university of nigeria evaluation of the recruitment... · secondly, it was discovered that training...
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University of Nigeria Research Publications
MOLOKWU, Theophilus N
Aut
hor
PG/MBA/97/19803
Title
An Evaluation of the Recruitment and Motivation of the Sales force n the Paint Industry: A Comparative Study of
Beger Paints and Sharon Paints
Facu
lty
Business Administration
D
epar
tmen
t
Marketing
Dat
e July, 1999
Sign
atur
e
AN EV ALIJ ATION OF THE ilECRU ITf.1EN T N.ID N0!I?IVA1FION OF THE SALESFORCE I N THE PAIITC .'iNDlJS'FHY, A CGMP ARATIVE S'CLmY OF BERGER PAINTS AND SHARON PAINTS,
A PROJECT REPORT SUBMITTED I N PARTIAL PUTJPIIIMFNT FOR THE REQJIRIIMENT OF THE AWARD OF MAFTEIIS O F BUSINESS ADMINISTRATION DEGREE I N MhRKk!CZNI;.
U N I V E R S I T Y OF N I G E R I A Fa UC; I J C,VJIPU .3
SUP ERV ISOR : NNOLIM, D, A (MRS)
J U L Y , 1999,
AN EVALUATION OF THE RECRUITMEPIT AND MOTIVATION
O F THE SALESFORCE I N THE PAINT INDUSTRY A
COMPARATIVE STUDY OF BERGKR PAINTS AND SHARON
PAINTS.
ii
C E R T I F I C A T I O N PAGE
T H E WORK EMBODIED I N T H I S PROJECT REPOHT I S O R I G I N A L
AND HAS NOT BEE24 SUBMITTEP I N PART OR I N FULL FOR ANY
OTHER DIPLOMA OR DEGREE OF THIS OR ANY OTHER U N I V E R S I T Y ,
THIS I S T O C E R T I F Y THAT MOLOKWU, THEOPEIILUS N D U B U I S I
A POS!ERADUATE STUDENT I N T H E DEPARTMENT O F MARKFTING
AND WITH R E G I S T R A T I O N NUMBER PG/MBA,/97/19803 B A S
S A T I S F A C T O R I L Y COMPLETE THE REQUIIWMEN'PS FOR PROJECT
RESEARCH I N P A R T I A L FULFILMENT O F T H E RE@JIRiCMENTS
FOR T H E AWARD OF MASTER OF B U S I N E S S ADMINISTRATION
(MBA) IN MARKETING,
DR. r- 0 NNAGWKQ A~HEATI OF DEPARTMENT)
DEDICATION
THIS WORK I S D E D I C A T m t
TO GOD ALMIGHTY, MY FROVIDER ANU SAVIOUR
TO CHI= M A T H I A S , O S I T A D I M A MOLaKWU MY F A T H E R
TO MRS CEZINE ORIAKU MOLOKWU m MOTHER
TO BARRISTER CHUKS MOLOKWU MY ELDER BROTHER
TO CASMIR E 3 E Z I E MOLOKW (ACA) MY JUNIOR BROTHER
TO ALL MY I M M N I A T E SISTERS.
i v
ACKNOWLEDGEMENTS
I am most g r a t e f u l t o my Supervisor , Mrs Nnolim,
Dorothy Adaku who u n r e l e n t l s s a l y , cons t ruc t i ve ly went
through t h e p r o j e c t work and gave t h e necessary
i n s t r u c t i o n s on t h e successf i l l completion, t o he r
again, I say a b ig thank you,
My s i n c e r e apprec ia t ions go t o the following
family members f o r t h e i r va r ious con t r i bu t i ons towards
t h e succeaa of this work,
Pirst and foremost t o my p a r e n t s Chief and Plrs
Mathias Ositadima Molokwu, f o r t h e i r pa t i ence , moral
end financial support. Again t o my immediate b r o t h e r s
B a r r i s t e r Chuks, Cornel ius Molokwu, M r Casmir EJel;ie
Molokwu (ACA) f o r t h e i r f u l l f i n a n c i a l support i n
running my pos tg radua te s t ud i e s , t o them I remain
g r a t e f u l and t h e i r deeds w i l l ever remain gree i n my
memory,
I w i l l n o t f o r g e t t o mention my lov ing s i s t e r s
Mrs 1P.N Ezeigwe (Nee Molokwu), 1.L Molokwu (Miss) and
Mrs T,N Umegbo ( ~ e e Molokwu) f o r t h e i r k indness and
moral support.
To my wife, Vivian Ebele f o r her loving k indness
and pa t ience , I owe he r a b ig dose of l o v e and care,
My thanks g o t o a hos t o f o t h e r people who
c o n t r i b u t e d immeasurably i n v a r i o u s ways i n making
this p r o j e c t work a success. I am p a r t i c u l a r l y g r a t e f u l
t o my Head of Department, D r Alex I f e z u e , o t h e r l e c t u r e r s
P r o f e s s o r I k Nwosu, M r COB, Achison, M r Onyebuegu,
M r Madu and Mr Chukwudi Nwazuibo and t h e s e c r e t a r y of
t h e Department,
Again t o SON Kodjo, A, Aneke, Mrs Mcdebe, Chief
P i u s Unamka, D r Ikeagwu, P r o f e e s o r (Mrs) Uche Modum
t h e Dean Facu l ty of Business Administrat ion, t o Chief
Eze who t a u g h t me Business P o l i c y and t o Mr and Mrs
Enujioke I s a a c f o r t h e i r moral support ,
I a l s o e q r e s s g r e a t a p p r e c i a t i o n t o a l l t h o s e
au thors whose books I made r e f e r e n c e to ,
F i n a l l y , I thank G o d f o r his enabl ing g race , end
t h e peace and h e a l t h H e granted me throughout t h e
pe r iod o f t h i s g r e a t programme, I promise t o cont inue
t o s e r v e Him,
MOLOKWU , T, N.
vi
ABSTRACT
The purpose of t h i s research work on t h e area
of recrui tment and motivation of s a l e s fo rce resu l ted
from t h e ever increas ing problems of recrui tment
exe ra i se coupled with t he concern and means of
achieving preclet ermined g o a l s through increased
e f f i c i ency and l e v e l of p roduc t iv i ty on t h e p a r t of
t h e sa leeforce ,
The ob jec t ives of this study are, t o i n v e s t i g a t e
i n t o when recrui tment exerc i se i s expected t o be
o a r r i d out and how it i s undertaken by t h e management
of t h e companies under study, Secondly, t o examine
t h e kind of motivat ional programmes adopted by both
companies i n o t h e r t o make t h e s a l e s fo rce i nc rease
t h e i r s a l e s volume and then reduce the s a l e s fo rce
turnover.
In o t h e r t o achieve t h e above ob jec t ives , d a t a
was gathered from t h e companies under study through
t h e d i s t r i b u t i o n of quest ionnaires t o s a l e s fo rce and
s a l e s managers.
The ana lys i s of d a t a gathered indicated t h a t t h e
s a l e s f o r c s recrui tment p r a c t i c e s has been a a t i e f actory,
secondly, i t was discovered t h a t t r a in ing progrmmes
were o z g a i s e d f o r t h e e f f i c i e n t performance of
t h e salesforce. Again t h e analyses shown& that
t h e management of both companies has motivat ional
p l ans f o r t h e sa lesforce ,
I n conclusion, t h e researcher made some recomrnenclations
ranging from an addi t iona l t r a in ing techniques such
as organising seminars, conferences and workshops
should be adopted by t h e management of both
companies,
The researcher aLso recommended t h a t i f a
conducive environment i s oreatbd at t h e work place ,
t h e workers w i l l f i l l a sense of belonging, end this
would no doubt spur them t o g r e a t e r performance i n t h e
o rgani sation.
Las t ly , r e l a t e d s t u d i e s of this kind should be
executed i n o rder t o improve and i n c r e a s e extensive
research work.
vlii
TABLE OF UONTENTS
PAGE
TITLE PAGE
CF3TIFICATI;ON PAGE
D m 1 OATION
AcKNOWLEDGmmTS
ABSTRACT
TABLE OF CONTENTS
LIST OF TABLE6
CHAPTER ONE
Irn RaDUCTION
MSTORICAL BACKGROUND OF BERGFB PAINTS N I G E R I A PLC
HISTORICAL BACKGROUND OF SHARON PAINTS AND CHEHICAL LIMITED
STATEMENT OF PROBLEM
OBJECTIVE3 O F S!LVDY
EJIGNIPIOANCE OF STUDY
SCOPE OF THE STUDY
STAT'EMZNT OF HYPOTHESIS
LIMITATIONS OF THE SI'UDY
REFERENCES
i
ii
iii
i v
v i
v i i i
x i i
ix P A G E S
CHAPTER TWO: REVIEW OF RELATE3 LSTERATURE
RECRUImEZlT AND SEJiECTION T E C H N I W E A GENERAL OVERVIEW
T H E EIGHT STWS I N THE SYSTENATIC STAlPFZNG PROCEDURES
WRITING THE JOB DESCRIP!I'ION
JOB S P E C I F I C A T I O N S
CONSTRUCTING THE MAN P R O F I L S
RECRUITING CAND IU A T E 8
CHECKING REFERENCES
SELECTION TOOLS
EVALUATING AND PLACING SUCCESSFUL CANDID AT ES
INDUCTION TRAINING
MEANING O F MCTIVATION
FRD ERICK TAYLOR' S THEORY OF MOTIVATION
HERZBERG' B TWLPACTOR THEORY
ABRAHAM MASLOW' 3 THEXIRY O F HUMAN MOTTVATION
UOMPARISON O F MASLOW'S AND HERZBERG'S T H E O R I r n O F MOTIVATION
THEORY X AND THEDRY Y
MANAGING SALESFORCE
TRAIN !l!HE SALESFORCE
MOTIVATE THE SALESFORCE
IMPORTANCE OF MOTIVAPIONAL TOOL8
COMPENSATING SALES PERSONNEL
COMBINATION SYSTEMS
SALE8 CONTESTS
SALES M E E 2 I N G S
PROMOTION O P P O R T U N I T I E S AND JOB SECURITY
I N C E N T I V E PROGRAMMES
B U P E R V I 8 I O N O F T H E SALESFORCE
EVALUATION OF THE 8ALESFORCE
R E F E R r n C E s
CHAPTER THREE
3.0 RESEARCH MEJ!HQD OLO GY
3 m 1 RESEARCH D E S I G N
3.2 DATA COIiLECTION M f l H O U B
3. 3 C&iESTIONNAIRE D E S I G N
3. -4 RESEAROH INSTRUMENI! nM3 TREATMESJT O F DATA
3.5 D E S C R I P T I O N OF POPULATION
3. 6 @ ESTI: ONNAIHE ASSUMPTIONS
R E F r n r n C E S
xi.
PAGES
CHAPTER FOUR
4. 0 DATA PRESENTATION AND ANALYSIS 94
4.1 TEST O F HYP(rPHES1S 174
CHAPTER FIVE DISCUSSION OF PINDINGS, CONCLUSION AND RECOMMENDATIONS
5.4 DISCUSSION OF F I N D I N G S 192
5.2 RECUMMEND ATIONS
5.3 CONCLUSION
BIBLIOGRAPHY 208
A P P r n I C E 8
LETTER OF INTRODUCTION i
(SLIESTIONNAIRE DEBION FOR SALESFORCE i i - v i i
(QUESTIONNAIRE DESIGN FOR SALESMAHAGEXS 9 - i i
LIT8P OF TABLES
TABLE
MASI;OW'S NEED HIERARCHY
D I S I R I B U T I O N AND RETURN O F CJJESTIONNAIRE FOR BERGER P A I N T S
D I S T R I B U T I O N AND RETURN OF C$JESTIONNAI R E FOR SHARON P A I N T S
D I S T R I B U T I O N OF SALESFORCE BASED ON SEX AND STATUS-RERGER P A I N T S P L C
D I S T R I B U T I O N OF BALESFORCE BASED ON S E X A . MARITAL STATUS-SHARON P A I N T S AND CHEMICAL L I M I T E D
PRESENTATION O F SALESFOROE BASED ON V A L I F I C A T I O N S WBERGEE? P A I N T S
PRESEJVTATION O F SALESFORCE BASED ON 91JALIPICATIONS - SHARON P A I N T S
THE SALESFORCE RELATIONSHIP WITH T H E COMPANY BEFORE EMPLOYMENT - BERGER P A I N T S
THE SALESFORCE RELATIONSHIP WITH THE UOMPANY BEFORE EPJrPLOYMENrP - EHARON P A I N T S
!i!HE ROLE RELATIONS PLAYID TOWARDS THE SALESFORCE ENPLOYMEPIT - BERGER P A I N T S
GATHERING INFORMATION ABOUT THE JOB VACANCY BERGER P A I N T S P L C
x i i i
P A G E S
G A T H m I N G INFORMATION ABOUT T H E J O B VACANCY - SHARON P A I N T S
SALESFORCE APPLICATION POR T H E J O B - BERGER P A I N T S
SALESFORCES APPLICATION FOR T H E JOB-SHARON P A I N T S
S A L W F O R C E ATTIPIDANCE TO EMPLOYMENT INTERVIEW - BERGER P A I N T S
SALESFORCE ATTZNDMCE TO JPPLOYMENT INTERVIEW - SHARON P A I N T S
THE FORM THE INTERVIEW TOOK - BERGER P A I N T S
THE FORM TJ3E INTERVIEW TOOK - SHARON P A I N T S
NUMBER O F T I M E S I N WHICH S A L B F O R C E ATTENDEP INTERVIEW BEFORE THE F I N A L SESECTION - BERGER P A I N T S
NUMBER O F T I M E S I N WHICH SALESFORCE ATTENDEP I N T W V I E W BEFORE THE FINAL SELECTION - SHARON P A I N T S
SALESFORCE REQUIRED TO SUBMIT REFERJ!NCE(S) - BERGER P A I N T S
SALESFORCE REQUIRED TO SUBMIT R E F E R ~ c E ( s ) - 8HARON P A I N T S
SALESFORCE INFORMED O F THE R E B n T O F THE INTERVIEW - BEBGBIR P A I N T S
SALESFORCE INFORMED O F T H E RESULT OF THE INTERVIEW '- SHARON P A I N T S
HOW SALESPORCE WERE INFORMED O F T H E RESULT O F THE INTERVIEW - BERGER P A I N T S
log
110
P A G E S
HOW SALESFORCE WERE IN3'ORMED O F T H E RESULT O F T H E INTERVIEW -SHARON P A I N T S
T H E T I M E INTERVAL WITHIN WHICH SALESMEN WERE INFORMKD O F T H E RESULT - BERGER P A I N T S P L C
T H E T I M E INTERVAL WITHIN WHICH S A L E S M W WERE INFORMED OP T H E RESULT - SRARON P A I N T S L I M I T E D
BALESFORCE RE(JJIRZ0 TO UNDERGO MEXI CAL/PHYSI CAL EXAMINATION BEFORE THElY WERE HIRED/SELECTEf) T O WORK I N T H a R ORGANISATION - BERGFJR P A I N T S
SALESFORCE R E W I R E D T O UNUERGO MDICAL/PHY SICAL EXAMINATION BEFORE THEY WERE HIRED/SELECTED TO WORK I N T H E I R ORGANISATION - SHARON P A I N T S LTD
T H E P O I N T I N THE REZRUITMENT PROCEES T H E SALEISMEN WERE REWIRED TO UNDERGO MEDICAL T E S T - RERGER P A I N T S P L C
T H E RECRUITMENT O F SALESFORCE WITHOUT REGARD T O RESENANT ACADEMIC QUALIFICATION - BERGER P A I N T S P L C
T H E RECRUITMENT O F SALESFORCE WITHOUT REGARD T O R r n E V A N T ACADEMIC QUALIFICATION - SHARON P A I N T S L?ID
T H E NON-CONFORMITY OF SALES MANAG ERG T O L A I D DOWN PROCEDURE OF RECRIJITMEDT A S A RESIJLT O F SOCIETAL AWD CIJLTURAL P R E S S U R E S
THE NON-CONFORMITY O F S A L E S MANAGERS TO LAID DOWN PROEUURE O F RECRUITMl3I'P A S A RESULT O F SOGtEl?AI; AND CUL'I'URAL P R E S S U R E S - SHARON P A I N T S
T H E PROBLEM O F NON-COMPLIANCE WITH L A I D DOhV PROCEDURE OF R E C R U I r n E N T - BERGER P A I N T S P L C
T H E PROBLEM O F NON-COMPLIAl?CE WITH LAID-DOWN PROCEDURE O F RECRUITMENT -SHARON P A I N T S LTD
T R A I N I N G PROGRAMME O F THE NEWLY EMPLOYED S A L E S F O R C E r BERGER P A I N T S P L C
T R A I N I N G PROGRAMME OF T H E NEWLY M P L O Y E D S A L E S F O R C E - SHARON P A I N T S LTD
THE S P E C I A L T R A I N I N G O F S A L E S F O R C E SINCE EMPLOYES) - BERGER P A I N T S
T H E S P E C I A L T R A I N I N G O F S A L E S F O R C E S I N C E EP'PLOYES)
THE D E G R E E O F SALESFORCE E X P E R I E S C E S O F TEE T R A I N I N G PROGRAMME - BERGER P A I N T S PSC
THE D E G R E E O F SALESFORCE E X P E R I E N C E OF T H E T R A I N I N G PROGRAMME - SHARON P A I N T S LTD
S A L E S F O R C E RATING OF T H E RECRUITMENT P R A C T I C E S O F T H E I R DOMPANY - BERGER P A I N T S PJIiC
S A L E S F O R C E RATING O F T H E RECRUITMENT P R A C T I C E S OF' TEI E I R COMPANY - SHARON F A I N T S LTD
COMPENSATION( S) PLAN THE COMPANY MAKES USE O F - BERGER P A I N T S
COMPEBSATION(S) PLAN THE COMPANY M A K E S USE O F - SHARON P A I N T S
P A G E S
T H E COMPENSATION FLAN SALESFORCE P R E F E R S MOST - BERGGR P A I N T S 142
T H E COMPE2lSATION PLAN S A L E S F O R C E P R E F E R 6 MOST - SHARON P A I N T S 143
T H E E F F O R T S O F MANAGBIENT T O MCTIVATE T H E SAI lESFORCE T O GREATER PERFORMANCE - BERGER P A I N T S 1 4 4
THE E F F O R T S OF MANAGEMmT T O MOTIVATE THE SALESFORCE T O GREATER PERPORMANCE - SHARON P A I N T S
T H E MEANS THRCUGEI hWICH MANAGEM.JBT MOTIVATE SALESFORCE T O GREATER P W O R M A . N C E - BERGER P A I N T S
THE MEANS THRUUGEI WHICH MANAGEMENT MOTIVATE S A L E S F O R C E TO GREATER PERFORMANCE - SHARON P A I N T S
S A L E S F O R C E O P I N I O N ABOUT T H E COMPE24SATION AND MOTIVATION PACKAGES O F T H E I R COMPANY - BERGER P A I N T S
SALESFORCE OPINION ABCUT THE COMF'JBSATION AND MOTIVATION PACKAGES O F T H E I R COMPANY - SHARON P A I N T S
SALM SUPPORT A C T I V I T I E S THE COMPANY ENGAGES I N - BZRGER P A I N T S
S A L E S SUPPORT A C T I V L ' P I E S THE mGAGES I N - SHARON PAINTS LTD
D I S T R I B U T I O N O F SALES MANAQESS BASm ON MARITAL STATUS - BERGER P A I N T S P L C
xvii
P A G E S
TABLE
4.59 D I S T R I B U T I O N OF SALES MANAGERS BASEn ON MARITAL STATUS SHARON P A I N T S AND CHEMICALS L I M I T E D 134
PRESEl lTATION O F SALES MhYAGER BASD ON Q J A L I P I C A T I O N S ( ~ 3 ) - BERGER P A I N T S P L C 1 54
PRESEiU"l!TION O F SALES MANAGERS BASED ON @ J A L I F I C A T I O N S ( ~ 3 ) SHARON PAINTS AND CHaIICAL LTD 155
RATING THE SALESFORCE RECHUITIYJD'P P R A C T I C E S O F T d E I R COMPANY - BERGER P A I N T S P L C 1 56
RATING THE GALESFORCE RECRIIIT'MEXIT P R A C T I C E S OF T H E I R COMPANY - SHARON P A I N T S AND CIIEPIICALS LTD 7 57
T R A I N I N G PROGRAMME POR T H E SALESFORCE - BErRGER PUNTS P L C 1%
T R A I N I N G PROGRAMME FOR THE SALESFORCE - SHARON F A I N T S
THE MANAGEMENT COMPENSATION PLAN(S) FOR T H E SALESFORCE - BERGER P A I N T S P L C 150
THE MANAGEMEPJT COWENSATION PLAN(S) FOR T H E SALESFORCE - SHARON P A I N T S AND CHEMICAL L I M I T E D 161
HOW OFTEN SALESFORCE MEEI! T H E I R S A L E S TARGEPS - BERGER PAINTS P L C 162
HOW OFIEN SALESFORCE MEET T H E I R S A L E S TARGET - SHARON PAINT'S AND C ~ E M I C A Z LTD 163
A29ITUDE O F MANAGERS TOWARDS SALES- FORCE I N REDUCING THE LEVEL O F SALESBORCE TU RNOV ER 164
A T T I T U D E 03' MANAGERS TOWARDS SALESFORCE I N REDUCING THE LEVEL OF TURNOVER - SHARON P A I N T S AND C H I N 1 CAL LTD 165
WHETHER THE WORK P L A C E I S C O N D U C I V E FOR THE SALESMEN - BERGER P A I N T S P L C 166
WHE?PHER THE WORK P L A C E I S C O N D U C I V E FOR T H E SALESMm - SHARON P A I N T S AND C H E M I C A L LTD 167
MANAGERS O P I N I O N ABOUT T H E ADECJJACY O F I N C m T I V E SCHEME IIV T H E I R O K G A N I S A T I O N - BERGER P A I N T S P L C 168
MANAGERS O P I N I O N ABOUT THE ADECJJACY O F I N C m T I V E SCIIETJlE I N T H E I R ORGAN1 S A T I O N SHARON P A I N T S AND C H E M I C A L LTD
HOW I N A D E W A C Y I N I N C E N ' P I V E SCHEME P R O V I S I O N S OR A D M I N I S T R A T I O N A F F E C T WORK ERS E F F E C T I V E N E S S AND E F F I C I E N C Y LEVEL - BERGER P A I N T S P L C 170
HOW I N A D E V A C Y I N INCEPITZVE SCHEME P R O V I S I O N S OR A D M I N I S T R A T I O N A F F E C T WORKERS E F F E C T I V E N E S S AND EFFI C I E N C Y z m a - SHARON PAINTS AND C H ~ I C A L LTn 171
R A T I N G THE COMPENSATION AND M O T I V A T I O N P A C K A G E S O F T H E SALFS- FORCE BY MANAGERS - BERGER P A I N T S P L C 172
RATING T H E COMPEPTSATION AND MOTIVATION PACKAGES O F T H E SALES- F O R C E BY MANAGERS - SHARON P A I N T S AND CHEMICAL LTD
CONTINGENCY T A B L E FOR H Y P O T I I E S I S I- BERGER P A I N T S
CONTINGENCY TABLE FOR H Y P O T H E S I S I- SHARON P A I N T S
OONTIN GENCX T A B L E FOR HYPOTHESI S TWO - BERGER P A I N T S
CONTINGENCY T A B L E FOR HYPYII'HESIS TWO - SHARON PAINTS
CONTINGENCX T A B L E FOR HYPOTHEEXS 3 - BERGER PAINTS
OONTINGEIICY TABLE FOR H Y P O T H E S I S 3 - SHARON P A I N T S
CONTINGENCY T A B L E FOR H Y P O T H E S I S I V - BERGER P A I N T S
GONTINGENGY TABLE FOR HYPOTBESI 8 I V - SHARON P A I N T S
CHAPTER ONE
INTRODUCTION
Recruit ing s a l e s f o r c e i s c o s t l y i n terms of both
time and money, Apart from t h e d i r e c t c o s t s of adver t is ing
and in t e rv i ew expenses t h e r e a r e t h e hidden c o s t s of
executive time consumed dur ing t h e r e c r u i t i n g p e r i d ,
toge ther t h e cos t of s t a f f used t o process t h e var ious
a tages of t h e recruitment campaign,
People are t h e most important component of any
firms a b i l i t y t o cope with t h e increas ing demands of a
complex business environment ; high cal f bre staff w i l l
overcome d i f f i c u l t i ee and s e i z e oppor tun i t i es t h a t t h e i r
l e s s a b l e colleagues f a i l t o discern. From t h a t general
~ t a t e m e n t t h e conclusion that; t h e firm should r e c r u i t t h e
most ab l e i nd iv idua l s f o r any given task i s inescapable,
But i n o rder t o do this, t he l i m i t a t i o n s of t h e
job within t h e ove ra l l manogernent s t r u c t u r e w i l l have
t o be c u e f u l l y s tudied s ince i t i s p o i n t l e s s to r e c r u i t
i n d i v i d u a l s who a r e t oo highly qua l i f i ed o r able f o r t h e
job t h a t t h e organisa t ion wants t o f i t ; they w i l l become
discontented and 1 eave.
The marketing environment; i n which companies
ope ra t e imp l i e s t h a t s a l e s f o r c e w i l l be needed as never
before t o perform a v i t a l but changing function,
Thus according t o John Lidstone (1976~7) s e l l i n g
l i k e a r t , m i r ro r s t h e age i n which i t i s pract ised.
So where once t h e salesman was a jack of all t r a d e s ;
s e l l i n g everything t o everyone, he must now
s p e a i a l i s e , performing fewer t a s k s but more
e f fec t ive ly . Some companies a r e appoint ing salesmen
t o d e a l with j u s t one major customer o r t o look
a f t e r a s p e c i a l i s t s ec to r of a market,
WHAT 'PHm IS RECRUIrH4UlT
M a Jackson (197c) defined recruitment as securing
a mpply of p o s s i b l e candidates f o r jobs i n an
en te rpr i se , It i s t h e f i r s t s t a g e i n t h e p m a e s s
of s t a f f i n g an organisa t ion which continues with
s e l eo t ion and ends with t h e placement of an ind iv idua l
(Man o r woman) i n a job. Recruitment begins with
i n f o m a t i o n about t h e vacancies t o bo f i l l e d , and
then determining t h e sources of t h e d i f f e r e n t k inds
of human s k i l l s required t o f i l l t h e vacancies,
Recruitment i s thus a human resource function.
