.10 Leadership Styles and Sales Force Performance- - - - - - -63
2.11 Interrelationship Of Motivation, Control Systems, Compensation And Sales Force
Performance - - - - - - - - - - -65
2.12 Summary - - - - - - - - - - -67
References - - - - - - - - -