It i s a taak t h a t i s performed continouoly, sometimes
i n a highly independent way, but no mat ter t h e
s i t u a t i o n , i n c o l l a b o r a t i o n with t h e personnel
department, The most important r e source which an
o m a n i s a t i o n o r even a n a t i o n can hove is i t s human
r e s o u r c e s ( H a m m i d , TaJu, 1983:g) Finding t h e men
wi th r e q u i s i t e &ill, knowledge and experience t o
f i l l a p p r o p r i a t e positions i n t h e o r g a n i s a t i o n i s
n o t an easy t aak , takintl; n o t e of t h e aim every s t a f f i n g
p r a c t i c e should have, Haimmann, T o e t a1 (1978: 283)
s e e i t s purpose as t o achieve opt imal u s e of human
r e s o u r c e s through r a t i o n a l human resource system8
and programmes, They s e e i t as being cont inuous
because an e n t e r p r i s e needs a cons tan t supply o f
uapable employees moving through t h e system from
rec ru i tmen t t o r e t i r e m e ~ t ,
S t a f f i n g and o t h e r recru i tment p r a c t i c e s a r e
t h u s n o t performed once at ago b u t arc a cont inuous
exe ra i se , The peop le t h a t are r e c r u i t e d are t h e
v i t a l f o r c e of t h e o r g a n i s a t i o n , mom va luab le t o i t ,
i n many ways, than e f f i c i e n t o p e r a t i o n a l methods
i n t h e product ion process , Yet, an e f f e c t i v e
r ec ru i tmen t programme i s n o t at all simple,
e s p e c i a l l y i f t h e l a b o u r requirements of t h e
o r g a n i z a t i o n a r e d i v e r s e ; f o r it i s necessary not
only to discover appropriate souraes but a lm t o compare
t h e i r value; t h a t i s t o d a t e m i n e which of them
t h a t nay be m u ~ t sa t i s fac tory , That i s why must
authors, see t h e s t a f f i n g exercise as embr~oing
reormitment, se lec t ion and placement,
However, one may ask, how does a s a l e s manager
go about ge t t ing things done through and with o the r
people a f t e r r ec ru i t ing candidates f o r t h e s a l e s job? I
One of t h e ways i s through t h e motivation of
s a l e s personnel. The motivating Function i s var iously
identifl ed a s encouraging employees towarda bigh
performance, It c rea tes condition so that persons oan
ge t %elf-administered rewards" such as sa t i a fac t ion
from acaomglishing a challenging task,
Why should sa les force want t o cooperate and
contr ibute toward accompli s h h g marketing goals?
How does a manager motivate his eubordinates? In
anewering these questions, there should be t h e
recognit ion of individual differences, While the
individual has many things i n common with Ma fel low
men, his p a r t i c u l a r needs must be taken i n t o account
at all stagee of growth and development, A need is
as t h e conscioua o r unconscious experiences of want
(E j io for , P.N. C., 198: 166) People form an organisat ion
o r j o i n ex is t ing ones with a view t o s a t i s f y i n g
c e r t a i n needs of t h e i r s which ind iv idua l ly they
could n o t and may never meet. Therefore, within
organisat ions , i nd iv idua l s behave i n c e r t a i n ways
and pureue p a r t i c u l a r coursee of ac t ion i n o rde r
t o s a t i s f y these needs. Since behaviour i s d i reu ted
toward need e a t i s f a c t i o n , i t becomes strategically
important t o know what people r e a l l y d e s i r e from
a job. Hence, a worker with the a b i l i t y t o perform
could e f f i c i e n t l y , increase his performance, i f
adequat e ly motivated.
IHB CONCEPT OF MOTIVATION
Motivation i s t h e w i l l t o achieve a goel i n
o rder t o meet a personal need (Dlueck P. Williem,
1977:160) wbile Robert Appliby s e e s i.1; as t h e
Itway urges, asp i ra t ions , d r ives , and needs of humern
beings d i r e c t o r con t ro l o r e ~ l a i n t h e i r behaviour.
Motivation can be e i t h e r p o s i t i v e o r negat ive
Pos t ive motivation, sometimes oal led menxiety - reducing m o t i ~ a t i o n ~ ~ , o r t h e c a r r o t approauhtl,
o f f e r e eomething valuable t o the workers, Examplee
include pay, pra ise , and p o s s i b i l i t y of becoming a
permanent employee aa rewaxds f o r acceptable
P ~ f o m ~ n c e r
Negative motivation, on thh .other hand, whioh
i s of ten called the "Stick a~proach", use8 t h r e a t s
of demotion i f performance i s unaoceptmble, Eaoh
type ha8 i t s place i n orgenisations, depending on
t he prevai l ing s i tuat ion, Fbr ind iv iduda , the
grea t e s t e a t i s f aotion and t he strongest mot iva t im
a r e derived from achi evment, responsibi l i ty , growth,
advancement, work, and earned recognition, Prominent . ,. among the motivatinll; fao tors i n any organiaration
a r e wages, salary, incent ives and f r inge benefitrp,
Manegera believe t ha t i f a l l these things are
provided t h e i r (workera) favourable a t t i t u d e and job
sati s fac t ion wil l be high, thereby, bringing aboub
g rea te r productivity,
I ,? H I S ~ R I C A L BACKGROUND OF BERGER PUNTS N I G E R I A PLC OBA AKPAN AVENUE, PrM.B 21052 IKEJA - LAGOS.
THX COMPANY HISTORY:
I n 1 9 9 the company was form& i n Nigeria
under t h e name of B r i t i sh Paint6 (w,A) Limited,
The first p a i n t f a c t o r y i n N i g e r i a was b u i l t by
B r i t i s h P a i n t s and s t a r t e d product ion i n Ikeja i n
March 1962, I n 1969 Berger, Jenson and Nicholson
(Be J O N ) 'merged wi th B r i t i s h P a i n t s ,
In N i g e r i a both companies continued t o o p e r a t e
as B r i t i s h P a i n t s from Ikeja while B. J O N had t h e i r
p a i n t f a c t o r y i n P o r t Harcourt, In 1972 t h e two
companies i n Nige r i a were merged and t h e new name:
BERCER PAINTS NIGERIA LIMITID (NOW BERGER PAINTS NIGERIA PLC)
The company o p e r a t e s two p a i n t f a c t o r i e s a t
I k e j a and Port-Harcourt, Berger P a i n t s N i g e r i a
L i m i t e d then was an a s s o c i e t e of Berger, Jenson and
Nicholson Limited o f London U.K now known as Jenson
and Nicholson a member of W B INTERNATIONAL LIMITD1'
whioh i s one o f t h e l a % e s t p a i n t manufaoturing
companies i n t h e World,
Berger , J enson and Nicholson was then in t u r n
a wholly owned s u b s i d i a r y of: Farwarke Hoechst AeGo
of F rankfur t Germany, one o f t h e l a r g e s t chemical
companies i n t h e World manufaoturers wi th a wide
range of p roduc t s inc lud ing pharmaceut ica ls ,
p l a s t i c s , f e r t i l i z e r s and paint , T h u , the company
i s bauked by vas t reaouroes of technology research
and management a k i l l s .
I n 1973 i n acoodance with t h e wiehes of t h e
Nigerian Government, t h e company offered 40% of i t s l
shares t o t h e p u b l i c with an o f f e r of 1,152,592
sha re s of 50 kobo each. T h i s was r q i d l y t&en..up
by Nigerian Nationals , 10% of t hese shares were
taken up by staff of t h e company,
Berger Paints was t h e first p a i n t manufacturing
company t o be quoted on t h e Nigerian Stock Exchange.
Fur ther , i n order t o meet t h e requirements
of t h e Nf ger ian Ente rpr i ses Promotion Decree 1977,
t h e fo re ign shareholders sold on t h e Nigerian Stock
Fxchange another 1,918,026 shares t o t h e Nigerian
public ,
A t a s e l l i n g p r i c e of 80 kobo p e r sha re t h e
s a l e was ove+subscribed I,? times, This i s an
i n d i c a t i o n of how t h e pub l i c v i e w t h e value of this
oomptmy. 10s of tihe shares again were reserved
f o r staff and were completely taken up,
To th i s end, t h e company i n 1977 t o t a l l y
complied with t h e Decree and 60% o f t h e company' a
shares were now owned by Nigerians. Berger P a i n t s
U,K, undezr a Technical Agreement on a continuing
b a s i s supp l i e s Berger Nigeria Technology and
Training f a c i l i t i 0s.
I n 1990, Berger P a i n t s Niger ia P l c offered
r i g h t s I aeue of 10,800,000 ordinary shares of 5Ok
each t o e x i s t i n g shareholders i n August I990 on t h e
b a s i s of one ord inary ahare f o r every t h r e e ordinary
shares held a t lOOk p e r share and t h e shares were
oversubscribed.
THE COMPANY ORGAN ISAT ION
The running of t h e compmy i s t h e d i r e c t
zresponsibi l i ty of t h e manwing d i r e u t o r who has
split t h e company organ isa t ion i n t o t h r e e major
O p gra t ing groups r e t a in ing marketing marine/prot ec t ion
and adminis t ra t ion under his d i r e c t control.
1, FIN AN d~
- Company f inance
- Accounting
- Training/Development
Co sting
Credi* control
Sal ari e s
Data processing
OPERATIONS!
Technical
Production
Maintenance
Qmlity Control laboratory
Warehouse and Despatch (Distribution)
Raw mat erials/Procurement
SALE8
SaL ee
Depots
HISTORICAL BACKGROUND OF SHARON PAINTS AND CHENICAL LIMITED LOCATED AT UMUNOKA U D I WITH I T S CORPORATE HEADQUARTEEtS AT NO 241 AGBANI ROADS ENUGU
The company was incorporated in 1984 and
started operation i n the same year. The establishment
wals through the e f for t s of a Youth Corper named
Barrister Joseph Rapuluchukwu Nduka.
During his Y o u t h Servicre year he had an i n s p i r e
t i o n t o go i n t o the p a i n t induetqy, After his serv ice
year, he met his r e l a t i o n s and pulled resourcee
together, When t h e c a p i t a l base was gotten, he went
i n t o t h e logistioer, a temporary land was acquired at
Gariki, Awkunanaw. Bemause it was a t % t e g embrayo
stage, most production wae done manually by t h e factory
hande headed by a chemioal Ehgineer, a graduate of
IhlT*
There oms the problem of ge t t ing i n t o t h e
market, And t h e marketing et ra tegy he adopted then
was t h e personal ae l l ing ert~ategy, When new building8
were oonstructed, he had an u p h i l l task of uanvaersing
and convindng owners of building and when convincred
they supply t h e graduct, Another method of marketing
s t r a t egy he e d o p t d wae *he e a l e o n - r e h m strategy,
Gradually, t h e pa in t g d n d wide aoceptance
i n t o t h e market and l a t e r the marketing s t r a t a y
ohangd. This wae t h e embrayo stage.
After t h e embrayo, t h e propr ie tor w e n t i n t o
l e g a l p rau t i ce and draf ted his senior brother t o
take up t h e buaineaer. T h i s wae i n 1986.
3 2,
The managing of t h e cmpany o r team oomptises
t h e Managing Direutor, t h e General Man-er, Acoountant/
Personnel manager, Marketing manager, Production
Manager, Quali ty Control o f f i c e r and the Research and
Development Oftioer,
Before now, the re was no management team i n t h e
csorppony, t he re was no organigram i n tbe oontpany and
t h e General Manager wae l a rge ly d e f i d ent acedernieally
a8 an N,O, E holder, The oompany wee res t ruc tured
and proper ly orgbl~lil~ed with t h e employment of the
current Aoaountant/Personnel Manager by the person
of M r Chinedum Sam Elskwa tan Me B, A Graduate of EGUT,
I* was h i s input t h a t has turned the oomparry
roulld, bringing i n his managerial experience i n t o play.
It waa through hie e f f o r t t h a t management * e m wae
o o n e t i t u t d , budget and b d g e t a r y control were p u t i n
plaoe a some s c i e n t i f i c management too le were a d o p t d m
The uompany hae s ix departmentar
I A O C O U D ~ B Department
3. Produotion Department
4, Marketing Department
5, Researuh am3 Development Dsrp artment
6, q d i t y Oontrol
A l l bhese depsrBment8 a r e headed by graduabes of
various ins t i tu t ion . The workforae i s made up of
200 s taff with f i e l d Representatives ox aalee force
meking up 20 i n number.
1.3 STATZNENT OY' PROBLEM
Reoruitment O f sa lesforce i s a p o s i t i v e
funcbion of whioh the complement i a eelection,
Recruitment f inds workers and makes them available,
Seleotion p icks and uhoosea among them t o
eeoure those moat l i k e l y t o euccreed on the job.
Reoruitment i n l a r g e orgenieations has always
been an heculsan task$ f o r most managers especial ly
i n the marketing oriented organisations, There
are erne bar io fao tore t h a t hinges on t h i e exeroies,
B a e d on the above therefore, the Statement
of Problem i n t h i r s regard is as follows, first
and foremost, wriQing t h e job analysis, job
Bescrip t i o n and job speoif icat ion always c o n s t i t u t e
a bane i n t h e ~ e a r u i t m e n t exercise, (hoe a good
job ie done on the above t h e exeroise i s moet
oompleted by the manager.
8econdly, souruing f o r the r i g h t candidate,
aseesaing appl icat ion forms end evaluating and
14.
plaoing suuoeseful candidate a l s o a o n s t L s t e a major
hindrance i n the propar execution of t h e recrui tment
o f s a l e s f o r a e ereroise .
I n order t o aahievs i t s goals, one of t h e moet
important of whioh i s t o increase t h e l e v e l of s a l e s ,
an organ isa t ion cannot do without motivat ion and
should b s oonsidered a v e r i t a b l e t o o l of i ndus t ry ' e
p o l i c i e s a f t e r the recrui tment of s t a f f so that t h e
ra te of staff turnover would no t be s o high.
Good motivation programmes have not always
been easy to envolve i n some organisa t ions beaause
of t he f o r c e s t h a t i m p d e t h e achievement.;of the
des i red ob j eotiveer.
Some of t h e s e oonst ra ining foroes inc lude t h e
problems of se leo t ing t h e appropsiat e motivat ional
t o o l s , l i m i t e d resouraes t o finance such programmee,
and l a& of t h e i r proper implementation.
Based on t h e above premise, t h e statement of
problem for this aspeot of mo.trivaeion inuludes,
what type of motivat ional programmes oan these
o rgan isa t ions u s e t o make t h e e d a s f o r o e increasca
t h d r level of ~rales and reduce the rate of staff
turnover? Whee are the needs an8 wants of t h e aa lesforoe
t h a t oan be i a e n t i f i e d f o r motivation? What are t h e
motivational plana for these ealeef orce? And l a e t l y ,
hae t h e prov is ion of oomp maa t ion and motivational
padragee, been ea t ia fao tory?
It i a alrpeoted that t h e answers t o t he above
question6 w i l l enable t h e rersearoher t o underst and
how opeimally t h e recruitment process and motivational
. t oo la can be use4 t o e t l io i t a b e t t e r programme i n
1.4 OBJECTIVES 0% STUDY
"Po deois ion t o conduct a reeearch on t h e a r e a
of recruitment and motivation r e su l t ed from t h e ever
i na reas ing problems and ooncern about ways and means
of achieving pre-det ermined goa l s through inareaset3
eff io ienoy and high l e v e l of p roduc t iv i ty on t h e p a r t
of t he saleaforoe. This atudy is, therefore , deaigned
t o examine t h e following areas:
1, To i n v e s t i g a t e the t i m i n g of t h e rearuitment
exeroiae and how i t i s undertaken by t h e management
of t h e organisat ione under atudy?
2. To aeoer ta in t o what e r t en t t h e recruitment
prooem has contributed tQ t he eff eotivenesa/
f neff eativeness of the osganisatioss,
3. To examine the kind of motivational programmes
adopted by Bergel? Paintrs and Sharon Paints i n
o ther t o make t h e sa les force increase t h e i r
s a l e s volume and than reduce t h e 8a les force
turnover.
4. To de tkmine the needs and wants of t h e sales-
foroe, whioh when s a t i s f i e d , leave them motivated
work era.
5. To invee t iga te whether motivation has any
effeot on t h e sales voiume of the salesforce
of these organisations.
6, To identify factore that i m p d e the effective
implementation of the motivational programmes.
7. To examine the re la t ionship between recruitment
and t h e motivation of sales f o r m i n t h e area
of staff turnover,
1.5 SIGNSFICANCE 0% STUDY
A study of this nature i s of immense eignifioanoe
i n that i t makes f o r prudent management of personnel
(eelen force) requiring p ersonnel wi th t h e appropriate
q u a l i f i o a t i o n ~ , s k i l l , and experience i n the first
plaoe, Moreover, management should be able t o under-
stand weya of improving mlesforoe eff ic iency and
produat ivi ty through adequate motf vat ioa of salesforce,
The raignifioanae of: t h i s study, therefore lies
i n i t s p o t e n t i a l i t y i n serving as a reference tool f o r
both p r i v a t e and publ ic organisations which might
d e s i r e t o el iminate a l l obstacles associaCe4 with
recruitment a m motivation, It i s a lso expeoted t h a t
t h e study w i l l bring t o Lime-light, t h e success o r
f a i l u r e of these organi sat iona under study recruitment
and motivation programmes.
T h i s reaearch w i l l a lso be benef ic ia l t o s tudents
of marketing who intend.; t o write on a top ic of t b i e
nature, lit w i l l serve as a material of reference t o
students undertaking such a research,
1.6 SCOPE OP $HE STUDY
This study w i l l be conducted among t h e management
( s a l e s ) of Bexger p a i n t s aad Sharon pa in t s , t h e staff
of both companies - made up of t h e saleeforce.
This study i s l imi ted i n soope t o t h e a r e a s of
recrui tment of ea l e s fo rae ancl t h e i r motivation,
1.7 S'PATBlDlI) OF WPOTHESIS
It hae been s t a t a d i n t h e in t roduc t ion t h a t people
are t h e moat important i n any firm's a b i l i t y t o cope
with t h e increas ing &emends of a complex business
environment,
Hence, a worker with t h e a b i l i t y t o perform could
e f f i c i e n t l y i nc rease his performance, i f edequat e l y
motivat ed,
For t h e purpose of this study, the re fore , t h e
following hypothesis have been formulated.
i ) That s a l e s f o r a e recrui tment p r a o t i c e s has been
sa t i s f ac to ry .
i i ) That t r a i n i n g programme i s organiaed f o r t h e
ef f i 'c iat perfoimance of t h e salesforoe.
i i i ) That t h e management hae motivat ional p l a n s
f o r t h e sa les force ,
iv)
1,8
19.
That management provides s a t i e f actory compensation
end motivation packages f o r the salesforce, .
LIMLTATIONS OF THE STUDY
Several constraints were met i n the oaurse of this
grojeot report and these include:
I e FINANCE:
9his was t he most ser ious cons t ra in ts of t h i n
etudy, and which t o some extent l imited the scope of
thie research work,
a, IlIMEt
Time wae mother o r i t i c a l 0onstra.int f o r t h e
xeesarcher. With the na ture of the academic programme,
t his study was conducted i n combination wi th other
aoademic work and t h e researcher encountered a l i m i t e d
period of time, Inep i t e of the enormous constraint ,
the researcher was able t o meet the requirement of t he
etuBy.
3, ATTXTUDEOP RESPONDENTSt
The researcher witnessed a s i tua t ion where the
managere of the organisations exhibited en uncooperative
a t t i t u d e and t h i e i n the ear ly stage of the study
affeotea the timely completion of the reeearoh work,
Moreso, the uncooperative att i tuae of some salesforce.
4 FUEL SCARCITY
A s a 'result of the current fuel soarcity i n the
oountry, i t restrioted the researcher t o a limited
rscope, This ugly phenomenon grounded the eaonomic
a o t i v i t i e s of the country,,
BOOKS
1, P.N.0, Ejiofor (1989) r Foundations of Bueiness Administrabion, Afrioana PEP Publishers Ltd ) b o k Houee bl'tsha, Nigeria, p. 166
2. Clueclc F, trilliam (1977): Man ement, The Drgden Prem, Hinsdale I l l i n o i s , p, --Ti%=-
3. John Lidstone (1976); Recruiting and S e l e o t i q Suooesaful Salesmen, Gower press, Teakfiled u m l t e d , England p, 7
(1972) : Recruiting , Int erviawine; and A Manuel for l i n e Managers Mc d%aw-n11
. Scott , W. G, , and Connor, P, E, (1987) z Managing the Modern Organisat ion Boston, Houghton Miff l in , 00. p, 283
6. Hammid, T, (1983): Role of Personnel Management i n Nation Building, Business Concord, August 19 P* 9
CHAPTER TWO
REVIEW OF RELATED LITERATURE
2 e I RECRUITMENT AM) SEGECTION TECHNI WE A GENERAL OVERVIEW
Hiring i s t h e s t a r t i n g p o i n t f o r producing
out s tandiug s a l e s p erformera, Training and motiveb
t i o n a l programmes br ing out the p o t e n t i a l s c a p a b i l i t i e s
of s a l e s people, but they can never e n t i r e l y make up
far inadequate qua l i f i oa t ions a t the time of h i r ing,
Wotruba, Thomas e t a1 (1992: 367) viewed r e c r u i t i n g
aer a proosssr by which a firm secures a pool of
apg l ican ta t o be considered f o r hiring, They went
f u r t h e r t o say t h a t t h e pool of app l ican ts i e t h e
o o l l s o t i v e number from which new sale^ people, w i l l
be hired, Generally, t h e p romeo t of finding highly
~ u a l i f i e d peraons i e g r e a t e r when t h e i n i t i a l pool o f
oandidates i s large , Except when highly t echn ica l
qua l i f i oa t ions a r e sought, aompanies u se mu l t i p l e
aouroee i n o rder t o auczumulate a l a r g e pool of
epplioants , Economio condi t ions and t h e s t a t e of t h e
labour market can in f luence t h e erize of t h e pool,
They expressed t h a t each term has a t i i s t i n c t meaning
$ELECT ION
Seleot ion involves evaluat ing and screening
candidates t h a t have been brought i n t o t h e rec ru i tmar t
pool. Thus r e c r u i t i n g i s t h e bu i ld ing - up p a r t of t h e
h i r i ng proaeesr whereas, se leo t fon i s a breakdown p a r t
of the p rocess Wotruba e t al (supra). The deois ion
about which sources t o r e c r u i t from requ i r e s some
se l ec t iv i t y . q a l i f y i n g a prosp ecbive canaidate by a
shor t screening appl ica t ion o r in te rv iew may oocur i n
t h e r e c r u i t i n g procees bu t , a t t h e same time, also
begins t h e s e l ec t ion prouees, Soreening e l imina tes
e f f i c i e n t l y i n t h e first s t ages t hose candidates who
do no t poeeees t h e des i red qua l i f i ca t ions . S t i l l ,
separa t ing these two funct ions i s important, beoauere
t h e bea t r e e u l t s w i l l occur when a t t e n t i o n i s given
t o each p a r t as i t r e l a t e s t o t h e f i n a l outcome and
ob j ect ive,
However, Pigtars, Paul et al (1977: 245) opined t h a t
t h e purpose8 of a recrui tment funct ion a r e p a t e n t l y
a t r a i g h t forward; t o seek out , evaluate, obta in
commitment from, p lace , and o r i e n t new employees t o
fill p o s i t i o n s required f o r t h e a u c c s s ~ f u l conduot of
t h e work, o f an organisat ion. .
2.2 THE EZGHT STEE'S IM THE SYSTDIATIC STAFFING PROCEDURES:
Aocording t o Lidstone, John (1979s 21) s t a f f i n g
i s t h e manwer i a l func t ion of r s o r u i t i n g , e e l ec t i ng ,
placing, apprais ing, t r a i n i n g and developing people
t o ca r ry ou t t h e jobs o r roles i n t h e o q a n i s a t i o n a l
s t ruc tu re .
B t a f f i n g involves filling t h e p o s i t i ons with
people. There tare e igh t s t e p s i n t h e sys temat ic
s t a f f i n g prooedures:
i
ii
i ii
hv
v
v i
v i i
v i f i
ix
Writing t h e job deso r ip t i on
Writing t h e job sp ecf f i c a t i o n
Constructing t h e man p r o f i l e
Recrui t ing oandidate - SOURCES Assessing Applioation forms
Checking r e f e r ences
Paychologiaal t e s t i n g
St ructured in terviewing
Evaluating and plac ing successful candidate.
25.
2.3 WRITING THE J O B DESCRIPTION
The job deeor ip t ion is one of t h e e s s e n t i a l
corneretone upon which t h e s a l e s manager bu i ld s an
ef f eu t ive sales organisat ion.
Job d e s c r i p t i o n ba dlefined ae a wr i t t en statement
of t h e t i t l e , r e s p o n s i b i l i t i e s and s p e o i f i c t a s k s t h a t
people should carry ou t t o agreed s tandards t o enable
company ob jeo t ives t o be achieved. Lidetone, John
(Supra). Alao i n his book, Ef fec t ive Se l l ing ,
Notturno, War Russ (1991: 556) def ined job desc r ip t ion
as a wr i t t en statement of what t h e s a l e s person i a
t o do, H e was also of t h e view t h a t job desc r ip t ion
should o o n t d n t h e o f f i c i a l t i t l e of t h e Job, t h e
amount of au tho r i t y t h e es&esperson w i l l have, t h e
salesperson' s accountab i l i ty t o o there ; t h e salesperson' s
daily aglrsignments and a c t i v i t i e s (what products w i l l
be sold, t h e t ypes of buyers t o be conducted, t h e
nature of the s e l l i n g t o be done, a breakdown of
working time by du ty t o be performed, rou t ine d u t i e s ,
and s e l f management and adminis t ra t ive r eapone ib i l i t i ed ;
the method of oompeneation; an8 the opportunity f o r
88vanceUneElt.
W H Y HAVE A JOB DEoSCRIPTION?
A job desc r ip t ion helps t h e compeny, t h e job holder
and
A
ii
iii
i v
C
i
t h e rsales manwer.
IT HELPS THE COMPANY
To aohieve t h e overa l l oorporate object ives
To d i v i d e up t h e e f f o r t requirsd i n t o s p e c i f i c
jobs,
To ensure t h a t these jobs do not overlap eaoh
other, So t h a t waeteful dupl icat ion of s a l e s
e f f o r t i s avoided.
To ensure t ha t a l l t h e key tafsks tha t need t o
be car r ied out a r e iden t i f i ed and al located,
I T EIEIlPS THE SALES MANAGER
'Po r e c r u i t and se leo t candidate6 who meet job
requirements,
To aesees spec i f i c t r a in ing needs
To measure the job holdere' salea performance
To motivate and control him
IT HELPS THE JOB HOLDER
To agree with t h e company and specYfically
with his sale^ manager, t h e object ives , d u t i e a
27,
and r e s u l t s he i s t o achieve,
A1 To have t h e au tho r i t y and resources necelssary t o
do t h e job,
HOW TO WRITE A J O B DESCRIPTION
The job d e s c r i p t i o n should be wr i t t en i n a conscise
language, avoid wholly terminology ,or j argon. Provide
a s e t of measures a g a i n s t which t h e job holder and t h e
a a l e s manager can as ses s themselves an8 be a s s e s a d .
A job deec r ip t ion should be wr i t t en under t h e
following headings:
i Job t i t l e t
- Job loca t ion
- Department
- Rer~ponsi b l e t o
- Controls
ii Prime job o b j e c t i v e s o r main purpose of t h e job.
iii EstabliaheU d u t i e s
i v L i m i t o f au tho r i t y
v Sp eciaJ. r e l a t i onsh ip
v i Performance Appraisal
v i i Remuneration
JOB TIT&Ec
The job t i t l e should accurate ly deec r ibe and
r e f l e c t t h e na tu re of t h e sa lea job and where p o s s i b l e
be dretadily reoogni s a b l e t o people ou t s ide the ciompany,
It should be cons i s ten t , and should not be more than
t h r e e o r a t most f o u r words,
JOB LOCATION:
The job l o c a t i o n is included f o r recrui tment purposeer,
I n s m a l l oompanys this information i s usua l ly unnecessary.
But i n l a r g e and p a r t i c u l a r l y i n t e r n a t i o n a l corporations,
Where salemen are from t h e same group, But s e l l i n g
t o t a l l y d i f f eremt producte o r se rv ices , this i d e n t i f i c a t i o n
is essential,
RESPONSIBLE TO:
Specify t o whom t h e job holder i s responsible,
Always avoid the s i t u a t i o n where one.anan has two masters,
A man oan only wo& e f f e c t i v e l y f o r one manager.
OON'PROLS t
Nomelly a salesman w i l l not have a lnansgement
r e s p o n s i b i l i t y f o r any staff,
ii PRIME JOB
The prime job ob jec t ives should be concise
statements of t h e main reasons f o r t h e existence of
t h e job, It should be expressed i n s p e c i f i c and
measurabl e t ems,
f ii, ESTABLISHID DUTIES
I n th i s sect ion should be l i s t e d t h e t a s k s t h a t
will need t o be performed t o achieve t h e job obj ect ives,
Clear ly i t w i l l be impossible and indeed unclesirable
t o list everything t h e man o r woman may be expeoted
t o do, so a t t e n t i o n should be focused upon those they
t o & s whioh a r e l i k e l y t o have a major impact on h i m
achieving h i s obj ect ives,
LIMITS OF AUTHORIm
I n t h i s sea t ion , one i s comerned with l i s t i n g
those a a t i o n s and dec is ions a r i s i n g from t h e s a l e s
poa i t ion ana lys i s whioh the salesman oan t a k e without
permission, and who i s t h e permission grant ing
author i ty for t h o ~ e ackions and dec is ions he oaanot
take*
WECIAL RELATIONSJXE
This conta ins t h e tasks he has t o auhieve his
objeot ives , I n stating h i s d u t i e s , his degree of
r eagons ib i l i t y and a u t h o r i t y should be outlined.
At tent ion should be pa id on t h e t a sks t h a t are l i k e l y
t o have major impaut on t h e prime job obj ect ivea,
PERBORMANCE APPRAISAL
Should be measured wherever pos s ib l e i n s p e d f i o
t ems, I n t h e job d e s c r i p t i o n you could put t h e r e
how oftten t h e salesperson has t o be appraised,
RPIUNERATICIN :
When remuneration i s mentioned, apa r t from s a l a r y
and oornmiasion, o the r t ang ib l e rewards should be s t a t e d
oo t h a t t h e manwer and t h e salesman can see t h e worth
of t h e whole packege.
After developing t h e desc r ip t ion , i t i s neoeasary
t o d e t e r m i n e l b h s p e c i f i c a t i o n s of t h e job.
2.4 J O B SPEOI3'1OATION13
Job speu i f i ca t ion i s a l o g i c a l ext enaion of job
desuript ion. A job spec i f i ca t i on nemes t h e personal
q u a l i t i e s need by t h e ind iv idua l who i s t o funat ion
eucoessful ly i n a descr ibed job,
Notturno, N d e Buss (Supra), I t a s t h a t a r e o f t e n
i n u l u d d i n 3 ob ap ec i f i a a t i o n e are physioal f a c t o r s ,
mental faa tore , environmental f ae to ro (euch aa s o d a l
crlaea) , experience facttore ( i n s rdea , o t h e r business
s i t u a t i o n s , and t h e m i l i t a r y ) and pe r sona l i t y
f ao to r s (temperament, rnaturit y, pereuaeivenese, and
2.5 OONSllRUCTING THE MAN PROFLtE
(hoe t h e Job deso r r ip t i on hae been w r i t t c a n
and t h e job epec i f i aa t i on detcbnninad, you dl1 have
ool lea ted a g r e a t deal of information about t h e tadca
t h a t need t o be performed t o meet t h e company's
obj eotivee. Thia toget her with add i t iona l information
dl1 help you t o answer t h e question. What kind of
m a n will be required t o do t h e Job auoctessfully.
HOW TO CONSTRUCT THE EMPLOYEE PROFILE
For t h e p r o f i l e t o be acourate you should
const ruct it under sp e c i f i o fao tora r e l a t e d t o t h e
h e d i n g s of t h e job deeoript ion. Them faatore
r e f l e c t the answers t o two quest ions upon whioh you
muet always satierfy yourcaalf before a a m d i d a t e f o
auaeptable f o r the Job, What a m he do? - by ibaaaon
of hi@ measurable qua l i f i ca t ion and what w i l l he
do? - by reaeon of his p a r t i c u l a r character , Job
motivatione and bnt s r e s t a and maturi t;l,
There are f i v e main eete of fao tora whioh have
been found most su i t ed t o t h e reomitmen% and
se leo t ion of saleamen and saleewomen.
i Appearance and impact can do1 fao tora
ii Measurable faotors 1 iii Chareater traits I ! w i l l do' f a c t o r s iv Job motivation
v Maturity
' CAN DO' PACTORS
I APPEARANQE AND IMPACT
APPEARANCE: Since i t i s of ten d i f f i o u l t to be
ob3sotivs aboutr appearance, en e f f e a t i v e way of
analyzing t h i s f a c t o r i s by asking oneself, What
phyrsioal appearances would be unaccreptable t o t h e
types of customera and prospects t h e salesman have
t o e e l 1 to,
IMPACT8 You need t o analgae more erpeoifically how
t h e job holcler should be ab le t o conduct himself
thmughout a s u ~ t a i n e d s a l e a convereation which may
last from f i v e minutes t o one hour, whether he w i l l
have t o d e a l with d i f f e r e n t l e v e l s of management
and what presumes t h i s might put on the salemen,
MEASURABLE 3'ACTORGr There a r e n i n e headings under
whioh you should analyee t h e meaeurable f ao to re
Age, sex IPucation, Speoial qual i f ioa t ione , In t e l l i gence ,
Avai lab i l i ty , Driving Licence, Health and IDrperienue.
AGEr It ie a l l t o o eaey t o f i x an range f o r a job.
8EXt Consider whether a male i s r e a l l y e s s e n t i a l
and if 80 why? Then you ought t o keep a f l e x i b l e
towerds female applicant f o r s a l e s posi t ione,
EDUCATION: Here ask yoursel f what minimum standards
( i f any) and (where re levant ) what f u r t h e r education
are abso lu te ly necessary f o r t h e job?
EXPERIENCEt When analyaing t h e experience, i f any,
a oandidate should have, it is more useful t o ask
oneeelf. What experience doee the man o r wmem
need t o d o t h e job s a t i s f a a t o r i l y ?
SPECIAL €&JALIFICATLONBa Under this, one need t o
aonsider whether he i e looking f o r a married man o r
woman o r a single man o r woman.
II?TEtLIGEI?CE: Teets aan be ueed t o measure
i n t e l i g e n c e but they t ake time, are expeneive and
unless they have been validated such t e s t are on
l i m i t d value,
DRIVING LICENCE: Must all c a d i d a t e s be a b l e and
l i o e n e d t o d r ive a car / lorry? w i l l you only aocept
eandiaatee with a clean dr iv ing l icence? o r wiCh an
endor~emen t.
HEALTH: Do you i n s i s t on a medioal examination
before appointing s t a f f ? I f , not how w i l l you aesese
t h e hea l th and physical f i t n e s s of uandidates? Sales
j o b s p a r t i c u l a r l y need voluet heal th and good physical
oondition f o r a nuniber of reaeona,
f l W U I L DO FACTORS: "wil l d o n s e t of f a c t o r e err6 so
muoh more d i f f i a u l t t o s e t down still more t o evaluate,
they of ten neglected.
A Charaotor t r a i t e
3 PereeverancQ
4 Loyalty
5 Sel f r e l i a n c e
6 Leadership
2.6 RECRUITING CAND ID ATES
~ualifid people don't usua l ly wialk through t h e
door when you need them. This i s t r u e even i n t imes
when jobs a r e h a d t o find. Gome people
do walk in and ask f o r jobs but this is tho exoeption
r a t h e r than the rule, If qua l i f i ed people d o n ' t
oome t o you, then you nus t seek them out, I n looking
f o r qual i f ied people, you should make use of many
aourceer, Your own company, in t roduct ion by company
staff, refersncms, employment egmcies, newspaper
adverts, school placement off ioeo, asaooiations.
S i x of t h e s e sourcee w i l l be explained i n greater
d e t a i l s below
Refer ra l8
2 Agencies
3 Newspaper adverb
4 Walk-ins
5 School placement o f f i c e s
6 Profess ional assoc ia t ion
REPERRALSt Present employees and bueiness a s soc i a t e s
are IB good source of new salespeople. Refer ra le oan
be used t o fba3 experienced ealepeople working f o r
coup e a i t o r s o r qua l i f i ed but i n exp eri enmd app l i can t s
who are ready t o be trained. Encourage people anb
f r i end8 t o r e f e r o t h e r s t o you who they th ink w i l l
make good sa lespeople f o r your s a l e s team.
EMPLOXM~T AGFZ'?CIF,St Both a t a t e and p r i v a t e employment
agenciee can help you find qua l i f i ed people, The
only requirement i s t h a t you make clear t h e knowledge,
NEWSPAPE3 ADVERTS: Newspap er advert a ere p a r t i c u l a r l y
e f f e c t i v e when you a r e t ry ing t o f ind experienced
people. I f you s e l e o t a paper with good o i r cu l a t i ons ,
you are l i k e l y t o g e t a l a r g e number of applicants ,
This w i l l give you an opportunity t o s e l e o t t h e very
beet p o s s i b l e candidate from a l a r g e people, While
some of t h e app l i can t s w i l l not be qua l i f i ed many w i l l
be worth interviewing,
SCHOOL PLACEMENT OFfPICESt (John, Lidetone 1980:
43-55) aohool placement o f f i c e s are en exoellent
souroe of edespeople i f you a r e prepared t o t r a i n
them, While most graduates have l imited experience,
the re are those who have sold on a port-time b a d e
and would weloome a c a r r i e r i n sel l ing, Suggested
guidelines t o follow i n w i n g plaoement o f f i c e s t o
reorui t are; c a l l the suhool plausment o f f i ces and
t e l l them what your neeas are. Vie i t the sohool and
get t o know the people i n t he plaaement offioe.
PROFESSIONAL BODIES AND TRADE ASSOCIATION t
Trade alssociations, profeslsional bodies and chamber8
of commerae may supply possible leads t o acquf ring
good salesman. A t t he very l e a s t they can be regarded
aa a grapevine of possible contacts and recommendations,
The chm&ered I n s t i t u t e of Madceting o r NIMARK
providee a regular advertising fea ture l a rge ly f o r
the reuruitment of marketing manegement but also
oovering ea l emen,
ASSESSING APPLICATION FORMSz Before t h e interview,
screening o r f i l t e r i n g i s worth necessary, Many
sales managers regard the i n i t i a l l e t t e r of application
a s indica t ive of t h e a b i l i t y of the ealesman,
The appl icat ion form i s r e a l l y t h e fremework of
t h e man p r o f i l e , It should record d e t a i l s of t h e sales-
man' s personal h i s tory , education, qua l i f ica t ions ,
experience and in t e ree t e , When reoeived i t can be
oompmed with the p ro f ike drawn up and t h e o t h e r
applioatione. Allow s u f f i c i e n t time to elapse between
your advertisement appearing i n the p r e s s and deciding
t h a t you have had returned the bulk of t h e
applicat ione, The appl ica t ion form should be used
ae a bas ic too l f o r r e j eo t ion r a t h e r than select ion.
The following checkl i s t f o r t h e first screen
w i l l help you:
Is he t h e age bracket specif ied?
Does his education (and qua l i f i ca t ions i f required)
uatch %he e s s e n t i a l o r preferred requirements?
Does h i e experience match t h e spec i f i ca t ions - are t h e r e any unexpected gaps?
LOCATION :
Doee t h i s meet your requirements?
Marital s ta tus : ae specif ied?
Phyeioal charact e r i e t i c s : does his hea l th recor?,
as far as you can judge and height and weight matoh
t h e sp ec i f i c a t i o a ?
Does he need t h e o ther e s sen t i a l f a c t o r s i n your
employment p r o f i l e eg, dr iv ing l icenced, Are his
s a l a r y requirements i n l i n e with whet you can pay?
You can now commence a seuond screening of the
csnclidates whose appl ioat ions have s u r v i v d t h e first,
T h i s soreen should aim t o try and i d e n t i f y as far as
t h e f a o t s supplied permit , t he oandidates s u i t a b i l i t y
aga ins t t h e w i l l do' f a c t o r s you have l a i d down i n
your master p r o f i l e , t h e i r oharacter t rai ts , job
motivations and emotional maturity,
At-the completion of your second screen you w i l l
probably have t h r e e f i l e s of app l ica t ion forms. One
of those aandidates who meet all t h e e s s e n t i a l fac tors ,
One of thoee candidates who meet most of t h e 'can do8
faobors end w i l l be held i n reserve,
2.7 O H G K I N G REFlERENCES
When process ing applicanes f o r s a l e s jobs, a
salesmanager oan get help from two general e m r o e s
of i n f o m s t i o n ou ts ide t h e company.
In t h e f i r e t , t h e appl icant fu rn i shes t h e l e a d s ;
t h i s i e t y p i c a l l y ca l led a referenoe, I n t h e o ther ,
t h e aompany e o l i c i t s information on i t s own i n i t i a t i v e ;
this s o u r c ~ inoludes c r e d i t s o r insurance repor t s ,
The t y p i c a l prooedurs i s f o r the prospect ive
employer t o check by personal v i s i t , telephone, o r
l e t t e r with t h e people l i e t e d by t h e appl icant a s
r e f erences, Whichever method i s se lec ted , it ahould
be used pre fe rab ly a f t e r t h e r e c r u i t f i l l s out an
app l ica t ion blank, I n t h i s manner, var ious statements
made on t h e blank may be ver i f i ed , I f t h e r e still i s
some quest ion, t he i n t e rv i ew o f f e r s an opportunity t o
i n v e e t i g a t e fu&t her,
R e f e r e b e checking can give you an i d e a of how o t h e r
people view t h e app l ican t and his work on a d a i l y bas i e
over a per iod of time. While most employers don' t l i k e
t o opera te badly o f a former employee, they are, wil l ing
t o v e r i f y d a t e s of employment, t o i n d i c a t e any major
problems i n t h e person1 s performance and t o g i v e you
a general i d e a of work h a b i t s and reputations. One of
thoee who w i l l be r e j e c t e d because they do not meet any
of t h e e s s e n t i a l o r p re fe r red requirements o r a r e
overqual i f ied f o r t h e job. According t o Lidstone,
John (1979t 10l)and 109) a l e t t e r of re3 ect ion may
go l i k e th i s . Thank you f o r completing t h e appl ioat ion
form f o r t h e p o s i t i o n we advertised. I am so r ry
t o have t o t e l l you that a f t e r careful considerat ion
of your appl ica t ion , we sh@1 not be asking you
t o come f o r an interview. However, I should l i k e
t o thank you f o r your i n t e r e s t i n this pos i t i on
and wish you every success with your f u t u r e career.
You are now ready t o in terview your s h o r t l i s t
of candidates but before doing so, you m a y wish t o i
ver i fy f u r t h e r some of t h e information they have '
submitted.
2.0 BEL&Cl!ION TOOLS
PSYCHOLOGICAL TESTING
Peychological t e s t i n g i s one of t h e major t o o l s
o f t e n used i n t h e sales se l ec t ion process.
Typical ly a company u s e s a ba t t e rn o f t h e s e t e s t s - t h a t is, severa l d i f f e r e n t t e s t s ra.ther than a s i n g l e
test .
The f i v e types of t e s t a commonly used i n se lec t ion
of s a l e s personnel are:
i
ii*
iii
iv
V
In te l l igence tes t : lhese a r e intended t o measure
n a t i v e in te l l igence o r 10 ( in te l l igence
Quoti-ent)
Knowledge t e s t s : Designea t o measure what t h e
applicant knows about some product, service,
mark e t , and so on.
Aptitude t e s t : Designed t o measure apt i tude
f o r se l l ing
I n t e r e s t s t e s t
Personal i ty t e s t s ,
Fundamentally, s a l e s executives use t h s t i n g i n
s a l e s foroe se lec t ion t o iden t i fy more aocurately
t h e varioue traits and qual i f icat ions t h a t usua l ly
cannot be measured by o the r select ion too l s , such
ae appl icat ion blanks o r interviews.
Another purpose f o r using t e s t s i s t h a t they
08x1 provide a bas is f o r interviewing, Any questionable
point8 spotted i n the t e s t r e s u l t s may bo probed
more deeply by interviewers,
STRUCTURED INTERVIEWING :
How many p eopl e should in te rv iew candid a t es?
%his question i s always being asked by s a l e s managers,
The a l t e r n a t i v e are: one candidate interviewed
by one person - you, t he interviewed by you plus
one o the r person who may be your super io r t h e
t r a i n i n g o f f i c e r o r personnel manager, The
candidate faced by a group seot ion board oomprising
four o r more people. A group of candidates working
toge ther on problems s e t them with a se l eu t ion
board aa t ing as observers,
BFLECTION D E C I S I O N : Once you have information from
appl ica t ion forms, in te rv iews , re fe rence checking
and p o s s i b l e t e s t r e s u l t s f o r each candidate t h a t
i s applying f o r a job, i t i s time t o make your
s e l e c t i o n decision,
2-9 MALUATING AND PLACING SUCCESSFUL ~ANDIDATEB
When all o the r s t e p s have been completed i n
t h e s e l eu t ion proceas, one th ing remains t o be done,
The company must make a decisfon on whether o r n o t
t o h i r e each applicant. T h i s involves a review o f
everything known about t h e prospect, What d e t a i l e d
impressions ha8 he made? What a r e his qua l i f i ca t i ons ,
from t h e p a s t and what i s his p o t e n t i a l ? What
does he want, and what can t h e f i r m o f f e r him?
I f the dec i s ion i s t o h i r e t h e person, t h e next
s tep i s t o make a formal o f fe r ,
How t o make t h e f i n a l choice, f irst c o l l e c t a l l
t h e d a t a you have,
Job desor ip t ion , t h e master employees p r o f i l e , t h e
aandidates app l ioa t ion foxm, l e t t e r s from him,
telephone, re fe rence checks etc, copy of t h e
advertisement t o which he egpl i ed, your completed
in t e rv i ew form and notes , assessment on candidates
from c o l l eaguee,
Take a placement summary form which correspond
t o your master employee p r o f i l e but has space s e t
a s ide f o r you t o make no tes and r aee eaoh factors .
Complete each sea t ion using t h e information obtained
from t h e candidates, Rate eaoh candidate on t h e
b a s i s o f a l l t h e f a s t a.
i Meets requirements - recommend f o r t h e job
ii Meets most of requirements - r e se rve candidate
iii Above requirements f o r t h e job
i v Below requirements f o r t&e job - r e j e c t
HOW TO MAKE THE $ORMAXI OFFER OF APPOINTMENT
When you have completed t h e in-t;erviews of your
s h o r t l i s t e d candidates and have r a t ed them, you a r e
a b l e t o deuide which one(s) you propose t o o f f e r
a job t o , assuming t h a t you a r e s a t i s f i e d t h a t i n
your judgement one o r more of them can and dl1 do
t h e job.
Your l e t t e r of appointment i s a cont rac tua l
document and should b e compiled with meticulours regad
t o t h e l e g a l l i a b i l i t i e s t o which i t commits your
uompany. It ahould the re fo re be checked out with
both your personnel department and i n p a r t i o u l a r with
your legal department i f you have one o r i f you don ' t
with your oompany s o l i c i t o r .
2.10 INDU OTION TRAINING
A g r e a t deal of money w i l l a l ready have been spent
bg t h e time you have reached t h e s t a g e of tappointing
a ealeaman t o f i l l a vaoancy i n your s a l e s off ice .
Whether he s e t t l e s do@ and becomes a s t ab le ,
productive and satierfied member of your company
w i l l depend on a very g rea t extent upon t h e way
he i s received on his first day and on t h e qua l i ty
and quanti ty of t h e t r a in ing tha t equips h i m t o
perform his job e f f ec t ive ly and successfully,
Induction t r a in ing i e t he re fo re a c r i t i c a l
and i n t e g r a l p a r t of t h e whole recruitment and
se lec t ion process and no t divorced from it, (Ian,
Straahan, ?981;65) He i d e n t i f i f d t h e necessary
elements t h a t should be included i n induction t ra in ing ,
According t o him, t h e syl labus f o r induction t r a in ing
should be re levant t o the needs of t h e job t h e s&e&
man i s t o be equipped t o carry out,
The job descr ip t ion f o r his recruitment should
be used t o analyse t h e knowledge and s k i l l s t o be
given and developed and t h e a t s i t u d e s he should
bring t o t h e performance of this job,
WHAT INDUCTION TRAINING O B J E C T I V E S SHUJID BE SET
Having i d e n t i f i e d t h e sales t r a i n i n g needs,
apec i f ia l e v e l s of performance and d a t e s by which
suah t a r g e t s a r e t o be met should be established as
47.
cont ro ls f o r t h e t r a i n i n g programme, The c r i t e r i a of
good
t h a t
i
ii
iii
i n i t i a l and all o the r t r a i n i n g objea t ives a r e
they should s e t out and describe,
What t h e s a l e e t r a i n e e should know and be ab le
t o d o at t h e end of t h e induction training.
t h e condit ions under which he should be able
t o do i t ;
t h e standard of performance he should be ab le
t o achieve. What should be taught P There a r e f i v e a reas of knowledge and s k i l l s
t o be covered,
i t h e company and i t s pol icy and procedures,
ii t h e produute o r se rv ices and t h e needs they a r e
d e s i g n 4 t o s a t i s f y and t h e i r competitors;
iii s a l e s teuhniques
i v repor t ing and control procedures
After t h e recruitment and se lec t ion exercise,
t h e s a l e s foroe need t o be motivated i n order t o
improve t h e i r job performance and thereby increas ing
t h e l e v e l of productivity. The researcher s h a l l look
i n t o the general meaning of motivation, theor ies o f
motivation, Motivational f a c t o r s and t h e s a l e s fo rce
oompensation plan,
2.11 MEANING OF MOTIVATION
Numeroua d e f i n i t i o n s of mot ioa t ion have been given
v i r t u a l l y by all people - laymen and academic, Usually,
one o r more of t he following are included i n t h e
de f in i t i on : d e s i r e s , motives, incent ives , aimd and
end, impulse, i n t en t ion , object ives , and purpose,
Technically, t h e term motivation can be t raced
t o t h e La t in word I1Movsre" which means t o move
( B e r n d , Berelson, e t al, 1964: 239-24l), This meaning
can be evidenced by t h e following formal d e f i n i t i o n
by t h e above a u t b r , A motive i s t h a t i n n e r s t a t e
t h a t e n e q i e e s aa t iva t e s , o r moves (hen08 motivation)
and t h a t d i r e c t s , o r channels behaviour towards
goals, The key t o understand motivation, it appears,
l i e s i n t h e meaning and re la t ionsh ip between needs,
t irives, and goal o r achievement,
I n t h e motivation proceaa, needs produce motives
which l e a d t o t h e accomplishment of goals, Needs a r e
caused by d e f i d e n c i e e whioh can be e i t h e r physical
o r payohological, A motive i s a stimulus which l e a d
t o an ac t ion t h a t s a t i s f i e s t h e need, Achievement of
t h e goal i n t h e motivation process, s a t i s f i e s t h e
need a d reduces t h e motive, Also, other needs
may a r i s e , which are s a t i s f i e d by the same process
desar ibed above,
However, Koont a and 0' Donnel(l984: 478-479)
defined motivation a s a means of inducing people t o
a o t i n a des i r ed manner, The cen t r a l managerial
problem o f motivation i s how a group of people,
each with a d i s t i n c t i v e needs could be induced and
work toge ther toward t h e organisat ion' s obj ect ives,
Finally, Victor Vroom (l964t6-8) defined i t a s a
process governing ahoices among a l t e r n a t i v e s form
of voluntary a o t i v i t y,
Motivation has been subJected t o a l o t of
examination t o see how it works i n organisation,
Many theo r i e s formulated range from t h e work of
Frederick Tayher t o t h a t of Frederick Herzberg, t o
Abraham Maelow, Theories X and Y of Doughlale McGregor
and t o t h e s tud ie s of Victor Vroom.
Nigerian work environments are conducive to
t h e appl ica t ion o f t hese theories, The extent of t h e i r
a p p l i a a l i s t depends on t h e circumstances surrounding
t h e employment system a s a whole,
2.12 FREDERICK TAYLOR'S THEORY OF MOTIVATION
Taylor ' s research was conducted on t h e bas i s
of opera t ive t a s k s i n an organisat ion, He engeged
i n t h e so lu t ion of management problems through
t h e appl iaa t ion of s c i e n t i f i c method. He achieved
this by co l l ec t ing s t a t i s t i c s r e l a t i n g t o a day's
work f o r d i f f e r e n t f ac to ry operations, He a l so
achieved on t h e estblishment of job s tandards
baaed on a c i e n t i f i o time measurements (Supra,
31 - 32) Taylor was of t h e opinion t h a t i n c r e a s d
p roduc t iv i ty could be obtained by giving t h e
employer higher pay packet. This would be performed
through s c i e n t i f i c methods.
Moreover, he developed a t h r e e p a r t p r i n c i p l e
t h a t woula guide t h e adminis t ra t ion of mod ern
i n c e n t i v e systems i n o r g m i sations. These
p r i n c i p l e s are t h a t t h e g r e a t e s t and most e f f i c i e n t
production occurs whea msneg;ers:
i g i v e each worker a d e f i n i t e t ask t o be
performed i n a d e f i n i t e time and d e f i n i t e
m ann er.
ii s e l e c t t h e proper worker f o r t h e task and
t r d n b i m .
iii motivate t h e worker t o a high l e v e l of performance
by incen t ive methods o f payment ( ~ a y l o r , F.N,
1911$129-130). The goal of Taylor was i n d u s t r i a l
ef f ic ienoy i n terms of high product ivi ty ,
lower cos t s as well as higher pay f o r workers
through the increased prsductivi ty. He also
believed i n compat ibi l i ty of workera and managers
obj ectives. Workers are i n t e r e s t e d i n increamant
of wages and managers wanted higher p r o f i t
and both depend on productivi ty, Thus
p roduc t iv i ty i s t h e i r common pursuit .
It should be pointed out t h a t monetary s a t i s f a c t i o n
is one out of severa l needs of human beings,
Studies have shown that money i s not t h e overr id ing
importanae, Taylor b e l i e v d , People have been known
t o engage i n employment f o r reasons oCher than
money,
20 13 HERZBERG ' S TWO - PAOTOR THEORY
Wedrick Herzberg' a s t u d i e s i s a l l about
s a t i s f a c t i o n of work, He and his as soc i a t e s made a
research work among a group of two hundred accountants
and engineers. The conclusion drawn from t h i s s tudy
a r e three:
1 t h a t one s e t of f a c t o r s ( recogni t ions achievement,
e t a ) i s a s s o c h t e d with s a t i s f a c t i o n , To t h e
ex ten t t h a t they a r e p resen t , t h e r e i s more
e a t i s f a o t i o n and t o t h e extent t h a t they
a r e absent then t h s r e is l e s s s a t i s f ac t ion ,
2 t h a t another s e t of f a c t o r e (company po l icy ,
i n t e rpe r sona l r e l a t i o n s , e t c ) i s assoc ia ted with
d i e sa s t i s f ac t ion . To t h e extent t h a t they are
p re sen t t h e r e i s l e s s d i s s a t i s f a c t i o n , and t o
the extent t h a t thag a r e absent t h e r e i s more
d i s s a t i s f a c t i o n ,
3 Through t h e l a b e l l i n g of t h e f i rs t s e t o f
f a c t o r s as MOTIVATORS and t h e record s e t s as
EIYGUBJE FAOTORS, t h e impression i s given t h a t
t h e former, and t h e former alone, a r e associa ted
with c r e a t i v e wo& van, G,M, 1970: 32).
I n essence, they a r e pos tu la ted t h a t c e r t a i n f a o t o r s
tended t o l e a d t o job s a t i s f a c t i o n while o t h e r s l e d
t o job dissati efaotion,
The f a c t o r s t h a t g i v e r i s e t o s a t i s f a c t i o n were
called motivators , o r satisfi e r s t , They inc lude t h e
following:
1. Achievement
2, Recognition
3. Work i t s e l f
4, Responsibi l i ty
5. Advancement
Be pointed out t h a t t he se f a c t o r s were i n t ima te ly
r e l a t e d t o t h e content of work, The f a c t o r s t h a t g i v e
r i s e t o d i s s a t i s f a c t i o n were ca l led ' D i s s a t i s f i e r '
o r ' hygiene f ac to r ' ,
These f a c t o r s were ae follows:
1, uomgany po l i cy and admini s t r a t i o n
2, supervision - t h e technical aspect
3, s a l a r y
4. i n t e rpe r sona l r e l a t i o n s
5, working condi t ions
Elnployee d i s s a t i s f a c t i o n r e s u l t s whenever one o r
more of t h e s e va r i ab l e s was thought t o be unsat is factory .
2.14 ABRAHAM MASLOW'S THEORY OF HUMAN MOTIVATION
Abraham Maslow i s one of t h e a u t h o r i t i e s t h a t
focused his a t t e n t i o n on human needs and developed
a theory of human motivation. He advocated t h e
following important p ropos i t ion about behaviour:
i humans a r e wanting beings - they always want,
and they want more. What they have a l ready
had determined what they need next, Immediately
a want i s s a t i s f i e d , another emerges. The
process has no d e f i n i t e end. Although a
p a r t i c u l a r need can be s a t i s f i e d ; needs i n
genera l cannot be s a t i s f i e d ,
ii A s a t i s f i e d need i a not a motivator of behaviour - only u n s a t i s f i e d needs motivate people t o work,
Thus, t he se need could be used i n inf luencing
t h e morale of t h e workers toward t h e o rgan i sa t i on ' s
o b j ect ive.
iii human needs a r e arranged i n a s e r i e s of l e v e l s - a hierarchy of importance (Hicks N,G and
G u l l e t , C, Re, 1984.: 4-50 and 431). The lower
l e v e l needs a r e t h e ones to be first s a t i s f i e d ,
their sat i s faot ion ushers i n those on the
higher 1 evel,
Maglow'e theory of motivation could be further
explained i n an hierarchy form, He arranged human
nee88 i n aecending order o f importmce,
The n e d s a r e as followe:
?, physiological needs
2. cafety or eecuri%g need6
3, soc ia l neede
4, esteem needs and
5. self actualimtion needs
SELF ACTU ALI Z AT ION
NEEDS
SOCIAL N E D 8
SECURITY NEED8
The nee88 are itemised an8 expleSned as followst-
PHYSIOLOGICAL NEEPBt
'Pheee a r e the first need of man f o r continued
existence. They are found at the lowest of t h e Haelow'er
hierarchy of n e d s and must be a a t i e f i d come rain
come slunshine. Thme needa a r e basia and ementitid
t o biological eurvival, ie they are t h e needa t h a t
must be aa t i a f i ed t o maintain l i f e , They include
hunger, t h i r s t , rest, oxygen, sexual des i re , alothing
and others,
P h y s i o l ~ g i c a l needs are r e l a t i v e l y independent
of eaoh other, they o m be Iden t i f i ed d t h a specific
loca t ion i n t h e body and they must be met rupeatedly
within r e l a t i v e l y shor t time peri9ds. I n fa monetiaed
eoonomy 8u0h as Nigeria 's , these needs a m be - . s a t i s f i e d with mono3 ( sa la ry o r wages).
Phyeiologicd. needs take precedence over o ther
need6 when f rustra ted. Amording Maslow, until
phJsiological neede a r e s a t i s f i e d t o t h e degree
necessary t o maintain l i f e , o ther needs w i l l no t
motivate people. And after t h e sa t ie fao t ion of
physiological neede, aafetg needs emerge,
SAFETY NEED$;
The n e d t o be f r e e from 8 m g e r , hazsrcd and
very unpleasant condftions a l so have a paramount
importance t o m a n . People l i k e disengaging
thtynselves with anything t h a t c m l d ham t h a
e i t h e r physical ly , mentally o r peyohologicdlly.
It doem' t follow t h a t man' e phpsiologiod needs
muet ba, c m p l e t e l y ( j u s t reasonably) fu l f i l l&
before s a f e t y n e d s daminate hwsan behaviour.
These needs a r e a l s o ual led secur i ty needs. They
are eqreaeed i n such d e e i r e s am protect ion from
physical danger eg. f i r e , accident o r oriminal
assault. The importance of house i l l u s t r a t e e Borne
of t h e sa fe ty n e d s . T h i s explains why people seek
oppodun i t i es f o r job secur i ty , infrequent t r a n s f e r
an8 low accident r a t e i n t h e i r p laces of work.
I n Nigeria, s a f e t y needs explain why pesple l i k e
t o work i n t h e publ ie eector disregarding t h e highlf
a t t r a o t i v e s a l a r i e s and good working conditions i n
mult inat ional umpanies. These needre ewe wanted i n
order t o aafeguaril the accompliehed needa, and taken
t h e form no t only of eomewhers t o l i v e , but a l s o of
s t a b l e and non h o s t i l e environment,
SOCIAL N E D S
When peboon' a phyeiological and eaf e tg needs
have been ea t ie f ied t o a reasonable l h g t h , s o u i d
need8 beatme t h e next l eve l of motivator, These
n e d e connote a f f i l i a t i o n and general belonging.
Since people are eooial beings, they need t o belong
t o aseociation, t o gain a ~ c e p t a n a e from assbciiates
bo g ive and reoeive fr iendship and affection, (supra,
433) when opportunity f o r one t o e a t i s f y these need8
i a not avai lable , he becomes hungry man that need6
food, People belong t o groupe f o r in t a r raa t ion aad
problem aolving purpaees among others, And people
wi l l uontinue t o Jo in and form organieations u n t i l
t h e aost i a higher than the benefi t ,
The next i n Maelow'e hierarchy of needs a r e
eeteem neede, W e people also r e f e r t o i t as egoia t ic
neede. They inulude knowldge, achievement, e elf-
respeot, oompetence, self - confidence, independenoe,
and freedom. This i s t h e d e s i r e t o surpass t h e
perf ormanca of one' s associates and be reoognieed
and reepeated i n t h e societg.
These needs could be s a t i s f i e d by special *awards
( e i t h e r monetary and non-monetary) , pra iae by
euperiore and pub l i c i ty i n company journals.
Frus t ra t ing these neede results in fee l ings of
i n f e r i o r i t y , weeknees and helplessness, Their
s a t i s f a c t i o n leeda t o worthiness of someone i n t h a t
p a r t i c u l a r environment,
SELF - ACTUALISATION N E D S
Thia i s the highest among the needs according t o
Maslow's hierarohy, It i s also cal led s e l f - re t i l ieat ion end s e l f - fulfilment, It i a t h e d e s i r e
t o beoome what one i s capable t o becoming - t o
ao tua l i se oneDe p o t e n t i a l and t o acoomplieh something.
2hua, s e l f ac tua l iea t ion r e f e r e t o t h e d e a i r e t o
r e a l i s e , ac tua l i ee one' e full potent ia l . These neede
vary from one person t o t h e other. Some people want
t o be a p o l i t i c a l f igu re while o thers may l i k e
becoming a renowed reaearcher. And i t may be
p a r t i a l l y s a t i s f i e d through an in te rea t ing and
more challenging job.
Maslow had t h e amsumption that a l l human needrm
resolve around t h e various needs enumerated above,
a d mrince these needs omnot be s a t i s f i e d a t a
point i n time, they have t o be arranged i n l e v e l
of importance v i e : physiological needs, sa fe ty
needs, eooial needs esteem needs and self
actual isat ion, This is what he r e f e r s t o as
' Bi erarchy of Needs' ,
Once a person has moved from a lower l e v e l of
wante t o a higher l e v e l , t he lower - l e v e l wants
assume a l e s s important role, An individual moves
up the ladder, personal wants and goals ihcreaee
i n number and variety, Thus an individual 'e needs
w i l l be p a r t i a l l y f u l f i l l e d i n each area. l?or
inatance, physiological needs w i l l &ill be lacking
sOmehow when sa fe ty needs emerge,they simply become
l o s e dominating, Ae Herbert &mon put it, they
only have t o be s a t i s f i e d enough, o r sa t i s f i ed ,
That is, a m f f i o i e n t , no t neceesar i ly a maximum
o r op timua l e v e l of sa t i s fao t ion i s aooeptable
(swra, 435).
I n Maalow' e theorg of motivation, two ideae, are
inherent i n hierareby, They are:-
i The bi$her l e v e l of needs do not become
operat ive u n t i l the lower needs have been
sa t i s f i ed ,
ii A need which has alreaay been s a t i s f i e d cannot
be a motivator, s ince it is not l i k e l y t o i n c i t e
new g o a l di rec ted behaviour. A need which
has not been s a t i s f i e d i n more l i k e l y t o
s t imula te and c a l l fo r th .new behaviour patterme.
2.15 COMPARISON OF MASLOW'S AND HERZBERG' S THmRIES OF MOTIVATION
Hereberg' e theory has some connections with
f a c t o r s a r e r e l a t ed t o the th ree need8 (physiologic&,
eafety and soc ia l needs) i n the lower l e v e l of
Maelowle hierarchy of neede. The s a t i s f i e r e o r
motivators oorrerspond t o t h e esteem and s e l f - aa tua l i eation needs, Maslow' s hjcerarchy ie i n
sequence - tid proceee and s t imulates motivation
as it continuesi t h e same appl ies t o Hersberg's two
fao tors theory which providee sa t i s fac t ion on t h e
3 ob.
When both motivational and hygiene f a c t o r s
a r e met by an organisation, sa t i s fac t ion w i l l be
higher, And motivators a r e more powerful sources
of s a t i s f a c t i o n when both a r e adequately taken care
of, When they are thwarted hygiene f a c t o r s become
powerful motivators of action, thus tending t o
subs tan t i a t e t h e Maslow hierarchy,
The paramount importance of Berzberg's and
Maslow's theor ies i s the provision of the means of
understanding factore, t h a t can i n s p i r e workers t o
perform ef fec t ive ly i n an ori-.;anisation, The
comparison could be diagramaticelly represented
as follows:
TABLE 2.1
2.1 MASLOW'B NEED HIEIIARCHY
I S e l f AatuPl i s~t ion
Esteem or Statue
Aff i l ia t ion o r
acceptance
Becurity or safety
I Physiological needs
Challenging work Aohieve-
m a t . Growth i n the job
Responsibility,
Advancement, Recogpition,
Statue.
InOerp eraonal Relations company pol icy and Administration, Quantity of Supervieion.
Gpali t y o f supervision Working conditions job security,
Salary personal l i f e
NOPE: Supervision can be a matter sat isfying both a f f i l i a t i o n and security nceder.
2, 16 THEORY X AND THM)RY Y
Gomplementing t h e above behadoural science
theor ies o f management i e t h e theory by Douglas
McGregor of t h e Massachussete I n s t i t u t e of Technology
(Agwu Akpela, l990:27) which s t a t e s t h a t i n managing
human beings, some erroneous b e l i e f s o r assumptions
are made about man a t work. And t h i e he said ,
retard t h e development of the organization. The
aersumptions which he cal led "Theory XIt a r e t h a t t h e
average man d i s l i k e s work and muot be coerced, d i r ec ted
and control led i n order t o do his work, He can be
made t o contr ibute t o the achievement o f organization
objec t ives only by threatening t h e s a t i s f a c t i o n of
h i s physiological. and secur i ty needs. He seeks
secur i ty and wishes t o avoid respons ib i l i ty f o r
decisions, These assumptions a r e s t r ik ing i n r e l a t ion
t o t he present s t a t e of t h e nat ional eoonomic and
social. development i n Nigeria seema t o be at a l eve l
favouring t h e appl icat ion of t h e Theory X assumptions.
One can e g d n say t h a t , f o r Nigeria, t h e assumptions
m a y no t be erroneous. The nature of t h e problem i n
Nigeria i s one on which P i t a Ej iofor (1984) s t a t e d
t h a t t h e major drag t o ef feat ivenese and e f f i c i ency
( i n ~ i g e r i a ) i s n o t neces sa r i l y shor tage o f manpower
bu t i n a b i l i t y and unwillingness of t h e ava i l ab l e
. manpower t o exer t i t s e l f i n i t s var ious work s i t ua t ione ,
McGregOr then proposed one opposi te theory i n
what he ca l l ed "Theory Yn, This s t a t e s t h a t t h e
i n ~ I i v i d u a l enjoys work j u s t as he enjoys p l a y and
reet . H e w i l l aesume r eapons ib i l i t f q u i t e f r e e l y ,
exe rc i se s e l f d i r e c t i o n and s e l f con t ro l , t h a t
omginieations based upon t h e aseump t i o n s of Theor j
Y would opera te d i f f e r e n t l y from organizat ions based
on Theor7 X. The former o r g a n i ~ a t i o n s would r e a d i l y
d i s t r i b u t e d r e s p o n s i b i l i t y widely among i t s managers
and would want an ind iv idua l t o be involved consciously
i n r e l a t i o n s a f f ec t ing what he does and what o t h e r s
are doing, a d would want t h e ind iv idua l t o p a r t i c i p a t e
i n s e t t i n g g o a l s f o r himself and f o r t h e organization.
I n o the r words, t h e ind iv idua l would under t h e new
assumptiozia, want t o aeeume r e s p o n d b i l i t y and t h e
chal lenges f o r performance c r i t e r i a . So, McGregor ' s
Theory Y, appl ied t o t h e funotion of planning, would
give what is ca l led Management by ob jec t ives involving
par t i c ipa to ry management r a t h e r t h a management by
control (P, Gosh i n R, 8, Dwivedi 1980 p. 23) which
then i s i d e a l f o r Nigeria a t present.
20 17 MANAGING SALES SUCCESS
The challenge confronting s a l e s managers i s how
t o t ake the average, but po ten t i a l ly excellent
saleeperson and teach him o r her how t o be a top
performer (Kiyeweki, e t a l , 499'7). Every wnager
tries t o h i r e t h e r i g h t person i n i t i a l l y . But too
frequently, a p o t e n t i a l l y sol id salesperson tu rns
Out to be a disappointment,
Often t h e problem l i e s with management, rather than
t h e salesperson, Improperly managed and motivated
ealesperson crea t l o s t investments i n time spent
r ec ru i t ing and t ra in ing , i n d d i t i o n to the revenue
l o s t through poor on-the-job performance.
What i s t h e r i g h t way? i t s t a r t s with thinking
about t h e s e l l i n g s k i l l s t h e manager should look f o r
during t h e h i r ing process, Then s e t t i n g high, p o s i t i v e
expectations f o r every person hired, Add t ra in ing and
coaching t o t h a t combination and you have teken t h e
first important, s teps toward improved sales productivity,
It i s wasteful t o hire t h e r i g h t person and not
supply t h e backing t o perform up t o po ten t i a l ,
2.18 TRAIN THE SALES FORCE
After t h e r e c r u i t has been h i red and given a
b r i e f o r i en ta t ion , t r a i n i n g begins. According t o
Charles, Lamb, Jr e t al (1994: 578) a new salesperson
gene ra l ly rece ives i n s t r u c t i o n i n f i v e major a r eas ;
companr p o l i d e s and prac t ioes , s e l l i n g techniques,
product knowledge, i ndus t ry and customer c h a r a c t e r i s t i c s ,
and non s e l l i n g d u t i e s , such as account se rv ic ing
and f i l l i n g out market information repgrts .
I n a s i m i l a r view, Boone and Kurtz (1980: 343)
pointed ou t that i n o rder t o shape new s a l e s
r e c r u i t s i n t o an e f f i c i e n t sales fo rce , management
must conduct an e f f e c t i v e t r a i n i n g programm, The
p r i n c i p a l methods used i n m c h programma a r e l e c t u r e s ,
r o l e p laying, on-the-job t r a in ing , t r a i n i n g films,
and exp er i e n t i a1 exercises.
A good t r a i n i n g programm boosta confidence,
improves morale, i n c r e a s e s a l e s , and bu i ld s b e t t e r
cuetomer r e l a t i ons . Classroom i n s t r u c t i o n may las t
several dvs f o r company policiels and several weeks
t o a month f o r ac tua l s a l e s techniques. T r d n e e s
ere taught everything from how t o prospect t o how
t o raervice the account a f t e r the sale,
Salea t r a in ing i s more customer, s e r v i c e and
quel i ty - oriented than ever before, Training
programs now seek t o improve salesp eoples l i s t e n i n g
s k i l l 8 and broaden product and customer knowledge
t o build a s o l i d company c l i e n t partnership,
I n eddit ion, t r d n i n g needed t o become the contact
person f o r servicing customers, Since negotiat ion
i s increasingly important , i n chesing a sa le ,
ealesp eople are also t ra ined t o negot ia te e f fec t ive ly
without r i sk ing p ro f i t s . Finally, many companies
a r e teaching basic s e l l i n g techniques t o employees
who do not s e l l but; who are p a r t of t h e s e l l i n g
~ ~ O C ~ B B .
Many sucoessful compeni es have learned t h a t
t r a in ing i s not j u s t f o r t h e new l ived, Training
benef i t s a l l salespeople, regardless of t h e i r
t a l e n t s , experiences, o r number of years on t h e
20 19 MOTIVATE THE SALES FORCE
Training equips sa lespeople with t h e t o o l s they
need f o r s e l l i ng , Once they have acquired these s a l e s
s k i l l s , they mu.st be motivated t o uae them, Sa l e s
managers o f t en u s e motivat ional t o o l s o r inven t ives t o
i n c r e a s e t h e sales of new products o r of high - margin
products t h a t may r e q u i r e more e f f o r t (Supra, 1994),
however, Frederick Rues (1982) was a l so of t he view
t h a t sales managere must motivate sa lespeople t o t h e i r
highest l e v e l s of performance, t h a t one way t o
motivate them i s through f inanc i a l compensation,
Another way i s through good supervision,
2.20 IMPORTANCE O F MCYPIVATIONAL TOOLS
I n add i t ion t o t h e above - mentioned po in t ,
mot ivat ional t o o l s a l so help increase ove ra l l sales
volume, add new accounts, improve morale and goodwill,
move show items, and b o l s t e r a slow s e l l i n g season,
They can alm be used t o achieve shor t - 'term
ob j ec t ives , such as unloading overstocked inventory
and meeting a monthly o r w a r t e r l y sales goal,
Pay, promotion, working condit ions, s ecu r i t y ,
recogni t ion and oppor tun i t i e s f o r personal growth
a l l help motivate salespeople,
Two O f t h e most important f a c t o r s f o r building
aalespereon s a t i s f a c t i o n and increas ing s e l l i n g
motivation a r e sales quotas and sales incentives,
SALES CJJOTAS
Salea quotas provide a basis f o r s a l e s planning
end be uaed 88 motivators, But s e t t i n g quotas a t
t h e r i g h t l e v e l i s c ruc ia l , If quotas i s too easy
t o reach, motivation tends t o decl ine , I n an easy
quotas i s less l i k e l y t o be a t t a ined than a more
d i f f i c u l t one,
On t h e o t h e r hand, if a quota i s s e t s o high
t h a t t h e sa lespeople see l i t t l e hope of ever metting
i t , motivat ion can also decline, Sa l e s manager
should set product o r s a l e s quotas a t chal lenging
l e v e l 8 and a t t a c h s ign i f icance t o t he quota,
If t h e sales fo rce doeanf t perce ive a t t a i n i n g quotas
as important, motivation w i l l enffer ,
2.21 COPIPXY!lSATION SALES PERSONNEL
Does money motivate sales peraonhel? I n Maslow' 8
hierarchy, money l o s e s motivating power once an
individual a a t i a f i es physiological n e d a and most
safety and secur i ty needs, re ta in ing on17 decl ining
res idual motivating power i n f u l f i l l i n g eat eem and
self - aotual izat ion needs ( i n so f a r as a l a r g e r
income can f u l f i l them), I n Herzbergt s motivation
- bygiene model, money i s a hygiene fac to r , 9
contributing t o the prevention of job d i s a a * i ~ f *ation
but otherwise not motivating at all (Riehard R S t i l l ,
et 81: l988, pe381)o
Nevertheless, t he s a l e s compensation plan i s an
essen t i a l p a r t of the t o t a l progremm f o r motivating
s a l e s pereronnel. A s a l e s aomgensation plen, properly
designed, baa t h r e a t mo t iva t iona l m1es:-
1 Provide a l i v i n g wage
2 adjaa t pw l e v e l s t o performanoe andrewards
( i n l i n e with expectancy motivation theorr ) , and
3 provide a mechanism f o r demonstrating t h e
congruency between a t ta in ing company goals and
individual goa ls ( a lao i n l i n e with expectancy
theory).
But aticording t o Richard H Buskirk e t a1 (1992:406).
There are ecores of d i f f e r e n t plans f o r paying
salespeople, but they all break down i n t o two types of
Peyments: pagments f o r tone and payments f o r productiviby,
There i s no per fec t system of compensation,
Nearly every plan i s a compromise, a combination of time
and pmduot iv i ty payments, Each countries t o cohstruct
a plan which w i l l a t t r a c t t h e type of people wanted,
which w i l l not be too complicated t o compute and adminiter,
which w i l l be fair t o everyone, which w i l l keep t h e sa le s
force oontented, and which w i l l paf them fo r doing the
things t h a t management wants them t o do,
There a r e th ree basic compensation methods f o r
salespeople: cornmiasion, s a l a m , and combinat ion plans,
BTRAIGHT COMMISSION SY STBI
A t y p i c a l commission plan gives salespeople a
specif ied peruentege of t h e i r s a l e s revenue, Firms with
l imited resources end firms se l l ing high -pdoed
items typica l17 use commieaion plans, However, many
e t h e r companies uee commissions as a w a y t o reward
sa le8 performance, If t h e plan i s a s t r a i g h t commission
eystem, t h e s a l e s person r e w i v e s no compensation u n t i l
a s a l e i s made,
Commission plan6 o f f e r the following advantagee:
Benefits of ueing s a l a r i e s e x i s t f o r both
management and s a l e s personnel. Among the advantages
are t h a t sa la r ies :
i Assure a regular income
ii Develop a high degree of loya l ty
iii Make it simple f o r managera t o switch t e r r i t o r i e s
ox change quotas o r reassign aalea personnd.
iv Bumre t h a t non s e l l i n g acr t ivi t ies are performed
v F a c i l i t a t e admini a t r a t ion
vi Provide r e l a t i v e l y fixed s a l e s cos ts
DISADVANTAGES ALSO EXIST - SALARIES MAY i F a i l ao produce a balanced s a l e s mix i f ealespeaple
concentrate on t h e products w i t h g r e a t e s t customer
egpeal*
ii Tend t o increase d i r e c t s e l l i n g cos ts over
o t h e r types of p lans
iii Provide l i t t l e , if any f inancia l incent ive f o r
s a l e s personnel
iv Offer few reasons f o r put t ing for th ex t ra
e f for t .
2022 OOMBINA'PION SYSTEMS . .
To achieve t h e best of both worlds, many companies
have turned t o a combination system, which o f f e r s a
s a l e s person a base sa la ry p lus an incent ive u s u a l l t
a commission o r a bonus (Banuses are often pa id as
a percentage of ealary) Combination systems have
benef i t s f o r both the s a l e s manager and the salesperson,
The ealary port ion of t h e plan helps t h e manager
control t h e sa les force ; t h e incent ive provides
motivation, For the s a l e s a combination plan o f f e r s
an incent ive t o e x a d while minimizing t h e extremely
wide swings t h a t many occur i n earnings when the
economy surges o r uontracts too much.
T he aombination plan, however, has disadvantagee.
Cler ica l c o s t s a r e higher than for e i t h e r a aalar~l
o r a commission system. More records a r e maintained
and i n g r e a t e r d e t a i l , There a r e r i s k s tha t the
plan w i l l become complicated and t h a t sales personnel
w i l l not understand it.
2.23 SALES CONTESTS
Ae a motivat ional device, t h e s a l e s con te s t
has t h e p o t e n t i a l f o r undesi rable a e well as
desirable reau l t s . Therefore, i t i s importsnt that
s a l e s manager underatand t h e g o d s t h a t can be
accomplished through s a l e s contes ts , t h e e s s e n t i a l
dec i s ion areas i n planning contes t s , and t h e
po ten t id . p i t f a l l s associa.ised with them, Cont e s t e
can be, used t o fucue s a l e s fo rce a t t e n t i o n on any
p a r t i c u l a r goal a r e a f o r sho r t per iod of time,
Th$y can motivate sa lespeople t o s e l l new products ,
t o g i v e a t t e n t i o n t o problem products , t o provide
more customer s e rv i ce , t o s e l l new accounts, o r t o
make more demonstrations. Contests can be used t o
clear an overstocked condit ion, t o keep production
l i n e 8 running t o smooth out seasonal va r i a t i ons ,
and t o t r a i n sa lespeople i n a e l l i n g t h e whole l i ne .
Sometimes, t hey simply encourage sa lespersons t o s e l l
more volume within a given per iod of Dime, A t o t h e r
times, they are designed t o achieve complex mul t ip le
goals. It is indeed e s s e n t i a l t h a t s a l e s manegers
ahould ensure t h a t con tes t themes are c rea t ive , novel,
t imely implementable, promotable, v i s i b l y measurable,
and s e l f - imege reinforcing var ia t ions of s p o r t s
and g a m e ie aeason a r e frequently used a s a theme,
a s a t r a v e l routes , mock b a t t l e s , races, building
construction, and clothing contests, Finally,
contes t s erhould l a s t more than one month end leas than
f i v e monthe. I n general, eraleepeople should have
enough time i n t h e contest t o make a l a s t one oomplete
pass through t h e i r t e r r i t o r i e s .
2.24 SALES MEETING
One of the most, popular means of enhancing motivstion
as well as continaus t r a in ing of s a l e s force i s t h e
s a l e s meeting, be i t nat ional , regional, o r local.
Instead of u t i l i z i n g t h e normal one - way communication
from management t o sales force, sales meetinga provide
opportuni t ies f o r members of the marketing team.
Anderson et al (1992: 437) viewed sale8 meetings as
"the s t r a t e g i c half t imes i n t h e se l l ing game f o r
communioating about new - product introductions, p r i c e
changes, upcoming promotional campaigns, new p o l i c i e s ,
and overa l l company goals1'.
They can help motivate the s a l e s force t o
greater product ivi ty through renewed consciousness
of t o t a l company support effor ts , National meetings
a r e usual ly held once a year a t t h e headquarters, d i l e
regional o r l o c a l meeting8 a r e general ly held monthly
o r weekly,
2,25 PROMOTION OPPORTUNITIES AND JOB SECURITY
I t A n a t t r a c t i v e career pa th with promotion decision
atages coming at regular i n t e r v a l s of three t o f i v e
rears" , noted Jolson (1974:42), tlcan keep many
indiv iduals motivated throughout most of t h e i r careerst t ,
People tend t o become ego - involved with succeeding
on the f a s t t rack, end they continue t o s t r i v e f o r
t h e next promotion.
To maximize motivational benef i t s from a ca r se r
develogment plan, t h e s a l e s manager provides per iodic
feedback which comes t o salespeople through a comprehen-
s i v e performance evaluation, Small s a l e s u n i t s may
f ind informal evaluations p rac t i ca l , but l a r g e r
s a l e s l ik -e Berger and Sharon Pa in t s need more formalize8
performance evalu-ation sys t em, supported by ra t ing
forms and written na r ra t ives maintained i n t h e
selesp ersons p ersonal f i l e ,
I n a simplified career path, s a l e s t r a i n e e s
have an introductory o r t r i a l period of up to t h r e e
years, By t h a t time, t h e salesperson must e i t h e r
be promoted t o t h e s a l e s development s tege o r be
terminated, Then, no l a t e r than h i s o r her seventh
anniversary with the s a l e s force, the individual
must be promoted t o senior salespersan:.or supervisor
o r l e t go, A t this level t h e individual may continue
on a career s a l e s pa th o r switch t o a aales/marketing
management career path. Although t h e decis ion
t o remdn on the s a l e s t h a t i s l a rge ly up to t h e
individual rsalesp erson, t h e opportunity to move i n t o
management dep end8 upon p e r f ormance evaluation,
However, the r o l e of job secur i ty as a h a l l - mark
of e f fec t ive s a l e s force motivation cannot be o v e e
2.26 INCENTIVE PROG RAMMES
Many companies f e e l tha t the most e f fec t ive way
t o motivate t h e s a l e s force i s through an incent ive
programme, Incent ive spending i s con t inua l l j
increas ing and becoming a bigger p a r t of many firms'
budgets becauee inoent ives a r e viewed aa t o o l s with
tremendous motivating power, Among t h e more important
motivators i n incent ive programmes a r e cash, t r a v e l ,
and merchandise, When salespeople achieve o r s u q a s a
a specif ied sa lee quota, they a r e o f t = given a
ce r t a in monetary bonus t o reward them f o r t h e i r
perfomance a s well as t o motivate them.-to continue
th is behaviour, Travel i s a l so used i n the same
w a y t o help motivate the s a l e s force, The moat
common items of mechandibe used a s a ea les force
incent ive include award plagues end t rophies,
consumer eleotronios, household goods, alothing,
sport ing goods, and t r a v e l accessories. -. I n some cases,
cars , j ewelry and r e s iden t i a l accommodation have
been awarded t o top achievers,
An e f fec t ive s a l e s incent ive programme can
accomplish several important g o d s , Perhaps t h e main
reason f o r using an incent ive programme i s t o increase
sa lee p e r salesperson, Additionally, ea le s incent ive
programme can help increase the number o f new accounts
brought i n t o a company. Other benef'its of s a l e s
incent ive programmes include helping t o launch new
products , boosting morale, and reviving old producte,
a27 SUPERVISION OF THE SALES FORCE
New salesmen a r e given no t only a t e r r i t o r y ,
compensating package, and t r a i n i n g , but a l s o supervision,
Supervision i s t h e f a t e of everyone who work8 f o r
someone e lse , "Through supervision, s a id Kotl e r
(1993:663) "employers hope t o d i r e c t and motivate
t h e s a l e s f o r c e t o do b e t t e r job1', Kaly (1983:18)
seemed t o agree with t h i s when he wrote, "par t
of t h e reason f o r poor performance of the sales
f o r c e i n Niger ia today i s a t t r i b u t a b l e t o f a i l y r e
of supervision",
S a l e s f o r c e eupervision indeed se rves a s a
method of cont inuat ion of t r a i n i n g and as a dev ice
f o r ensuring t h a t company' s p o l i c i e s and programmes
are w e l l carried out. It i s an expression of sales
manager' a na-tural and continous i n t e r e s t s i n t h e
a c t i v i t i e s of t h e s a l e s force, It must, however,
be noted t h a t good e d e s f o r c e supervision and control
i e t h a t which i n t e r f e r e s l e a s t w i t h t h e ealespereon' e
freedom of i n i t i a t i v e , It should l e a d t o g r e a t e r
pe r fo rname and achievement with t h e minimum amount
of con t ro l o r bossing' (Bol t , 1987: 228). Supervision
suggests r a t h e r than d i c t a t e s , and harnesses t h e
p r i d e and ambition of t h e s a l e s f o r c e i n such
a way as t o s t imula te an a l l out e f f o r t which i n
t u rn develope a p a r t i c u l a r momentum, each success
building on t h e previous one,
Generally, management aon t ro l s t h e s a l e s fo rce ,
through supervision (and evaluat ion), S t i l l e t al
(1990: 448) believed t h a t t h e obj e c t i v e of aupemriaion
i e t o improve t h e job performances of t h e s a l e s f o r c e
r ega rd l e s s of who doee t h e m p e r v i d n g . Clearly, s a l e s
supervision i a concerned mainly with ac t ion phase of
aon t ro l - aut ion aimed a t enhancing s a l e s f o r c e
con t r ibu t ions t o t h e achievement of object ives ,
The question of how much supervision i s enough
i s well answered by bear ing i n mind t h a t too much i s a
bad as too l i t t l e . I t i s extremely d i f f i c u l t t o
p r e s c r i b e how much supervision i s enough, S t i l l e t a1
(lg90:449) a s t u t e l y added, 'what worked f o r so long
i s wrong fof t h e more dynamic assignment of t h e newer
type of person8, Thus t h e type of supervision i n o t h e r
words, &ould be ad jus ted t o t h e type of person i n
t h e s e l l i n g Sob - when t h e type of person changes,
so ~ h o u l d t h e type of supervision.
Depending upon the compeny and i ts organisation,
s a l e s force may be supervised by either t h e executives
as one i f t h e i r job r e s p o n s i b i l i t i e s o r by s p e c i a l i s t s
l i k e f i e l d s s l e s euperviaors. Sales supsrvisors
g e n e r d l y are seleoted from among the s a l e s force,
But besides having t h e qual i f ica t ions required f o r
s e l l i n g success, the? need o ther qualif icatione, S t i l l
e t el (1990:450) went fu r the r t o say t h a t sales
supervisors must be good teachers; t h a t they must
recognise t r s i n i n g needs; know how t o t r a i n , be
pa t i en t with those who have l e s s s k i l l ; and be t a c t f u l
i n pointing ou t b e t t e r ways of doing things.
2 EVALUATION OF THE SALES FORCE
The most d i f f i c u l t aspect of s a l e s force management
i s t h e evaluation stage, tha t is, t h e compad.sm
of ac tus l performance with standards, It is d i f f i c u l t
because evaluation requires judgement, Evaluation
of r e s u l t s comes a f t e r superviaion and control and,
i n f a c t , i t i s the eseence of good sales management
planning, In other words, it i s from the process of
evaluation of the sales force performance t h a t t h e
sales manager receives valuable information f o r
future planning,
It i s only a truism t o say t h a t every good
sales organiaation has a s a l e s fo rce evaluation
programme, ueually conducted by the salea manager,
A good evaluation programme i s valuable t o both
management and t h e s d e s force Hampton and Zabin
(1970: 503), l i t helps management t o develop t h e
most e f f i c i e n t s e l l i n g force poss ib le by pinpointing
i t s strong and weak spots1, Indeed, a company t h a t
knows i t s etrengtbs and weaknese can learn an the
former and t r y t o improve on t h e l a t t e r , Again
a good evaluation programme i s valuable t o t h e
sa les force because i t provides a yardstick f o r
judging a salesman! s performance.
Based on t h i s , each salesman can expect t o be
paid and pmmoted f a i r l y f o r &at he doea. I f t h e
programme also includes t ra in ing , i t means t h a t each
salesman can expect , t o receive ass is tance, when
necessary, i n strengthening his se l l ing ab i l i ty ,
By helping develop an e f f i c i e n t s e l l i n g force,
an evaluation programme r e a u l t s i n b e t t e r p r o f i t
f o r t h e company.
h d by helping t o pay and t r a i n i n g salesman
f a i r l y and adequately, t h e programme r a i s e s t h e
morale of t h e a e l e s force.
A good evaluat ion programme should consider
both q u a n t i t a t i v e and q u d i t i a t i v e faotors .
w e n t i t a t i n f a c t o r s concern quant i ty with d e f i n i t e
statistical r e su l t e , Qua l i t a t ive f a c t o r s , on t h e
o t h e r hand, a r e less concrete, Thqy are aoncerned
d t h such matters as a salesman' s a t t i t u d e , o r
eppearence, o r how well his sales presen ta t ion i s
organised o r how i n t e r e s t he i s i n his job. W a n t i t a t i v e
and f a c t o r s can be f u r t h e r divided i n t o
i n p u t and output, Input i s what salesman p u t s i n t o
his job, while output i s t h e r e s u l t ,
REFERENCES
k t r u b a Thomas Re and Simpson, Edwin K (1992): Sales Manwement - Text a d cases: PWS K e n t '
Publishing Company 20 Park P laza , Bo-ston, -
Massachusetts, p, 367
Pigors , Paul and Myers Charles: A (1977): Personnel Administration - A Poin t of View and a Method, hcciraw - IJl l l Book Company, p. 245.
H a i r , Jr, , J o s m h F, , Botturno Francis L. and RUBS; ~ r d e r i c k - A (1991) Ef fec t ive Se l l i ng , South - Western Publishing Go,, Cincinnat i , Ohio,
Lidstone, John (1976) : - Recruit ing and Se l ec t in Successful Salesmen, Gower press, T e a k f i e l d d
I a n , Strachan (1981) r The Training and Development o f Salesmen, p. 65
Benard, Berelson, and Gary A, S t e i n e r (1964) Human Behaviour, N e w York, Harcourt Brace and World Tnc, PP 25-1
Koonts and 0' Donne1 (1984): Man ement McGraw H i l l In ternat ional , ~ o o k Company, TO E-~Q-w. yo, pp
EJiofor , P i t a N.0 (1991): Management in Niger ia Theoriea and I s sues , Africana Education Publ ishera 'IPigeria Eta . Ddved i , R. S (1979): Manpower Management. Prent ice H a l l o f Ind ia , New Delphi,
10 Agw Akpala (1990) H s l l ement: Department o f Management, Faculty *s o Administration, Univers i ty of Niger ia , Ehugu Campus, Ehugu, p. 27
11 Valerie Kiyewaki, Bob, Donath an4 David, T. Wilson l1997) Business Marketinp;, PWS - KENT publ ishing Company, 20 Park Plaza, Boston,
1 2 Charles W. Lamb, Jr. Joseph F, Hair, Jr., and Carl Mc Daniel (19943; P r i n c i p l e s of Marketing (2nd Edition), South - deatern Yublisbng Go, - Cinc ina t i 0hio p. 578.
13 Louise E. B o n e and David L. Kurte (1980): Contemporary Marketing (3rd M i t i o n ) , The Dryden P r e s s Hinsdale, Ul ino is p. 343.
14 Fredrick A m Ruse and Charles Am Kirk P a t r i c k (1982): Harketin L i t t l e , Brown and Company, Boston Toron o 410.
15 Richard RI S t i l l , Mward W, Cundiff, and Morman A.P. Govoni (1988): S a l e s Management - DecisionsL S t r a t s i e a and Cases (5th e d l t i o n l , P r e n t i c e hall, - - ~ $ g l e G o d c l i f f s , p. 381,
16 W i l l i a m J, Stanton, Richard H o Buskirk (1987) ; Management of t h e Sa l e s Force, (7 th iti ion),
chard, D o Irwin Inc, p, 20
17 Anderson,, R E H a i r , JoF and Bush, A o J e (1992); Profess iona l Sa l e s Management (2nd Edi t ion) , NcGraw - H i l l . inc, New York, p, 437
18 Jolson, M,A "The Salesman's Career Cyclen Jou rna l s o f Msrketing ( J u l y 1974 p. 39 - -46).
19 Kotler', P h i l i p (1993) Marketing Management Analysis, Planning, Implementation and Control, 7th Eifition, Prentice - mmtd, New Delhi
20 Hampton and Zabin (1970) Hmpton, R, E and Zabin, J. B (1970) College Salesmanshb, McGraw - H i l l Inc, N e w York. p, 503
21 Bolt G,J (1987) P r a c t i c a l Seles M a n s e m a t P i tman Publ ishing ; London. p, 223
22 Kalu, Francis (1983); ' S 8 l . e ~ Force Management i n Hard Times', Bu~iness Times, August 29, p.18
23 P a t t y C, R and Hite Re (1988) Managin&; Salespeople 3rd Bl i t i on , Prentice - Hall Inc, , flew Jersey, P- 50
CHAPTER THREE
3.0 REBEAROH M hTHODOLOGX
I n thia proijeat, t h e Researuher f o l lowd a number
of s t eps i n car r r ing o u t t h e research wo&. The7 are
a8 follows:-
Establishing the need for information
Sp ecifJing research obJ ec t ives and information
needs, The above mentioned etep were carried out
i n chapters one end two aztd I Intanb exploring
o the r s i n %hie chegter aad eubeequeatr one80
Detemination of reseereh deeign and eouraea o f
data
Development of the data ool lsct ion procedure
D eaigning the ompl e
Oolleeting the data
Proaosring t h e data
AnelrJtag the data, and
Preeentation a f r emarch resulte.
iledgn ha the de ta i led blue prinG used t o guibe t h e
impleaentation of a re sea r sb clad7 toward the
r ea l i aa t ion of i t 8 obJ eutiver.
Amording t o Ronald, M, Weirs (1988). he stated
that every research studf must re ly on information
i n one fern or another.
a) PRIMARYDATA
Primary data comprise information c o l l e o t d or
generated b ~ - the reerearcher f o r the purposes of the
droject immediately a t h d . In t h i s ease, the methods
able groups and iadividurls of the f i e l d of 8My.
. ,<
b) BECOl'IDAEY DATA
8eaonbar~1 data eonsist e o f information that has
been collected bf someone other than those involved iti
bhe reeearch prsJeot a t hand, In the umnse o f colleating
data, I made am o f m e c o n d . ~ ~ ~ U ~ P O . B mch aa ~ ~ [ t b ~ ~ k a ,
formalat& s~hsdale f o r oollec8ing data from respondents,
The l e t t e r explaining the purpose of this reilelreh
woxk uad r e l i d t i n g f o r t h e aeaiatancs of rwpondonta
o&upi&l tho front page of t h e [email protected]. Then
f o l l o w d by qpeeti~alr on rwpondont daogtreplPj such
t h e quertione p r o b d deep i n t o t h e respondent8
w., on, . t h a t . . re rolatd t o t h e topio.
. ..
The reesaroher shall k e e t h e simple arerage
methodm, t h e percentage method end chi-square as a
r t a t i s t i o a l too l i n malyaiag the beta ob tdned i n
3.5 DESCRIP2IOIP OB POPULATION
9he e n t i r e population of Beqger P d n t r P l c and
8)l-n Paint. L i m i t e d staff both loca ted i n mug4
h i t a h a would be ueed,
Limited u e twenty i n number (20).
both oomp ani ere
Therefore the total population i n the t w o
aorpmiar are d x t r (60) i n numbor, T h i s shall be
our: populrt;lam. ud eo,
Be- in 8- the frat that no hum- effort
oan be oorpletrolj frae of arrore, therefore, the
fotlowing aammp816n w i l l be made i n tho dedgn md
2 That the respandents wuld eupplf the information
needed freely end without external influeaeea,
3 Weight8 were atbsched t o eome questiens.
1. Adcar, Darid e t d (1990) ; M a r k e t w s e a r ~ h ~ John rilw and Sona Incorporated an a. P. 215
2. Weirs, Ronald, M, (1988)s: Resemch Methode, Lesley Incorporated, New York p, 30.
OHAPTER POUR
4.0 DATA PRESXNTATION AND ANALYSI8
Owing to the good relationship eetablished with
the managemaat an8 etaff o f both campanye under
stud?, the reeearoher haB no d i f f i o u l t i e e i n
d i s t r ibu t ing the ~ u e e t i o m a i r e a t o the ades fo rae
and the aalee. managere. A t o t a l of s ix ty (60)
a*ies of queetionnairee were d i s t r i b u t d a8 ehown
below i n Table 4.1
TABLE 4.1 DISTRIBUTION OF @ESTIONNAIRES
Number of pes t ionna i re D i etributed Z
Sale8force (Berger and 40 66.67 8haron)
Managers ( ~ e r g e r an8 Sharon) 20 33.33
Total 60 100 ~ ~ ~ - -
SOURCE: H e l d eurvej b r the Researcher 1999,
9 5. Table 4.1 above shown t h a t 40 quee t ionadres
representing 66.67s of t h e t o t a l were administered
on Ohe naleeforoe while twenty ques t iomairee were
d i s t r ibu ted t o t h e s a l e s managers, representing
33.33s
COLLECTION OF THE QUESTIONNAIRE8
After t h e d i s t r i b u t i o n of t h e questionxiairen,
an i n t e r n a l of sane d s ~ e was given within whioh al l
t h e oompletd questionneiree were aolleoted. Out
of t h e s i x t y questionnaires d i s t r i b u t d on13 f i v o
were not returned while t h e rest were aolleateb.
fin all^., th6 researoher waa l e f t with f l f t y
(50) proper17 aorapleted queet ionndrea t o work with.
Table 4.2 below shovn c l e a r l y the number, of question-
n a l r e r d i s t r ibu ted , t h e number proper13 completed
and returned, and d m t h e number loat .
TABLE 4.2 DISTRIBUTION AND REZURN OF VESTIONNAIRES FOR BERGER PAINTS
Number Number number Dist r ibuted proper13 l o s t
completed and returned
S a l e ~ f o r o e 25 25 .. Managera 30 7 3 Total 35 32 3
BOURCEx Yield survey by t he Researcher, 1999. 8 . ' ,,<;
Broa t h e above t ab le , i t i s seen t h a t a t o t a l
of (32) t h i r t y - t w questionnaires were prop e r ly
completed and returned while only t h r e e were los t .
The researcher . used t h e t h i r t ~ ~ ~ t w o w e l l answered
q u e s t i a ~ a i r e s f o r this research.
TABLE 4.3 DISTFUBUTION AND RETURN OF VESTIONNAIRES FOR SHARON PAINTS
Number Number p r o p e r l ~ ' Number Distributed completed and Lost
returned
SOURCE; Hela survey by t h e researuher, 1999,
From t h e above t a b l e it could be s e a t h a t a
t o t a l of twsnty-three questionnairee were properly
c a p l e t & and return& nQile only two were lost .
The d a t a got through questionnaires were f i r e t
dited br examining t h e l a g i b i l i t y , c l a r i t y , c r d i b i l i t y ,
and eonsi8t.ncj of the respondents i n anewering t h e
queetions. The di ted questionnaires were then n e a t l r
and c l e a r l ~ r preeented i n t a b l e s and charts.
The researcher oaplojed t h e a m p l e a v e r s e mbthod o f
preeentation and a n a l r s i s t h a t ehowad t h e 'yea' end
the 'No' respondent8 with t h e i r corresponding percentages. 2 The c U - aquare (X ) was emplojd exteneively
i n t e s t i w t h e hSpotheees a t 5s l e v e l of significenoe.
The researuher agreed with Ewurum (1993t42) t h a t
the chi-square method of anelyaie depended on t h e squared
di f ference between t h e observd frequencj ( F ~ ) and t h e
theore t ica l frequancj ( f t ) i n each cell . I f t h e r e
was no r ea l s igni f icant dif ference i n t h e proportion
of mcoesees i n t h e two groups, then t h e squared
differenoe between the observed and t heore t i ca l
frequencies ~ h o u l d be s m a l l . I f , on t h e o ther hand,
t h e proportione f o r t h e two groups were s igni f icant17
dif f erst, then t h e squared &iff erenca between t h e
observed and t heore t i ca l frequencies should be large.
The researcher applied the t e s t s t a t i s t i c as
(Ba - ~ t ) ' / ~ t eurnmed up over a l l c e l l s of t h e table.
This e t a t i e t i c approximat e l 7 followed a chi-square
(x2) d i e t r i b u t i o n with t h e degreee of freedom equal
t o t h e number of row0 i n the cantingencr t a b l e
minus 1 (R - 1) times t h e number of colums i n t h e
contingenay t a b l e minus 1 ( C - I) etated o lear ly
Where: FO I observed frequenoy i n each c e l l
B t = = t hea re t i ca l frequency i n each cell
R number of rowe i n the oontingency
t abl e
C number of columns i n the contingencr
t a b l e
= Summation aign
It i s of ten said t h a t t h e objeotive o r purpose
of d a t a presentation and analysia i s t o separate
all d a t a r e l a t ing t o t h e object of enguirr i n t o erne
l o g i c a l order so a s t o determine t h e i r re la t ionship
t o one another and t o t h e whole. Thus, t h e
preeentat ion and a n a l ~ e i s of the da ta obtainad through
t h e adminiebration of qlueetionnaires wi l l be done
i n d e t a i l in t h i s ohapter.
However, i t i s per t inent t o note that t h e
date presented and analreed i n t h i s chapter are
thoee oons ide rd most relevant t o t h e probleme,
objeat ives , and hJpotheees of t h i ~ etudr,
PRESENTAT1 ON AND ANALYSIS OF THE SALESFORCE @ESTIONNAIREG
As expleined above, and ahown i n Table '4.1 the re
were f o r t 3 prop e r l 7 completed and returned e e l eeforae
questionnairoe f o r both oompanies ueed f o r t h i s stud^..
The ' a a l 7 e i s of t h e d a t a contained in them will b e a n
first with t h e aex and s t a t u s of the ealeeforue.
TABLE 4.4 DISTRIBUTION OF SALESFORCE BASED ON SEX AM) MARIQ TAL STATUS BFXER PAIIQTB PLC
BEX MALE % FEMALE % TOTAL %
Number of ~ e s p o n s e 25 100 0 0 25 100
MARITAL STA!I!UB SXNQLE $ MARRIED 8 TOTAL % .
Number of Responeee 20 5
SOURCE: Held aurvw bj the reseamher , 1999,
The above Cable shows t h a t all t he r n s ~ ~ b e r ~ Of
t h e salerioroe of Bergex P d n t e P lc , Onitsha area
offbe ere malee. Alao i t i s d e a r t o decipher from
t h e t a b l e t h a t only 5 saleemen representing 20% are
married while the rest representing 80$ are ~ e t t o
m 8 ~ ~ 7 .
TABLE 4.5 DISTRIBUTI014 OF SALESFORCE BASED ON SEX AND M A R I T A L STATUS SHARON PAINTS AND CHH'4ICA.L
LIMITED
Number of 15 100 Responses
MARITAL SINGLE $ MARRIED $ TOTAL BTATU8
Number of Reaponsee 13
-
BWRCEr Fieldi eurver br the researcher, 1999.
Prom the table above, i t i e indiuated that
most of the ealeeforoe w e made up of males. And i t
ale0 depicts that 13 of these males are single while
2 are married.
EXIUGATIONAL QUALIFT CATION: Infomation on the
duaational qualifioation of the salesforce of
Belegor Paints i s p r o s a t e d i n the table below;
TAB'& 4.6 PRESENTATION O F SALESFORCE BABEI) ON '-@ALIPIOATIONS I N BEROER P A I N T 8
Qv ALIFICIATION NUMBER OF PERCENTAGE RESP ON SE8
Primary
Secondary
BMD/Be BO
Higher Degree
TOTAL 25 100
SCURCE: Field survey by the Remarcher, 1999,
It i e indioated from the table above *hat two (2)
o f the emleeforce represented by 8% had secondary
education while twenty-three repreaen%e& by 92% of
these ealeeforce had Hl'?D/B, Sc as their duoational
quelif ication.
fPUCATIONAL (;FJALIFICATION: Information on the
eduaational qualif ioation of the salesforce of ahwon
Paints .ad Chemicel Limited.
4.7 PRESmTA!PION O F SALESlPOROE BASEI) CM @ A L I F I C A T I O N S I N SHARON P A I N T S
QuALIFI(3ATIOH NUMBER OF PEROWI!AOE RESPONSES DI-
Primary
Beaandary
HND/B. SO
Higher Degree
~ ~ U R U E : Fiela survey by the researcher, 1999,
It aould be aaen from the tab le above that 10 of t h e m
sdeaforocs repreaanting 66,67416 had their eaaondmy
duoation, while four (4) representing 26.67s had either
tho END or B.So. ~ u a l i f i c a t i o n and f inal ly , one (1)
represented by 6.668 had the Higher Degree qualifioation,
TABLE 4.8 THE SALmFOROE RELATIONSHIP WITH THE COMPANY BF2ORE ENPLOYMENT/FRIBJD I N THE COMPANY BEFORE HE WAS EMPLOYED-. BERCJER P A I N T S PLC
OPTION NUMBER OF P E R C l N T A Q E
Relations/Bri ends 10 40
SOUROE: f i e l d aurvey by the reaearoher, 1999,
The in fomat ion uontained i n the t a b l e above
indica te8 t h a t out of twentr - f i v e saleeforae, 10
whiah represents 40$ had Relation/Frienda i n t h e
company before he was employed while 15 representing
60$ 88.14 +hey don' t have re'lation/frienda before
thw were wrplopd.
T A B 6 4.9' THE SALESFORCE RELATIONSHIP WITH CCMPANY BEFORE EMPLOYMENT/FRIEND COMPANY BEFORE HE WAS EMPLOYFD - PAINTS AND CHEMICAL LIMITED
TEE I N THE SHARON
OPTIOX! IQUMBER O F RESSONSE PERCENTAGE
None 5 33.33
TOTAL 15 100
SOURCEt Held surwey by the researeher, 1999.
Table 4,8 ehowe t h a t 10 saleaforoe representing
&67S of the t o t a l responses sa id t h e r had rela t ion/
friend before the7 were employed but 5 of theae
aaleeforce sa id the7 do not have any re la t ion/ f r iends
i n the cunpan~~ before thez got emplo~.ed. This
represent e 33.33% ' d f l , c*.: -, %, * a ' 1'
, 1 .- . . -
TABLE 4.10 THE ROLE RELATIONSHIP PLAYED TOWARDS TEE SALBFORCE ENPLOYMENT - BEXER P A I N T S PLC
OPTION . RESPONSES $
Mentioned t h e Job opening
He/She v i r t u a l l y gave . me t h e job
Mentioned me t o t h e management
TOTAL 25 100
GOURCE: f i e l d survey by the researcher, 1999.
Table 4.9 above indicates t h a t r a l a t i o n s / f r i a d s
p l v e d a major r o l e i n t h e emplop~ant through
mentioning t h e rsalee opening t o them, while 5 of t h e
ealesforce representing 20$ said t h e re la t ione/fr iends
v i r t u a l l y gave them t h e job and another 5 representing
another 2- sa i4 r e l a t i o n s mentioned them t o t h e
management.
TABLE 4. I 1 G A T H m I N G INFORMATIOR ABOUT THE JOB VAOANCY - BERGER PAINTS PLC
OPTION .
-
RESPONSES 8 -
Through Relation/Frisnd i n t h e company
~ d i o / t e l e v i sion/N ewsp ap e r 15 60
Others I) 0
- - - - - - -- - - -- - - -- -
flCURCE; F ie ld survey by t h e Researcher, 1999.
From t h e t a b l e above, it ehows t h a t 10 s a l e s f o r c e
represent ing 4- opined t h a t t h e y gathered information
about the job vacancy through t h e i r Relation/Friend
i n t h e oompany, and 15 aa les force represent ing 60s
opined they go t t h i s information from Radio/Television
an8 Newepapera.
TABLE 4.3'2 GATHERING INFORMATIOlQ ABOUT THE JOB VAaANCY - SHARON PUNTS AM) CHBIICAL COMPANY LIMITEJ)
Through r e l a t i o n / f r i e n d i n t h e companf 12 80
Others I -
TOTAL 3 5 3 0 0
BCURCIE: He ld survey b r the Researaher, I999.
I n analfsing this t ab l e , i t ie indicated t h a t
out of t h e t o t a l o f 15 sa l e s fo rce i n Sharon
p a i n t s 1 2 represen t ing 80s opined t h a t they
g a t h e r d t h e information about t h e job vacancy
through m l a t i o n s / f r i e n d e while 3 of t he se
rsalesforce represen t ing 20$ sa id they go t t h e
information from Radio/Televisi~n/Newsp ap er.
TABL& 4.13 SALESFORCE APPLICATION FOR THE JOB BERGER PAIlQTS
OPTIOI9 RESPONSES $
APpl id
Not applied for
WRCE: =el& surre7 bj t h e researcher, 3999.
Baaed on the t a b l e above, it i s shown that
of the 25 saleaforce o f Berger Paint8 P l c , 23
representing g& eaid the7 applied for the Job
o f f e r d them b~ their companr, while 2 o f the
edeerforoe repreeenting 894 did not applr for the
j obe
TABLE 4.1-4 BALESFORCE APPLICATION FOR THE JOB - SEURON PAINTS LIMITED
Applied
Not applied for!
PLmn the t a b l a above, it i s indicatsd tha t
sa l e s force applied f o r the job offered them, and
5 out of t h e 15 salesforoe said they did not
apply f o r the Job, the7 were employed based
on the re lat ionship with the managing d i rec tor
of the Pa in t companr.
T A B L E 4,165 SALESFORCE A T T m D A N C E TO EMPLOYMENT INTERVIEW BEXIRE BEFS EPIPLOYES T O WORK I N T H E ORGANISATION - BEROER PAINTS PLC
OPTIOlO RESPONSES %
Attended Interview
No interview
TOTAL 24 100
SOURCE: Field surrey b j the researcher, 1999,
I t i s ehowd from the table above that 22
of the aalasforoe representing 91,6746 indicat eb
that they attended emplo~ment interview before
they were employed t o work in the organisation,
While 2 said the oontrary which represent8
8, 33%
TABLS 4.16 SALESFORCE AT'PE3l)ANCE TO BlPLOYMENT INTERVIEW BEFORE BEEN EPPLOYED TO WORK I N THE ORGANISATION - SHARON PAINTS AND CHEMICAL LIMITED
OPTION RESPON SEB 8
A t t d e d Interview 13 86. 67
No in t e rv i ew 2 3.33
TOTAL 15 100
SUJRCE: Field survaJI by the researcher , 1999,
I n a n a l ~ s i n g the table, i t can be seen t h a t
13 out of the 15 realeeforoe and represent ing
86.67s reeponded br a i g n i e i n g t h a t t h e 7 a t tended
emplo~1~3ent i n t e rv i ew before the7 were emplo~ed
and 2 represent ing 13.33 indicrated t h a t the7
d i d no t a t t end an7 employment in te rv iew before
the7 were nart>lo~ed,
TABLE 4,1\7 THE FORM THE INTERVIEW TOOK - BERGER PAINTS PLC
OPTION RESPONSES $
Oral only
Written on17
Both
BOURCE: Field survey by the reeearczher, 1999.
It could be analyeed from the table above
that 4 of the salesforce said they went through
oral interview while 3 said the interview wals
written and 18 of them said i t was both written
and oral interview.
TABLE 4.18 THE FORM THE INTERVIEW ToOK - SHARON PAINTS AND CHEMICAL LIMITED
OPTION RESP ON 8ES 9
Oral only
Written only
Both
TOTAL 15 100
SOURCE: Field survey by the reseamher, 1999,
It could be analysed from the table above
that 8 of the salesforce said they went through
oral interview while 2 said the interview was
written and 5 of them said it was both written
an8 oral interview.
~ ~ 3 3 ~ ~ ~ 4 . 3 ~ NUMBER OF T I M S I N WHICH SALESFORCE ATTENDED INTERVIEW BEFORE THE FINAL SELECTION - BERGEX PAINTS PLC
OPTION RESPONSES
Once
Twiue
Three times
Above th ree timee
TOTAL 25 3 00
SOURCES Pf eld eur re r b r t h e Researcher, Ig99.
It i s showed from the t a b l e above t h a t
2 o f t h e aelesforce agreed tha t the7 attended
interview before the f i n a l se lec t ion once while
5, i s 3 respective17 said the7 attended i t
twice, t h r e e timee and above t h r e e times
reap eotivel7.
TAXJ& 4.243 NUMBER OF T I M E S I N WHICH SALESPORCE ATTENDED INTERVIEW BEFORE THE F I N A L SELECTION - SHARON P A I N T S AND CHEMICAL COMPANY L I M I T D
OPTION RESE'ONSES % -
Qme Twice
Three timee
A b o v e three times
TOTAL 15 100%
BOURCE: f i e l d aurrer br the researcher, 1999.
From the t a b l e above, i t is indicated that
5 of the salesforoe attended interview once while
9 saia the7 attended twice and 1 representing
6,678 mentioned three times and none mentioned
above three timse,
TABLE 4,2'1 SALESFORCE R E W I R E D TO SUBMIT REZEEIENCE(S) - BERGER PAINTS
OPTION RESPONSES $
Submitted ~ e f erence(s)
SOURCE: H e l d survey by the reeearcher, 1999,
The table indicates that salesforce were
required to submit referenoe(8) which representgl
88s and 3 of them representing 128 said the7
did not submit references,
T A B U 4.22 SALESFORCE REWIRED T O SUBMIT REFERENCE(S) - SHARON PAINTS
OPTION RESPONSES
Submitted Ref erence(8)
No ref erence(s) 3 20
TOTAL 15 100
SOURCE: Field surrer b7 the researoher, 1999,
It is seen from the above table that 12 out
of the 15 ealesforce opined that the7 were required
t o submit references and which represents 80s
and 3 which rapresent 20s said the7 were not required
t o aubmit an7 reference.
TABLE 4.2.3 SALESFORCE INFORMED OF THE RESULT OF THE INTERVIEW - BERGER PAINTS PLO
OPTION RESPONSE $
TOTAL 25 100 - - - - - - -
SOURCE: Field surrey by the reeearciher, 1999,
It i s indicated above tha.t 23 of the sa les force
agreed t h a t they were informed of the result of
the interview while 2 repreeenting 8% said the3
were not informed of the re su l t of the interview.
I IS.
TABLE 4.2% BALXSFORCE INFORMED OF THE RESULT OF THE INTERVIEW - SHARON PAINTS
OPTION REEfPONSES $
Notified of the resu l t 13 86.67
N o t notified 2 13.33
TOTAL 15 loo
SOURCE: Fie ld survey by the reseamher, 1999,
Table 4.23 ahows that 13 of these ealesforoe
representing 86.67s opined that they were informed
of the resul t of the interview where 2 representing
13.33s opined that they were not informed of the
resu l t of the interview.
TABLE 6 25 ROW SALESFORCE WERE INFORMED OF TEE RESULT OF THE INTERVIEW - BERGER PAINTS PLC
Orallr, followed b;l an appointment l e t t e r 8 32
Sent an8 appointment l e t t e r 15 60
Not given an ~ p o i n t n e n t letter 2 8
0th ers - - TOTAL
- - SOURCE: Field survey by the research, 1999.
On how the7 were informed by the result of
the interview 15 representing 60% op ind that thw
were sat an appointment letter while 8 representing
3 s eaid ther were informed or all^^, followed br
an eppointrnent l e t ter . And 2 repreeenting 856
opined that they were not given any appointment
l e t ter .
TABICE 4.26 HOW 8ALE8BORCE WERE INPORMED OF !ME RESULT OF THE INTERVIEW - SHARON PAINT8 LTD
OPTION RESF'ONSEs $
Ore117 followed by en appointment l e t t e r 10 66.67
Bent an appointment l e t t e r 3 20
Not given an . appointment l e t t e r
Others - . . . , , .
TOTAL
SOUROE: Pi eld surver by the researeher, 1999.
Ih Sharon Paints Limited, 10 out of the I5
s a l ~ a f o r c e opiaed that they were informed of the
result o f the interview o r a l l y followed by an
kppointment letter while 3 represented br 20$ gait¶
the3 were inforred thr ugb a l e t t e r o f appointment
and f ina l l y 2 e d d they were not given an appointment
l e t t e r represented br 13.33%
TABLE 6.27 THE TIME INTERVAL WITHIN WHICH SALEBMEN WERE INFORMID OF THE R m L T - BERCIER PAINTS PLC
on the spot
Two weeks
One month
Above -;one month
80URCEt Held sumey by the Researcher, 'l999,
The table above indicate8 that I$ saleaforce
opined that the time interval in whioh they were
informed of the wae one month while 5 said it
took management two weeke a d 5 agreed it took
them above one month.
TARLE 4 2 8 THE TXHE INTERVAL WITHIN WHICH BhESHm WERE INFORMED OF THE RESULT - SHARON PAINTS LIMITED
On tho 6pof 2 13.33
One month . . .
4 26.67
Above one month 'l . . .. . . .
6.67 . . .
Baaed on the table above, a ralerforce opined
that the9 were informed of the resul t on the epot
while 8 represated by 53.33s said it took manegement
two weeks an8 4 represented by 26.67s opined Qae
month and f i n e l l f I reprerated by 6.67 opined that
i t took mansgement above one month,
TraLN 4. S 13ALESFORCE REQUIRED 10 UNDERGO MDICA]D/ P B T S I O A L EXAWINATIOW BEFORE THEY WERE HIRED/BELECTD TO WORK I N THEfR ORGANISATION + BERGER PAINTIS
OPTION ' REWONBE8 . $
80URCEr f i e l d survey by the researaher, 1999.
Table 4.28 above indicate8 that 23 of the
sales for6a mpresentod by 9 J opined that they . .
ware required t o undergo medical/phyeiaal examination
before they ware ueleetod a l e 2 represented bf
8$ eaid they were not mabj ected t o any mediual/
phgaicrl axmination before they uepe hired.
'PAEL& 4.30 SALESFORCE @E@IRED TO UNDERGO MEDICAL PHY8IOAL EXAMXNATION B'EFORE THlX WEEtE HIRED/BELECTLS TO WORK IN THEIR OROANIBA- TIOH - SHARON PAINT$ LTD
OPTION RESPONSES $
Required
Not required
TOTAL 44 loo$
SOUROE: H e l d survey by the reeearoher, 1999,
From the table above, 4 r e p e s e n t d by 28.57s
a d d they were mb$ecrted to medical/phyeioal
examination whera 10 repreeenteb by 71.43s a d d
they bib not go through an7 medical/phyaiaal
examination before they were bired/seleated t o work
i n their organisation,
TAELE 4.31 THE P O I N T IN TRE RECRUITM'EblT P R O C E S S THE GALWMEIB WERE REWIREI) TO UrPDEFGO MDICAL TEST - BEROER PAINTS PLC
A f t e r the final interview 3 12
TOTAL
SOURCE; F ie ld rurvey by the researcher, 1999.
It oould be analyssd from the table above that
22 of the aalesforoe represented by 88s pointed
out that they were requird t o undergo m d i o a l t e s t
before the f ine l interview, where 3 represented
by 12$ eaid it war after the f inal interview that
they were requird to ullbergo medioal teat.
TABLE 4.32 THE RECRUITMENT OF SALEXIFORCE WITHOUT REXiARD TO RESEVANT ACADEHIC CJJALIFICATION - BERGER PAINTS PLU
OPT1014 RESPONSES $
Agreed
Not agreed
SCURCE: H e l d aurvey by the rereareher, 1999,
It could be observed from the table above
that 23 of them saleeforoe represented by 95.83s
did not egree that people are often reoruitsd without
r-ard t o relevant adlennic qualifioatione but one
( I ) theae aalemfroae disagree with th i s view.
u.BLlr 9: 33 THE RECRUITMENT OF SALELSFORCE WITHOUT REGARD TO RELEVANT AOADEMIO QJALIPICATIOB - 8HARON P A I N T 8 LTD
Agreed
Not agreed
TOTAL d 5 1062
S(XIRCEt Field survey by the mee.roher. 1999.
From the table above, it i a indicated that
four (4) of them salesforce represented by
26.672 said people a r e often recruits3 without
regard t o relevant acdemic qualification where
17 represented by 73.332 diasgreed that people
are often rearuited without regard t o relevant
acdemio qualificationa.
TABLE 4.34 THE NON-CONFORMITY OF SALES MANAGERS TO LAID DOWN PROCEDURE OF RECRUITMENT AS A RESULT OF 80CIrmlAL AND CULTURAL
. PRESSURES
OPTION RESPONSES !$
NOR ~ o ~ l i a a c e
Compliance
8RlRCEa Field eurvey by the researcher, 1999,
From the table above, it i s o p i n d that moet
ealee managers do not conform t o laid-down
procedure of reoruitment due t o soaietal anQ
aultural pressures, opined by 20 salesfaroe
repreeenting 80s while 5 reproeentea by 20s said
sales managers eonform t o the laiddown procedure
of rearuitment,
TABLE 4.35 THE NON-CONFORHITY OF 8ALE8 MANAGER8 TO LAIMOWN PROCEDURE OF REORUITMHU! A 8 A RESULT OF SOCIETAL A14D CULTURAL PRE8SURE8 - $BARON P A I N T S
OPTION RESPONSES 9
Non confomity
Conformed
I t is observed from the table that I1 represented
by 73.33s opined that moat eales manegere do not
conform to laid-down procedure of reuzuitmsnt due
to e o d e t a l and cultural preseures while 4 repreeernted
by 26.67s said no that most aales mansgere oonforn
to laidAown procdure of reoxuitment,
TABLE 4.36 THE PROBLEH O F NON-COMPLIANCE WITH LAID-DOWN P R O C D U R E OF REORUITMENT - BERGER P A I N T S P L C
OPTION RESPONSES ' $
Agreed
Not agreed . . ,
8CWRCEr H e l d lerurvey by the reemmuher, 3999.
Table 4.35 above ehowe that the non-complience
with ldd-down proadure of rearuitnent conetituter
a problem to productivity ae suggeeted by 13
salesioroe regmesentad by 52% Where 12 out
of 25 repreusntsd by 48s 8aid that the non
compliaaoe dear, not oonstihite problem t o
TABLE 4. THE PROBLEM OF NOR-COMPLIANCE WITH LAID-DOWN PROCEDURE OF RECRUITMmT- 8EURON PAINTS LIP)
OPTION
Agreed
Not @reed .. . . .
SOURCES Field aumey by the reeearoher, 1999.
In analyming the table above, it ooulu be
observed that 11 out of 15 ealeaforae rapreeented
by 7533s opined that the non-uomplianae with
l . id4oun pracdure of recruitment conetitutes
a prablan to productivity, while 4 rapresented
by 26.67s said the non-compliance does not
aonetltute a problem t o productivity.
TABtE &38 TRAINING PROoRnMME OF TfIE NEWLY EMPLOYED SALESFORCE - BEROER PAINTS PLU
OPT -ION
Agreed
Not agreed
TOTAL 25 100
SOU RCE: FJi old survey by the research, 1999.
It i s inbicated from the table above
that 23 represented by 9 s of the aaleeforoe
egreed that they went through a training
programme when they were newly employed but 2
represented by 8% said they did not go through
any training programme when they were newly
smployd.
TABLE 4.39 TRAINING PROGRAMME OF THE flEWLP m L o Y m BALESFORCE - SHARON PAINTS LTD
Not agreed
TOTAL 15 100
SOURCE: Field survey by the reaearaher, 1999,
From the tab l e above, i t irs shown that 12
repreeentul by 80s agreed thaC they went through
a training programme when they were newly employed.
But 3 out of the 15 repreeented by 2096 eaid they
did not go through any training programme when
they were newly employed by the company.
TABLE 4. TBE SPECIAL TRAINING OF SALESFOROE SINCE EMPLOYED - BERGER PAINT8
OPTION RESPONSES $
Agreed
Not * r e d .
TOTAL 25 100
80URCE: He ld eurvsy by the reeearaher, 1999.
Based on the table above, i t i o observed
that 24 out of 25 ealeeforoe represented by 969
agreed tha* they have undergone sp ecial training
or course einoe they were employd by Berger
P a i n t s Pla.
TABLE 4.44 THE 8E'ECIAL TRAINING OF SALESFORCE SINCE PIPLOYED
OPTION REgPOKBES !$
Not agread
The table indioatee, that 3 represented
by 20s of t h e ealesforoe agreed that they
have undergona epemiol training or aourea.
But 12 repreratd l by 80s disagreed that they
have not undergone any special training o r
acurse &me they were employed by Sharon
paints and Chemical Limited.
TABLE 4.42 THE DEGREE OF SALESFORCE EXPERIENCEZ OF THE TRAXRING PROGRAMME - BERGER PAINTS PLO
OPTION
Very helpful
Relat ive ly helpful
Less helpful
Not helpful
On how they found the training programme,
18 representing 72% opined that it has been
very h e l p f i l , while 5 representing 20$ sa id
i t ham beem r e l a t i v e l y h e l p f i l ard 2 representing
8% eaid i t ha8 been l e a s h e l p f i l .
TABLE4.45 THEDEGREEOFS~~ESFORCEEXP&IENCE OF THE TRAINING PROGRAMME - SHARON PAINTS LTD
OPTION
Verg h 4 p m
Relatively helpful
Less helpful
Not helpful
SOURCE: Fiela survey by t h e researcher, 1999,
Table 4.42 above indioaters that 9 out of
15 representing 60s opined that they found the
training programme very helpful while 4 repreaenthg
26.67% said i t hae been re la t ive ly helpful and
2 representing 13,339 opined that i t ha8 been
l e s e helpful.
T 4 4 4 SALESFORCE RATING O F T H E RECRUITMENT P R A O T I C E S OF THEZR COMPANY - BERGER P A I N T S P L C
NUMBER OF RESPONSE $
Highly sat isfactorg
Satiafautory
Unsatisfaotory
Below sat isfaotory
SOURCE: Field aurvey by the researcher, 1999.
Prom the data above, i t oould be obaerved
t h a t f i v e (3) of &he salesforce opined t h a t the
r e o m i t m a t pract ioes has been eatiefactory, t h i s
represents 20s. Fifteen (15) of them rated i t
an been ast iefactory representing 60s while four (4)
reprmmntd by 16% rated the recruitment pract ice8
a s uneatiefaotory anU f i n a l l y one (1) represented
by 4 s said it i s below eatiefactolcrg.
TABLE 4045 ' SALESFORCE RATING OF THE RECRUITMENT PRACTICES OF TAEIR COMPANY - SHARON PUNTS LIMITED
OPTIONS NUMBER OB RESPONSES %
ea t i s fac tory
Sa t i s fac tory
Unsatisf aotory
Below a a t i sf autory
TOTAL 15 100
SOU RCEt Field survey by the researcher, 1999.
Bas& on t h e information aonta ind i n t h e
t a b l e above, it i e , indicated t h a t four (4) repreeentiag
26.67s of t h e aaleaforoe r a t d t h e recruitment
p r a a t i a e s of t h e i r company ha8 been highly satisfaatory.
While e ight (8) representing 53.33% ra ted t h e
praut iue has ea t i s fac to ry but 13.33% eraid it i s
unsatisfactory and one (I) represented by 6.67s
r a t e d t h e p rac t i ce a s below e a t i e f a c t o ~ g ~
TABLB 4.46 CX)MPENBATION(S) PLAN THE COMPANY M A K a USE OR - BERGER PAINTS
OPTIONS NUMBE;R OF RESPONSE s6
Straight salmry only 5 20
Straight oommission only 5 20
Combination of s.lar7 and oommission 15 60
TOTAL 25 100 - - -- - - - - --
SWRCE: Field survey by the researcher, 1999.
Based on the table above, i t i p l indioated
that straight salary only and straight commission
only are not commonly made use of by the company
but f i f t e e n (15) or 60s said a combination of
salary and commiasion i a commonly us&.
T A B L k 4,47 C M P E ~ I S A T I O N ( S ) PLAN THE CCWANY MAKES USE OF - SHARON P A I N T S
OPTION NUMBER O F R E W O N SES $
Straights salary on1 y - . Straighty oommiesion only . - Combination of salary and commtsaion 15 100
TOTAL 15 100
It i s indioated $roa the above table that the
Sharon Paints only uses the combination of salary
and cornmiasions plan. They are not use to the
etraight salary only and the atraighty commiesion
only*
TABLE 4.48 THE COMPENSATIOY PLAN SALESFORCE PREPERS MOST - BERGER PAINTS
NUMBER OF RESPONSE $
Straight salaqy
Straight commission
TOTAL 25 100
SOURCE: Held eurvey by the reeearoher, 1999.
The table above indicates that 5 or 20%
prefers straight salary while 10 or 40% prefers
straight oommiesion. In fact another ten (10)
or 40s pref ere the aombination system where salary
and combination i e paid.
TABLE 4, W THE COMPENSATION PLAN SALESFORCE PREFER8 MOST - SHARON P A I N T S
OPTION mMBm OF RESPONSE
sa
Strdghty salarg
8traight y commiseion
Combination eyetem
TOTAL 15 100
80U RCE: Field survey by the researcher, 1999,
In t h i s area, two (2) that i e 13,3316 prefers
the straight salary cow enaation plan, thirt eon
(1 3) prof ers the combination system of comp enaation
p l a b
TABLE 4, ~50 THE EFFORTS O F MANAG'EMENT TO MOTIVATE THE SALESFORCE TO GREATER PERFORMANCE - BERGER PAINTS
OPTION NUMBER OF % RESPONSE
SOURCE; M e l d survey by the renearcher, 1999,
In t h i s table , ten of the ealesforce reconilsed
the f a c t that manegement make Borne e f f o r t s t o
motivate them t o greater height and only f i v e (5)
opposed that no effort i s made by the management
t o motivate than to greater performance.
TABLB 4.54 TEIE EFFORTS OF MANAGEMENT TO MWIVATE THE SALESFORCE TO G R E X T E R PERFORMANCE - SHARON PAINTS
NUMBER OF R E S P O N S E $ - - - -
Agreed
Not agreed
TOTAL 15 100
SOURCE: H e l d survey by the researcher, 1999.
In t h i s table, ten of the ealesforce recognieed
the fact that management meke some efforte t o motivate
them t o greater height and only f i v e (5) oppoeed
that no effort i s made by the manegement t o motivate
them t o greater performance.
TABLE 4 e 5 2 THE M F M S THROUQi WHICH MANAGEMENT MOTIVATE SALESPORCE TO GREATER PER'IPORMANCE - BERGJB PAmTS
OPT ION NUMBER OF 9 RESPONSE
Monbtary reward such ae g i f t s of money o r r e f ind of expenses 5 20
Non-monetary reward mch as reaognit ion
Both monetary and Non-monetary 15 60
80URaEt Field survey by the researcher, 1999,
Ae contained i n t h e t ab le above, f i v e (5)
ealesforce o r 20s as represented opined t h a t one of
t h e mean8 through which management motivate ealeeforce
t o g r e a t e r perf omance, i s through monetarg reward
such as g i f t s of money o r refund of expenees and f i v e
(5) said i t i s through non-monetary reward such as
recognition. Fifteen of these sal esf orce agreed
t h a t managemcat mot ivat ee them through both moneta~y
and non-monetary rewards,
TABLE 4,59 THE MEANS THROUGH WHICH MANAGEMENT MOTIVATE SALESFORCE TO GREATER PERFORMANCE - SHAROn PAINTS
OPTIONS NUMBER OF RESPONSE $
Monetary reward such as g i f t 8 of aoney o r refund of expenses 10 66.67
Non-monetary reward such a6 recognition 2 13, 33
Both monetary and non- monetary rewarde
Others - .
TOTAL 15 100
SOURCE: Field eurvqy by the reeearaher, 1999.
The i n f omation above indica t ee t ha t monetary
reward such a s g i f t e of money or refund of expenses
is one of t h e major means through which management
motivatee s e l e s f o r ~ e s t o g r e a t e r height i n Sharon Pa in t s
aa represented by 66.67s while two respondents agreed
t h a t management motivatee j u s t Ohrough non monetary
reward suah se recognition. But t h ree o r 20% @aid
t h e motivation cornea through both monetary and non-
monetary rewards.
TABLB 4.54 SALESFORCE OPINION ABOUT THE COMPENSATION AND MOTIVATION PACKAGES OF THEIR COMPANY - BERGER P A I N T S
NUMBER O F $ RESPONSE
-
Elighly eatiefactory
Satiefactory
Unsatisfactory
Highly unaatiefaotorg
TOTAL 25 100 - - -- - - - -
SOURCE: Field 8urvey by the researcher, 1999.
From the information contained in the above
table, f i v e (5) of the salesforce representing 20%
opined that the camp ensation and motivation packagee
havs beem high eatiafaotory, while (10) Ten viewed
i t as satisfactory, while f i v e (5) aaleeforce
representing 20% opined that it has been highly
unsatisf act 0x7.
TABLE 4,95 SALESFORCE OPINION ABOUT T H E COMPENSATION AND MOTIVATION PA(XAGEf3 OF THEIR COMPANY - BHARON PAINTS
NUMBER OF g RESPONSE
Highly atisf is factory
Satisfactory
Unaatirfact o m
Highly unsatiefautory
TOTAL 15 100
SOURCE: Field s u r v q by the researcher, 1999,
In t h i s table, the ealesforce numbering three
o f Sharon Paints opined that the uompensation and
motivation packages are highly sat isfactory, where
10 of them representing 66,67$ opined that the
comp eneation and motivation packages have been
sat isfactory and 13.33 viewed that it ha8 remained
unsatisfactory.
TABLE 4.56 SALES SUPPORT ACTIVITIES TEiE C W A N Y EN GAGES I N - BERGER PAINTS
OPTION NUMBER OF $ RESPONSE
Advertieing only 5 20
Salea promotion only 3 12
Publici ty/public r e l a t i o n s only 7 28
All of t h e above 10 40
Nom of t h e above .) .
8WRCEt Field survay by the researcher, 1999.
From t h e information omtained i n t h e above
table , i t i s indicated t h a t f i v e o r (5) o r 20s
viewed t h e f a c t t h a t t h e company ueee only advert ising
a8 sales support a o t i v i t y while t h r e e (3) o r 1 2 s
maid t h e use of sales promotion i e t h e only ea lee
support aot ivi ty . Although majority t h a t i a ten
repreoenting 40s sa id t h e company usea a l l t h e
sale8 support a c t i v i t i e s ranging from Advertising,
aalee promotion and publ ic i ty/publ ic relat ions.
TABLE ' 4.57 SALTS SUPPORT A C T I V I T I E S THE COMPANY ENGAGES IN - SHARON P A I N T S LTD
NUMBER OF % RESPONSE
Advertising only .I) - Salee promotion only ..I ..,
Publ ic i ty /Publ ic r e l a t i o n s only 3 20
All of t h e above - .I
none of t h e above 12 80
TOTAL - - -
SOURCE: Fie ld survey by t h e researcher , 1999.
Given from the , above t ab l e , it can be deduced
t h a t adve r t i s ing and oalea promotion are not used
by t h e company as s a l e 8 support a c t i v i t i e s , But 20%
o r three (3) of t h e retipondents opined t h a t pub l ic i ty /
pub l i c r e l a t i o n s only i s used. And major i ty of twelve
(12) s a i a none of t h e above sales support activity
i e being uaeb,
ANALYSIS OF gl lESTIONNAIRE FOR SALES MANAGER
TABLE 4.99 D ~ S T R I B U T I O H OF SALES MANAGERS RASED ON MARITAL STATUS - BERGER FAINTS PLC
NUMBFR OF RESPONSE %
a n g l e
Married
Divorced
Widowed
SOURCE: Field eurvey by t h e researcher, 1999,
From the table above, i t i s indioated that
two (2) of the sales managers of Berger Paints P l c
are s ingle representing 28.57% while f i v e of these
eales managers are married which represents 71.43%.
None i s divorced nor widowed.
TABLE 4.59 DISTRIBUTION OF SALES MANAG ER8 BASED ON MARITAL STATUS SHARON PAINTS AND CHEMICALS L I M I T E D
O P T I O N NUMBER OF' R E S P O N S E
Singl e
Married
Divoreed
Wiho wed
TOTAL 8 100
B a u d on the data above, i t cmld b e observed
that one o f the managers (sales) i f f single while
eix of them are married and one i a widowed representing
12.5$, -.75$ and 12,5$ respectively.
T A B L E 4.69 PRESENTATION OF SALES MANAGER BASED ON CJJALIFICATIONS (43) - BERGER P A I N T S P L C
OPTION NUMBER OF RESPONSES 4a
Primary
Secondary
HND/B, 8c
Higher degree
TOTAL 7 100
8OUR CE: Field survey by the researcher, 1999.
From t h e above table, i t i s indicated that
only one of the managers had a post primerg school
qualif ication which repreeents 14.29% Majority
of the managere has e i ther HND or B,Sc degree and
two of them indiaeted that they have higher Degree8
representing 28.57%
TABLE 4,63 PRESENTATION O F S A L E S MANAGERS BASD ON W A L I F I C A T I O N S ( ~ 3 ) SHARON P A I N T S AND CHENICAL LIMITED
-- -
OPT ION NUMBER OF $ RESPONSE
Primary .) - Secondary
HND/B.Sc
Higher D egree 2 25
SOURCE: Fiela survey by the researcher, 1999,
We can now eee from the table above s i x of these
manegems ha8 HNI)/B. 8c as t h e i r qualifications
while two of them has higher Degree representing 25s.
TABLE 4,62 RATING THE SALESFORCE RECRUITMENT PRACTIUES OF THEIR COMPANY - BERGER PAINTS PLC
OPTIONS NUMBER OF RESPONSES
Highly aatiafactory 4
Satisfactory 3
Unsatisfactory o
Below eat isfactory o
TOTAL 7 100
SOURCE: Field eurvey by the rssearcher, 1999,
In rating the sales force recruitment pract ices
o f Berger Paints P l c four of the mmngers rated
it as highly sat is factory representing 57.14s
while three of the managers rated i t as being
satisfactory,
TABLE 4.6 3 RATING THE SALESFORCE RECRUITMENT P R A C T I C E S OF THEZR COMPANY - SHARON P A I N T S AND CHEMICALS LTD
O P T I O N S NUMBER O F R E S P O N S E S PI
- - - - - - - - - - - - -- -
Highly sat isfactory
Satisfactory
U n ~ a t isf aot ory
Below eat i s f a c t ory
TOTAL 7 100
SOURCE: Meld survey by t h e reseamher, 1999.
The sales force recruitment practioe i n
t h i s company has being satisfactory and highly
sat isfactory but representing 14.29s eajd that
t h i s pract ice i s just unsatisfaot ory.
TABLE 4.63 T R A I N I N G PROGRAMME FOR WE S A L E S F O R C E - BERGER P A I N T S PLC
O P T I O N NUMBER O F R E S P O N S E $
Agreed
Not agreed
TOTAL 7 100
SOURCE: Field survey by the researcher, 1999,
From the t a b l e above, it i s indicated that
out of the 7 s a l e s managers, 5 representing
71,43$ agreed that there i s training programme
f o r t h e aalesforee while 2 representing 28.57%
s a i d there is no braining programme f o r t h e
sal e0f orce.
TABLE 4,65 TRAINING PROGRAMME FOR THE SALESFORCE - SHARON PAINTS
OPTION NUMBER OF RESPONSES $
Agreed
Not agreed
TOTAL 8 100
SOURCE: Field survey by the researcher, 1999,
From the table above, it is indicated that
out of the 8 sales managers, 2 representing 25%
agreed that there i a training programme for the
saleaforce while 6 representing 74% said there
i s no training programme for the salesforce.
TABLE 4.66 THE MANAGEMENT CWENSATION PLAN(S) FOR THE SALESFORCE - BERGER PAINTS PLC
OPTION NUMBER OF RESPONSES %
Not agreed 1 14, 2q
TOTAL 7 100
SWRCE: Field survey by the reeearcher, 1999,
The table above indicates that 6 representing
85,719& agreed that t h e man~gement has compensation
plans for i t s salesforce while 1 out of 7
repreeent ed by 14.29% opined that menagemmt has
not aompensation plane for its salesforce,
TABLE 4.67 THE MANAGEMI3iT COMPENSATION PLAN(s) FOR THE SALESFORCE - SHARON PAINTS AND CHEMICAL LIMITED
OPTION NUMBER OF RFEPONSES #
Agreed
- Not agreed
TOTAL 8 100
80URCE: Field survey by t h e researcher, I999.
It i e shown from the above table that 5
representing 62.5% % r e d that the management
has compensation plan(s) for the salesforce but
3 representing 37.4s said management do not have
any compensation plan(s) for the saleeforce.
TABLE 4.68 HOW Ol?TE3 SALESFORCE MEET THEIR SALES TARGETI)S - EERGER PAINTS PLC
OPTION NUMBER OF RESPONSES %
A l w a y s
Occasionally
Rarely
Never
TOTAL 7 100
SOURCE: Field survey by the researcher, 1999.
It i s indicated from the above table that 3 of
the salesforce meet their sales targets always
while 3 of the salesforce represented by 42.86%
indicated that these salesforce meet their s a l e s
target occasionally while one (1) represented by
1 4 . 3 % said they rarely meet their salea targete.
TABLE 4.69 HOW OFTESJ SALESFORCE MEFP THEIR SALES TAHGET - SHARON PAINTS AND C H r n I C N ; LTD
OPTION NUMBER OF RESPONSES $
Always
Occasionally
Rarely
Never
TOTAL 8 100
SWRCE: Field survey by the reseamher, 1999.
From the t a b l e above, it i s noted that 5
salea managers represented by 62.5% opined tha t
salesforce meet t h e i r aales targets always while
2 s a l e s manc\gers represented by 25% said i t i s
occasional and one representing 12.5% said i t is
rarely before t h e i r s a l e s target i s met,
TABLE 4,?0 ATTITUDE OF MANAGERS TOWAFDS SALES- FORCE I N REDUCING THE LEVEL OF SALESFORCE TURNOVER
OPTION NUMBER OF RESPONSES $
P o s i t i v e
Negative
TOTAL 7 100
SOURCE: Fie ld survey by t h e researcher, 1999,
According t o the sales managers of Berger
Pa in t s , i t i s shown that the a t t i tude of managers
towards sa les force i n reducing t h e level of sa les force
turnover i s p o s i t i v e a8 viewed by 6 s a l e e managers
represented. by 83,71% but 1 out of the sales
managers representing 14.a$ viewed that i t i s
negative,
TABLE 4.7~3 ATTf !lVDE OF WANAC+ERG TOWARDS SALE8PORCE IN REDUCING TBE LEV= OF SALESFORCE WRNOVW - WARON PAWTS AlOD CHMICAL LTD
OPTION . . . . , .
NUMBER OF RESPONSEB ' PC
not beem pouitive, Chis $8 i n d i c a t d by 3 mmrgera
TABLE 40 72 WHETHER TEE WORX PZACE IS UONDUUIVE FOR TEE SAltmElV - EEROER PAINTS PSC
OPTION NUMBER OF . . . .. . RE8PONSES 9J
aonduciv~ for wbxk ' 3 ' 71. 45
lot aosrbuofve for work 2 28.57 . . . , ,
that the geoeral oonditioa of the work plaoe i r
aosduoive far work but two (2) repraeenting
TABLE 4.73 WHEIHER THE WORK PLACE I S CONDUCIVE ROR TEE SALE8MEN - SHARON P A I N T 0 AND CHEMICAL LTDo
OPT ION NUMBER OF RESPON 8ES $
Not oondueive f o r work 1 420 5
TOTAL 8 100 - -
Table 4/72 shows that 7 sales managers
repaerenting 87.5s indicaees that t h e Genera&
oondition of work place in Sharon paints ham being
oan8udva. While 3 rspreseating 12.5s eaid i t has
not been cmtLucive,
TABLE 4 e 7 , 4 HANAOERS OPXNION AEOUI THE ADEQUACY OF INCENTIVE SCHmE IN THEIR ORGANI8ATION - BERGER PAINTS PLCl
NUMBER OF RESPONBE8 %
Abequato
Fairly adquabe
Indoquato
7 'loo -
SCURCE: Fie ld survey by t h e remearcher, 9999.
Andymhg the table above, i t i s shorn that
4 raler managere r~pre~renting 57,14$ maid there
i m adequate inaentive soheme i n their organisat ion
and 2 raprerenting 28,47$ opined that it i s
fairly &equate and 'l repreeenting 15,292 opined
that the inoentive schame in their organisation
i s not edequate,
TABLE 4. 75 MANAGERS O P I N I O N ABOUT THE ADEQUACY OF INOEIYTIVE BCHENE IN THEIR ORGANISATION SHARON PAINT8 AND CHmICAL LTI)
WUMBER OF RESPONSES s
TOTAL 8 100
8RIRoE: F i d d survey by the reaerroher, 1999.
Thia table indioater that i n Sharon Paints
and Chmiaal Limitod, 5 of the sales maneger
repremnting 62.5125 indioatsd that the inornative i r
&equate, bu* 2 representing 25 eaid i t is fa i r ly
adequate and one ( I ) repre~enting 12.59 opined i t
h88 been inadequate ia their organisation.
TABLE 4.76 HOW INADEQUACX IN INCmTIVE BCHENE PROVISIONS OR ADMINISTRATION AFFECP WORKERS EFFECTIVENESS AND EFFIOIENC1P LEV= - BERGER PAINTS PLC
OPTION
Increase 4 57. 14
D eorease
No difference
-- - -
8CURGEt Bield eurvey by the researoher, I999.
The table show8 thab 4 of the s d e s manogers
rapresonting 57.149 indieate8 that as a result of the
increaee i n inadequaoy on inoentivs schane provirion
i s affeoting workers effeotiveness and effioienoy
level , BuD 2 repreeeating 28.57% opined that
deoreaoe in indequacy i n inoentive schsme provisions
af feots the workers effectivsneas and effieisnoy.
TABLE 4.7t7 HOW INADEVACIP IN INCWTIVE SCHEME PROVI S I O N 8 OR ADMINISTRATION AFFECT WORKERS EFF'ECTIV BVESS AND EFFICI EN CY
. LEVEL - SBARON PAINTS AND a E N I O A L I/PD
OPTION NUMBER OP ' ' RESPONSES $
8WB06r Yield gurney ba the researcher, 3999.
Barad on the above table, it i e ehown t h a t
two (2) of the salea mmageru repredbnting 2%
said increase i n inadequaay i n incentive abbeme
providons .if eat workerr off sotiveners and
eff iaieacy l eve l i n Sharon Paints and Chemical
U ~ i t ed.
TABLE 4.78 RATING THE COMPENSATION AND MOTIVATION PACKAGES OF THE SALEBFORCE BY MANAGER0 - BERGER P A I N T S PLO
OPTION NUMBER OF RESPONSES $
Highly s a t i s f aatory
8at is f .at ory
Unsatisfaatory
Highly u n s a t i s f a c t o ~
TOTAL 7 'lo0
SOUROE: Field eurvey by the reseamher, 'l999,
In rating the aomp ensation and motivation
packages of the raleeforae, 3 of the sale6 manager8
rspresenting 42.86% indimtea that the packager . .
are highly satiefaatory while 8 again repreeenting
42.86s indiaatai that it i s satisfaatory. But I
representing 14.28s said it i s unsatiefaotory,
TABLE 4.78 RATING THE O O M P m S A T I O N AND MOTIVATIOT!l PACKAGES OF' T H E SALESFORCE BY MAHAGERS - SHARON PAINTS AND GHEMICAL UPD
NUMBER OF RWONSES Pr
High1 y eat 1st rot ory
Satisfactory
Unsrti sf rct ory
Highly uneatisf act ory
TOTAL 8 300
SWRCEi Field survey bj the researcher, 1999.
IMgr (4) of the aalee msnegera rated the
oompeneetion m d motivation paekagea ha8 highly
satiefaotory and t h i s repreaentsd 50s while three
(3) repreeented by 37.5s rat& it has satisfactory
and one (1) represented by 12.5516 opined that these
pa&egar have being highly unsatiafaatofg.
HYPOTHESES TESTING
These four hgpotheaes formulated i n chapter one
a r e now tes t ed a8 follows:
HYPOTHESIS ONE
HO: That s a l e s f o r m recruitment praa t icee hae not
been sa t i s fao tom,
HI: That ealesforoe reumitment p rac t i aee has bear
sat isfactorg.
To t e s t this hypothesis using chi-square,
questions 22 and queetdon 1 i n t h e aalesforoe and s d e e
manager8 questionnaires respect ively a r e considered
very relevant, The data re l a t ing t o these guestione
were p r e e e n t d i n t a b l e s on page^.
A oontingsaay t a b l e f o r this problun ie shown
below:
TABLE 4,8Q CONTINGENCY TABLE FOR HYPOI'H~IS I - BERGER PAINTS*
8ALESFORCE MANAGERS TOTAL
~ i g h l y aatisfmt ory 5( 5e 5 ) 4(1. 5 ) 7 Set iaf aot ory 14(14m 1) 3( 3.9) 18
Unsatisfaot o q 4( 3.9) + ( l . l ) 5
Below satiaiaotory w . 6 ) + (0.44) 2
TOTAL 25 7 32 - -
Theoretical frequency (enclosed i n bracket 8)
f o r each cell was got by multiplying the caorresponding
row toted by the oorresponding column tota l and
dividing by grend t o t e l ,
The computation of chimerquare t e s t e t s t i s t i o f o r
t h i s probldm i e shown as follovsr
Level of aignificarme 0.05
Critioal 0,352 (d-erivd from t abl e)
DECISI ON CRITERION t
Aceept Null hypotheeia i f computed value i s
l e a s than t h e c r i t i c a l value, otherwiee re ject .
8 i n c e p computed value of 1.5507 Is g r e a t e r J -
than 2 oo i t ioa l value of 0.352, we have t o
r e j e c t n u l l hypothesis ma accept t h e a l t e n k t i v e
hypotheeie, theref ore we sha l l oonclude tha t
salesf oroe reoruitment praot ioes ha8 been sat isfactory.
TABLE 4.8;1 CONTINGENCY TABLE FOR HYPOTHESIS I - 8HBRON PAINTS
SALES'IPOROE MANAGERS TOTAL
Highly sa t i s fac to ry 4(4.1) 2(109) 6
8ati eta& om e(7.5) 2( 30 2) I 0
Uneat ief ae t ory 2(2,0) 2(% 3) 4
Below a a t i s f ac t ory 1 (I. 4) l(0.6) 2
Fa-Ft
TOTAL
Level of eignificance .I
Degree of freedom =
Critiaal value = 0.352 (derivd f ran table)
Acoept n u l l hypothesis i f computed value i s
l e a 8 than t h e a r i t i c a l value, otherwise red eat,
Sinoe oomputed value of 1,2489 i a greater than
value of 0,352, we have t o r e j e c t
and accept a l t e r n a t i v e hypotheaie,
therefore we ahal l conolude t h a t ~ a l e s f o r a e
reoruitment p rao t i aes ha8 been aet isfactory,
HXPO!L'HESIS TWO
HOr That t r a in ing programme i s not organisal f o r
t h e e f f i c i e n t performame of the sa les force
ZC: That t r a i n i n g programme i s orgeniedl for t h e
e f f ic iunt performance of the sa le force . To t e s t t h i e hypothesis using chi-square,
questions i n the ealesforce and erales managers
questionnaires rw bactively a m oonsidereb very
relevant, The data r e l a t ing t o these question8 were
presented i n Tablea on pages.
A contigency table for this problem is ahown below:
TABLE 4.82 CONTIGENCY TABLE FOR HYPOTHESIS TWO - BERGER PAINT8
SALESFORCE MANAG ERS TOTAL
Agreed
Not agreed
TOTAL 25 7 32
Level of ~ i g n i f i o a n c e
Degree of freedom
C r i t i a a l value ' 000039(derived from t abl e)
DECIBION CRITERION:
Aaaept n u l l hypothesis i f computed value i s lets8 than
t h e a r i t i a a l value, otherwise r e j eot.
Bince c a n p u t d value of 1.9884 i s g r e a t e r
t h a t ~ ~ , s i o a l value of 0.00fg. we have t o
r e j e o t n u l l hypothesis and aocep t t h e a l t e r n a t i v e
hypothesis, t o t h i e end therefore, we s h a l l then
conclude t h a t Training ie organised f o r t h e
e f f i c i e n t programme of txhe saleeforoe,
TABLE 4.85 COtPTINGmCY TABLE FOR HYPMlHESIS I1 SHARON PAINTS
- - -
SALESFORCE MANAGERS TOTAL
TOTAL 15 8' 23
P O F t Fa-Ft (--I%) (FO-at) 2/Ft
Level o f significance P
Degree of freedom a
O r i t i o d value 0,0039 ( d e r i v d from table)
Acoept nu l l hypotheale i f oomputed value i s lea8 than
the e r i t i c a l value, otherwise rejeot,
Since 1V2 aomputed value of 6.7787 i s grea te r
value of 0,0039, based on th ia , we
hypothesis and aacept the a l ternat ive
hypotheds, themfore, we then oome to t h e oonclusion
tha t t ra in ing programme i s organiaad f o r the
e f f i c i sn t performance of the ealesforce.
18 31,
HYPOTHESIS THREE
HO; That the management has no motivational p lan(s )
f o r t h e aalesforce,
El t That t h e management has motivational p lan(s )
f o r t h e salesforcet.
To t e s t this hypo t h e s i s using chi-square, questions
and question i n the ealesforce and sa lee
.maaegers questionnaire6 respect ively a r e considered
very relevant. The date re l a t ing t o these questions
were presented i n tab lea on peg88
A uontingerrcy t a b l e f o r t h i s problem ie ahown belowt
TABLE 4.84 CONTINGmCY TABLE FOR HYPOTHESIS 3 - BEWER PAINTS
- -
SALE8PORCE MANAGERS TOTAL
TOTAL 25 7 32
Level of eignificence a
Degree of freedom u . .
C r i t i c a l vs luo t 0.0039 (derived f r o m t h e table)
Accept n u l l hypothesis if computed value i s lees than
t h e c r i t i c a l value, otherwiee r e j ect. -
Bowever, s i n c e p computed vr lua of 0.1066
i s g r e a t e r than 2' a r i t i o a l value of 0.0039, as a 4
result of t h i s , we then have t o r e j e c t n u l l hypothesis
a d accept t h e a l t e r n a t i v e hypothesis, hence, we
conclude t h a t t h e manegement has motivational p len(s )
f o r the mlesforce,
TABLE 4.85 CX)NTINGINCY TABLE FOR HYPOTHESIB 3 - SHARON PAINTS
SASE8FORCE MANAGERS TOTAL
Yes
No
Level of s ignif iaance
Degree of freedom
C r i t i a a l value
DECISION CRITERION 1
Accept aull hypothesis i f computed value is
l e e s than the a r i t i c a l value, otherwise re jec t ,
Since 7 / 2 oomputd value of 0,0338 i e
g r e a t e r than c c value o f O.MS9, we have
t o r e Jec t n u l l hypothesis and then accept a l t a rna t ivo
hypothesis. So i n conclusion, i t i s s ta ted t h a t
t h e management of Sharon Paints and Chemical L imi t ed
has motivational plan(s) f o r the ealesforce,
EIYPOTlfESIS F W R
80: That mansgement do not provide sa t i s fao tory
oomp mse t ion and motivation packages f o r t h e
saleeforce.
HI t That manegement provides) e i t i e f a c t ory comp ensation
and motivation packages f o r t h e ealesforce,
Again to t e s t t b i a hypotheaie using chi-epare
questions i n the sslesforoe and sa les managere
cpestionnaires lztrrp ectively are considered very
important, The date relating t o theme questions
were presented.
A ~ontingency table for this problem i s shown below;
TABLE 4.86 . CONTINGE3CT TABLE FOR HYPOTHESIS IV BERGER PAINTS
SALESFORCE MANAGERS TOTAL
Highly ~a t i s fao tory 5(60 3) 3( 1.8) 8
Satisf aotory IO(9. 4) 2( 2.6) 12
Unsatiafact ory 5(4.7) I (% 3) 6
Highly unsatisfactory 5(4* 7) w e 3) 6
TOTAL 25 7 32
Level of significance = 0, 05
Degree of fredom = (Lc-1)(2-1) = 3
Critical value P 0.352 (derived from t abl e)
189
DECISION RULE:
Accept n u l l hypothesis i f computed value i s l e a s
than t h e c r i t i c a l value, otherwise, r e j ec t , A'
Binoe )C2 computed value of 1.4218 i a g r e a t e r
than 2 o r i t i c a l value of 0352, r e nor have t o
r e j e c t t h e n u l l hypothesis, and accept a l t e r n a t i v e
hypothesis, baaed on th ie , we s h a l l then conolude
t h a t management provide8 s a t i a fac to ry camp ensation
and motivation packages f o r t h e salesforce,
TABLE 4,817 CONTINGENCY TABLE FOR HYPOTHESIG FOUR - SHARON PAINTS
SALESFOROE MANAGERS TOTAL
Highly s a t i s f a c t o r y 3( 4.6) 4( 2.4) 7
~ a t i s f aot ory IO(8.5) 3(405) 1 3
Uneat isf act ory 2(1.9) I(?. 0) 3
Highly u n ~ a t i s f a c t o r y 0 0 0
TOTAL 15 8 ' 23
Level of eignif ioance I
Degree of freedom . . .
Orieical value a 0.352 (derivul from t a b l e )
DECISION CRITERION : . ,
Accept n u l l hypothesis i f computed value
is l e s s than the c r i t i c a l value, otherwise r e j e c t o
Sincje computed vslue of 2.3879 g r e a t e r
than critical value of 0.352, we now have t o
r e j e c t t h e n u l l hypothesis, and aocept a l t e r n a t i v e
hypothesis, we then conclude t h a t i n Sharon Paint e
Limited, management proviaee s a t i s f a c t o r 7 compeneation
and motivation packages f o r t h e saleeforae.
192.
CHAPTER FIVE
DISCUSSION OF FINDINGS, CQNCLUSION AND RECOMMENDATIONS
5.1 DISCUSSION OF FINDINGS
Thie chapter w i l l be baeed on t h e d e t a i l e d
discusaione of all t h e r e s u l t a of t h e d a t a
presented and analyaed and t e s t e d i n chap te r
four , conclusion summary of f ind ings and
recommendations s h a l l a l s o be made.
The d i scuss ion w i l l be i n r e l a t i o n t o t h e
re levan t l i t e r a t u r e t h a t were reviewed i n ohrrpter
two. What t h i s a c t u a l l y e n t a i l s i s t h a t t h e
obJect of t h e researcher w i l l be t o r e l a t e t h e
r e e u l t e of h i s empirical f ind ings t o t h e ~ p e c i f i c
r e l evan t l i t e r a t u r e , thus f inding ou t whether the7
are aga ins t o r in l i n e with what t h e authors ,
w r i t e r s and aon t r ibu to r s have s a i d concerning t h e
sub jea t matter i n chepter two.
DISCUSSIONS:
From t h e ana lys i s of data, it was discovered
t h a t a l l t h e members of the s 'alesforce of t h e t~
companies under s tudy a re malea. However, aer Table
4.4 and 4.5 &own, 20 and 13 are s ing le , while 5
aaa 2 are married respec t ive ly i n both companies,
These a r e no t surprising r eve l a t i ons because t h e
p a i n t i ndus t ry r equ i r e s energet ic , dynamic s a l e s f o r c e
enb s a l e s f o r c e t h a t ha8 the whole tune t o perform
his d u t i e s without hinderences,
Again, sill t h e salesmen t h a t turned i n s t t h e i r
comple td questionnaires are at least holder8 of
secondary school c e r t i f i c a t e o r Genered c e r t i f i c a t e
on Muoation.
From t h e assessment, i n Berger P a i n t s , twenty-
t h r e e (23) are holdere of W / B . Sc, C e r t i f i c a t e
while in Sharon P a i n t s f o u r (4) had t h e higher
c e r t i f i c a t e , This i a an indication that nowadaye,
employers r e q u i r e s a l e s fo rce with h igher degree who
would be a b l e t o se l l a d distribute t h e i r products
e f f e c t i v e l y and e f f i c i ently.
During t h e course of t h e ana lys i s , it was
f u r t h e r discovered t h a t i n t h e Berger P a i n t s company,
most of t h e salesmen were employed based on meri t
and no t on man no man t h i s i s an ind i ca t ion t h a t t h e
company adhere s t r i c t l y t o t h e i r l a i d d o w n p o l i c y
of recrui tment but t h e reverse i s t h e case i n Sharon
P a i n t s where t h e employment of salesmen i s based
on whom you know i n t h e company t h i s i s however
an ugly p rac t i ce ,
I n gather ing information about t h e job vacancy,
most employees of Berger Paints claimed they
g o t auch i n f o m a t i o n from e i t h e r t h e rad io ,
t e l e v i s i o n , o r newspaper. This then ahowa t h a t
this company mainly adve r t i s e s i t s job vacancies
i n t h e above medium i n o the r t o g i v e i t a wider
p u b l i c i t y because Berger i s a Pub l i c Limited L i a b i l i t y
Company While i n Sharon Pa in t8 th i s i n f o m a t i o n
i a mainly through r e l a t i o n s and f r i e n d s working
i n ' iihe company, they do not hbve t h e f i n a n c i a l a b i l i t y
t o p u b l i c i a e i n any of t h e l o c a l medium.
It was discovered t h a t i n Berger P a i n t s , most
of t h e salesmen attended employment in te rv iew before
$hey were anployed, which was a l s o eqopliaable i n
Sharon Pa in t s , I n most ozgenisat ion, t h e r e muet be
an employment in te rv iew before any employment w i l l
t ake p l a c e so t h e oompaniss under study w i l l not be
an exouption,
I n conducting t h i s in terview, Berger P a i n t e
conducte it both i n t h e wr i t t en and o r a l form i n o rder
t o p roper ly ' screen and s e l e c t the b e s t candidate
f o r t h e a d o 8 job, but i n Sharon t h e mansgement
conducts t h i e i n t e rv i ew mainly on o r a l b a s i s because
of the type of r e l a t i onsh ip tha t e x i s t between t h e
employer and t h e appl icant , The researcher go t t o
understand t h a t s a l ea fo rce i n Berger Painte and
Sharon P a i n t s at tended in te rv iew mainly on t h r e e
occaeions and t w o occasions r e spec t ive ly and i n t h e
course of t h i s in te rv iew they were required t o submit
references, The reason f o r t h i s submission i s n o t
unconnected with de t emin ing t h e true cha rac t e r
of each salesman, I n both company, t h e aalesmen
were i n f o n n d of t h e r e s u l t of t h e in terview through
appointment l e t t e r s i n t h e case of Berger pa in t s ,
But t he management of Sharon d i d t h i e o r a l l y and
then followed by appointment letter,
I n o the r t o confirm t h e phys ica l f i t t n e s s of
t h e rsaleamen, they were requ i red t o unaergo medical
t e s t ,
195.
It was r i g h t l y observed and discovered t h a t most
ea lea managere, i n both companies do not conform tn
laid-down procedure of recrui tment , t h i s i s because
of t h e s o c i e t a l and c u l t u r a l p ressures being mounted
on these sales managers by candidates applying f o r
jobs,
The non complience wi th t h e laid-down procedure
of recrui tment c o n s t i t u t e s a problem t o product iv i ty ,
After t h e recrui tment exerc ise comes t h e t r a in ing
programme, Training was organi sed f o r t h e salesmen
i n order t o improve and inc rease t h e i r l e v e l s of
p roduc t iv i ty and t o make them more e f f i c i e n t ,
Sp ec i al t r a i n i n g programme wae exclus ively organised
f o r t h e salesmen t o keep them abreas t with the dynamic
environment. I n one of t h e f ind ings , t h e researcher
diecovered t h a t t h e t r a i n i n g programme was very helpful
t o t h e sa lesforce . And l a s t l y on r ec ru i tmmt , t h e
s a l e s f o r c e rated t h e p r a c t i c e of the i r company as being
s a t i s f a c t o r y ,
Human beings have complex c h a r a c t e r i s t i c s hence
human neads t h a t condi t ion human behaviour a r e equal ly
complex d t h a l o t of var ia t ions . Because of these ,
motivation aa p a r t of t he funct ion of t h e s a l e s
managers i a equally complex f o r understanding and
operat ion,
We may r e c a l l t h a t F r d r i c k Taylor advanced t h e
theory of motivation through f i n a n c i a l rewards,
He sa id t h a t t o motivate workers t o perform, manngers
' have a t t h e i r d iaposa l wage incent ivee , This approach,
based on an assump t i on which was l a t e r brought i n t o
focus as Theory X by Douglas McGregor, s t a t e 8 t h a t
workers are l a z y and can be motivated only with
financial rewards.
However, both Berger and Sharon P a i n t s usee
t h e combination of s a l a r y and commission as one of t h e
t o o l s i n motivating t h e i r salesf orce. Although, i n
Berger P a i n t s t h e salesmen p r e f e r s both t h e s t r a i g h t
commission and t h e combination eyatem and i n Sharon
they p r e f e r only t h e combination aystem,
The motivation of sal earnen by management should
be u l t i m a t e in t h e minds of t h e operators , Because
i f workers a r e adequately remunerated and motivated,
the bes t of t he se work forue will be made u s e of,
However, i n Berger P a i n t s P l c management makes
sane e f f o r t t o motivate t h e salesmen t o g r e a t e r
performanoe, t h i s i s a l s o app l icab le i n Sharon P a i n t s
and Chemical Limited Ehugu,
What then a r e t h e mews of motivating these
sa les force? This i e both monetary and non-monetary
rewards i n Berger P a i n t s , but , i n 8haron p a i n t s
t h e means i s mainly through monetary reward such as
g i f t s of money o r refund of expenses,
It was a l s o discovered t h a t t h e compensation
and motivat ion packages have been sa t i s f ac to ry ,
The company engages i n some s a l e s support a c t i v i t i e s
such as adver t i e ing , s a l e s promotion, pub l ic i ty /publ io
r e l a t i o n s , while Sharon P a i n t s Limited d o no t engage
i n any of t h e s e s a l e s support ac t i v i t y .
While dlnalysing t h e quest ionnaire f o r sales
managers, it was seen t h a t most o f them a r e married
and with b a s i c a l l y ho lders of f i m t degree i n both
companies,
I n o the r t o provide an e f f i c i e n t and e f f e c t i v e
eerviues t o i t s cuetomere, t h e s a l e s managers i n both
companies provided t r a i n i n g programme, It was alm
seen t h a t rnenegement has 0ome compensation plan(8)
f o r the saleeforce and baeed on t h i a a&lesmea,
alwaye meet t h e i r s a l e s t a r g e t s and as a r e a u l t
a l a r g e t neb work of depots and branches a r e being
operated by both t h e Berger p a i n t s company and
Sharon paints.
The a t t i t u d e of managere towards sa les force
i n reducing the l e v e l of s a l e s turnover i n Berger
p a i n t s could be described a s p o s i t i v e while i n Sharon
P a i n t s t h e s to ry i s a d i f f e r e n t one, the a t t i t u d e of
these managers have not been encouraging.
The condition of serv ice i n t h e work p l a c e
according t o t h e msnae;ers i s condusive i n Berger
pa in t s , t h i s i s a l so applicable i n Sharon Pa in t s and
Chemical Limited.
Laetly, the managers ra ted t h e oomp ensation
and motivation packeges of t h e sa les force has been
highly sa t i s fac tory , and s a t i s f a c t o w i n Berger Paints ,
but i n Sharon Paints t h e r a t i n g was highly satisfactory,
5.2 RECOMMEIW ATIONS
There i s no doubt, recruitment i s one of t h e
most important func t ions p e r f o m by any s a l e s manager.
Sales managers must be 8k3.11 f u l l i n the a c t and
should be a b l e t o execute i t most e f f e c t i v e l y and
e f f i c i e n t l y , Ana a f t e r recrui tment comes t h e i s s u e
of motivat ing t h e salesmen. I f they are adequately
motivated, t he7 would pu t i n t h e i r very bes t i n
t h e performance of t h e i r du t i e s , The researcher
thoroughly analysed t h e var ious data co l lec ted , t e s t e d t h e hypotheses and hareby make t h e following
recommenaationa based on h i s findings.
Although i n t e s t i n g t h e second hypo.thesie,
i t was disaovered t h a t Training programme was org@sed
f o r t h e sa lee force i n both companies more t r a i n i n g
programmes i n t h e form of seminars, conferences and
wodcahops should be proviaed i n order t o i nc rease t h e
l e v e l of p roduc t iv i ty of t he se sa lesforce .
The management of both companies under s tudy
i n carrying out t h e sal eef orce recrui tment p r a o t i c e
should pu t i n t o f o r c e t h e i r managerial a b i l i t y t o
make t h i s p r a c t i c e more en thus i a s t i c f o r them and
f o r t h e general good of t h e conpany.
It coula be seen t h a t t h e manogemext has
mot ivat ional p l an ( s ) f o r t he saleamen such as t h e
provis ion of compensation plan l i k e ealary and
commieaion , rewards both monetary and none monetary
rewards,
This i s not however enough, s a l e s fo rce a r e
required t o achieve c e r t a i n cpota o r t a r g e t , and
b a e d on t n i s t he re fo re , management must provide
adequate i ncen t ive i n o rder t o a l l e v i a t e t h e problems
of t h e s e sa les force , Ana t h e s a l e s fo rce on t h e i r
p a r t should on a r e g u l a r b a s i s endeavour t o meet t h e i r
sales targets through constant e f f o r t s and ded ica t ion
t o du t ies ,
If saleamen m e t r e a t e d as human beinge by
management and i f an environment i s created a t t h e work
s i t u a t i o n i n which workers enJoy a senae of belonging
with t h e i r mates, t h e researcher be l ieves t h a t t h i s
would spur them t o g r e a t e r performance and the re fo re
improve t h e i r l e v e l of productivi ty.
However, aotuat ion by sripply of s o c i a l needs
and by f i n a n c i a l i ncen t ives Bo con t r ibu t e i n motivating
sa l e s f o rce i f appl ied with proper balance,
I n conulusion therefore , after r e c r u i t i n g t h e
salesmen, t o cause him t o a c t on t h e o rders is
aahieved through motivation, This i s an important
element i n promoting productivi ty. We have seen
t h a t motivat ion i s a complex f a c t o r as i t concerns
i nd iv idua l s snd t h e i r needs, and every ind iv idua l
i s unf que, But t h e r e are some t h i n g s t ha t i nd iv idua l s
have f n common, For example, p h r e i c a l , s o c i a l and growth needs, except t h a t t h e s t r eng th of these
needs v a r i e s from person t o person and from t ime
t o time within t h e same person,
OONCLUSI ON
Salelsforoe must be recru i ted and selected on the
baa is of a c i e n t i f i o procedures t o hold down t h e high
cost of h i r ipg t h e wrong persona,
A t t h e hear t of a aucceesful sa les force operation
i s t h e ael ection of of feotive s a l e s representativerer.
However, se leot ing a good e a l e s repreeentat ive would
. not be a problem if t h e man8geinemt of t h e m companies
knew exaotly what t;o look for, I f i d e a l s a l e s
repreaentat ivea are outgoing, aggxeseive, and energetic,
i t would i n f a o t not be too d i f f i a u l t t o check f o r theae
oharao te r i s t i c s i n applicants.
But a review of succeee of t h e sa les representat ives
of Berger and Sharon P a i n t s reveals t h a t many are
in t rover ted , mild mannered and some are extroverted,
The sumess fu l group also include men and wanen who
are tall and ahort , a r t i o u l a t e well groomed,
Nevertheless, $he search f o r t h e magic combination
of traits t h a t spe l l6 awe- f i r e sa l ee a b i l i t y continues
unabated,
How can t h e m companies under study determine
t h e cha rac te r i s t i ce t h a t i t s proapeative s a l e l ~
rapreaentativea should idea l ly ' possess. The p a r t i c u l a r
d u t i e e of t h e Job suggest some of t h e cha rac te r i a t ioe
t o look f o r i n applicants, Is t h e r e a l o t of paper
work? Doe8 t he job c a l l f o r much t rave l? Nil t h e
ealeeperaon oonfront a high proportion of re fusa l?
I n addit ion, t h e trai t a of t h e company' e most suoceseful
ealee repreeent 'at ives suggest d d i t i o n a l q u a l i t i e s
t o look for.
After man4pnent tlevelops general o r i t e r i a f o r
new s a l e s personnel, i t must t r y t o a t t r a o t a sufficient
number of applicants, The rec ru i t ing i s turned over t.o
t h e pereonnel management, which seeks appl icants
by various meme, including s o l i c i t i n g names from current
sa le8 representatives, using employment agenciee,
placing job advertisement, and contacting col lege atudente,
Recruitment procedures, i f successful, w i l l
a t t r a o t more appl icants than t h e company needs, and
t h e oompany'a task w i l l consis t of seleat ing t h e best
applicants, The se lec t ion procedures can v w y from a
s ingle informal i n t ervi ow, t o prolonged testing and
intervisi t ing not only ~ 0 f t h e q p l i c a n t but of t h e
applicant ' a family,
A small percentage of selee r ep re sen ta t i ves
i n any s a l e s fo rce can be expected t o d o t h e i r bee t
without any s p e c i a l promoting from management,
To them s e l l i n g i s t h e most f a sc ina t ing job i n
t h e world, They a r e ambitious and s e l f - s t a r t e r s ,
But t h e major i ty of s a l e s r ep re sen ta t i ves on nea r ly
every a d e s f o r c e r e q u i r e personal encouragement
~d spec i a l i ncen t ives t o work st t h e i r bes t level .
Management can a f f e c t the morale and performance
of t h e sales f o r c e through i t s o r g a n i m t i o n d cl imate,
sales quotae, end p o s i t i v e incent ives ,
Organiaat ional c l imate desc r ibes the f e e l i n g
that t h e s a l e e r ep re sen ta t i ves g e t from t h e i r company
regarding t h e i r opportunilA.es, value, and rewards
f o r a good performance. Some companies t r e a t t h e i r
sales r ep re sen ta t i ves as if they were of minor
importance.
Other companies t r e a t t h e i r s a l e e represen ta t ive8
ae t h e prime movers and allow unl imi ted oppor tuni ty
f o r income and promotion.
The oompanys a t t i t u d e towerd t h e i r s a l e s
r ep re sen ta t i ves a o t s as a s e l f - f u l f i l l i n g prophecy
if they are held i n low opinion, t h e r e i s much
tu rnover and poor performance, but i f they are
held i n high opinion, t h e r e i s l i t t l e turnover
8nd high performance,
The qua l i t y of personal t reatment from t h e
sales r ep re sen ta t i vesg immediate supervisor i s an
important a q e c t of t h e organi za t iona l climate.
An e f f eo t ive sa les manager keeps i n touch with
t h e membere of t h e s a l e s fo rce through r e g u l a r
correpondence and phone calls , p ereonel v i s i t s
i n t h e f i e l d , and evaluat ion sess ions i n t h e head-
quar ters , A t d i f f e r e n t t imes t h e s a l e s manager i s
t h e sales r e p r e s e n t a t i v e ' s boss, companion, coach,
and conf esaor, rn 4 ,
Many cornpdes s e t s a l e s quotas f o r t h e i r
sales r ep re sen ta t i ves specifying what they should
8011 during t h e yea r and by product, The i r compensation
i s of ten , though not alweya, r e l a t d t o t h e i r
degree of quota fu l f i l lmen t ,
Theas oompaniea i n question whicsh are Berger
and Sharon P a i n t 8 u m e a number of p o s i t i v e motivator8
t o e t imula te salesf orce e f f o r t , They organiee
p e r i o d meetings, provide a s o c i a l occadon , a
break f r o m routine, a ahance to ml let and talk with
%ompany braesv, and a chence t o air f e e l i n g s
end t g ident i fy with a larger group. -They a le0
13ponsor sales contes ts when they want t o spur
the ~ a l e s f o r c e t o make a special eell ing effort
above what waul& be normally expected.
Other motivators include honours and awards,
p r o f i t - sharing plans, aommimions and annual
leave with pay.
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School o f Postgraduate studies, Department o f Marketing , Un ivers i t y o f Nigeria, Enugu Campus.
26th February, 1999.
Dear S i r/Madam,
TO WHOM I T MAY CONCERN -
The undersigned student o f the above named school i s car ry ing
. out a p ro jec t work on "An Evaluation o f the Recruitment and Mot ivat ion
o f t h e S a l e s f o r c e i n t h e p a i n t I n d u s t r y , a c o m p a r a t i v e s t u d y
o f B e r g e r P a i n t s and Sharon P a i n t s " .
You a r e e x p e c t e d t o p l e a s e c o m p l e t e t h e a t t a c h e d - -. - --/ 1 ;
q u e s t i o n n a i r e . I a s s u r e y o u t h a t t h e i n f o r m a t i o n s u p p l i e d
w i l l be t r e a t e d i n t h e s t r i c t e s t c o n f i d e n c e .
P lease , y o u r maximum c o - o p e r a t i o n ' i s h i g h l y s o l i c i t e d
i n t h i s r e g a r d .
Yours f a i t h f u l l y ,
MOLOKWU, T . N .
ii.
OUESTI ONNAI RE FOR SALESFORCE
ii.
iii.
PART A
NAME: ....................................................... MARITAL STATUS: .............
I t
- -- (a) Single 1 /
r ( c ) Divorced .'I7
(b) Married
(d) Widowed - 1 7
What i s your l eve l o f education?
(a) Primary !7 (6) Secondary 1-1
(c) HND/B.Sc. ,'I7 ( d ) Higher Degree 7
PART B
Hoiii Rbng have you been working i n t h i s company? I
(a) Less than I year l 7 (b) 2 - 5 years /-(
(c) 6 t I 0 years (d) I 1 years and above 1 7
Which of the f o l l y i n g sales management l eve l s do you belong t o ?
(a) Low/Bottom -7' (b) Middle 1 7 (c ) Top 1 7
Did you have r e l a t i o n j f r i e n d i n your workplace before y o u . y e r e g '
employed? (a) Re1 a t ion l f r i -e f id .-..... 7 . -, , . . . . . ' ' b None 7
If yes, what r o l e d i d helshe p lay towards yqur employment?
(a) Mentioned the j ob opening t o me / 7 (b) HeIShe v i r t u a l l y gave me the j o b /-[ ( c ) Mentioned me t o the management {/-I
iii.
5. How d i d you gather informat ion about the j ob vacancy?
(a) Through your r e l a t i o n / f r i e n d i n the company /7 (b) Radio/Television/Newspaper 1 7 (c) Others ...........................................
6 . Did you apply f q r the j o b o f fe red you?
(a) Appl l ed / (b) Not appl ied f o r /'-/
7. I f yes, d i d you receive any acknowledgement l e t t e r from
your compay? (a) Yes - /7 (b) No 7
8. Were you reqyiced t o complete any app l i ca t i on form?
9. Were you required t o prov,ide your curricu1,um v,itae o r
"resume"? (a) Yes 1.7 (b) No '17.7 -- 10. Did you un$ergo any employment t es t s?
(a) yes :/j - (b) No /7 11. I f yes, what d i d i t e n t a i l ? (a) General knowledge /'- 7
(b) Questions per ta in ing t o the j ob :/7 -- ( c ) General i n t e l l igence t e s t -- IT- 7
12. Did you a t t en any employment in te rv iew before you were employed
t o work i n your organisaticm? ,,. . ,
(a) Anttended In terv iew 7 - - (b) No In terv iew '/-/-
13. If yes, whqt form d i d the in te rv iew take? , (a) Ora lYr7 - (b) 5WPi tten/r -- "-7 ( c ) Both - -. T
14. HOW many times d i d $IU &tend in te rv iew be fo rq ypu were f i n a l l y
selected? (a) Once ,1~'--7 -- - (b) Twice fr -. "-?-/ - . . (c) Three times /'- 7-1 --- (d) Above three times Y---/
15. During the interview, were you required to submit any I
reference(s) (a) Submi tted reference -. 7 (b) Refernces '('7 -
16. Were you informed of the resu1,t of the interview?
(a) Notified of the result - 1-1' (b) Not Notified - I-/
17. If yes,' how?
(a) Orally, foolowed by an appointment letter - 1,- - -. (b) I was sent an appointment letter ! I 7 (c) Not given an appointment letter m (d) Others: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
18. How long after the i~terv,iew were you informed of the result?
(a) On the sport ' i 7 (b) Two weeks 1 / . -
(c) One month rn (d) Above one month 1-7'
19. Were you required to undergo any medical/physical examination
before you were hiredlselected to work in your organisation?
(a) Required 1 7 (b) Not required -{
20. If yes, at what point of the recruitment process?
(a] Before the final interview 7 (b) After the final interview I-{
21. In your opinion, do you feel that people are often recruited
without regard to rplevant academic qua1 if i,cations?
(a) Yes I 7 (1) NO '17
22. In your opinion, do you think that most sales managers
(including those in your organisation) do not conform to
lai& down procedure of recruitment due to societal and cultural
pressures? (a) Non Compliance 1 (b) Compliance /-I
.23. In your opinion, do you feel tha non-compliance with laid - down procedure o f recruitment constitutes a problem to productivity? (a) Agreed . I / ' - ( 6 ) Not Agreed 1 7
24. Did you undergo any training at all when your company
newly employed you? (a) Ajreed //' (b) Not Agreed - 1 7 - -
25. Have you gone on any special training or course since you were employed? (a) Agreed I / ' (b) Not Agreed 1 7
26. If yes, how many times: ..................................... 27. How did you find the training(s)?
(a) Very helpful - 7 (b) Relatively helpful 1 7 t- (b) Less helpful /'-/' (d) Not helpful - 1 7
228. How do you rate the recruitment practices of your company? (a) Highly satisfacto~y - // (b) Satisfactory - 1 - 7 ' (c) Unsatisfactory - / ( 8 ) Below satisfactory 1 7
.28. What compensation(s) plan does your company make use of? (a) Stnaight salary only - 17-7 (b) Straight commission only 1 7 (c) Combination of salary and commission 7 (d) Any other (specify) .......................................
29. . Which of the compensation plans do you prefer most? (a) Straight salary 7 (b) Straight commission , '.-Y/
(c) Combination system .?? (d) Any other (specify) .......................................
Name few things tha you think will most motivate you t o greater performance?
..................................................... ( a )
..................................................... (b)
Does the management make any e f fo r t t o motivate you t o greater performance? ( a ) Agreed /:'I (b) Not Agreed - /.7
If yes, through what means?
( a ) l!lonetary reward such as g i f t s of money o r f-efund of expenses 7
(b) Nonr -monetary reward such a s recognition has monetary imp1 icat ion b 7
( c ) Both monetary and non-monetary rewards -.- l-f ................................ (d ) Others (Please specify)
What i s your opinion about the compensation and motivation packages of your company? ( a ) Highly sa t i s fac tory 'D (b ) Sat is factory I T ( c ) Unsatisfactory ./. (d) Highly unsatisfactory I 7
Which of these sa les supporting a c t i v i t i e s does your company engage in? (a) Advertising only ' k 7 - (b) Sales promotion only - 1 7 ( c ) Pub1 icity/Publ i c re la t ions only - /-j
(d) None of the above / ( e ) A1 1 of the above - 1 7 .
v i i .
35. Which one o f these sales support ing a c t i v i t i e s above i n your
opnion makes the most impact on sales?
.................................... (Wri te down the l e t t e r )
How would you r a t e the cond i t i on o f serv ice i n your
company? (a) Excel l e n t - 7 (b) Good 7 ( c ) F a i r - 1 7 (d) Poor 1 7
Does your performance fepend on the cond i t i on of ,serv ice i n
your company? (a) Yes /7 (b) No 1 - 7
I f yes, t o what ex tent i s i f dependent?
(a) Highly dependent -.. 17 -7 - ( b ) Moderately dependent IF 7 ( c ) Less dependent 1 - 7
What problem(s), i f any, do you encounter as a salesman i n
the course o f discharging your o f f i c i a l dut ies?
(a) ........................................................ (b) ........................................................
.... . (d) ............................................. .;. .:.
I n what ways do you t h i nk the management can improve on i t s
salesforce recrui tment and mot iva t ion pract ices?
............................................................. ...................................................................
.............................................................
QUESTIONNAIRE FOR SALES MANAGERS
PART A
i NAME: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ii. MARITAL STATUS: ..............
(a) - S ing le -. 1 7 (b) Mar r ied -- 1- ( c ) Divorced . 1 7 ( d ) Widowed 1 7
iii. What i s you r l e v e l o f educat ion?
(a ) Pr imary 1 7 (b) Secondary - Ir- -- ( c ) HND/B.Sc. 1- 7 ( d ) Higher Degree - 177'77
PART 'B
I . How would you r a t e t h e da les f o r c e r e c r u i t m e n t p r a c t i c e s o f
you r company?
(a ) H i g h l y s a t i s f a c t o r y - 1 (b) S a t i s f a c t o r y - TI ( c ) U n s a t i s f a c t o r y -. 1-1' (d) Below S a t i s f a c t o r y - I,'
2. Do you have t r a i n i n g programme f o r t h e sa les fo r ce?
(a ) Agree / (b) No t Agreed 1 7
3. I f yes, what t ype (s ) : ....................................... 4. Does t h e management have any compensation p l a n ( s ) fo r - , the
sa lesforce? (a) Agreed / (b ) Not Agreed - I ! 7
5. I f yes, p lease name them: ....................................
ii.
6. What efforts does the management make to motivate its salesforce to greater performance?
(a) ................... ... ................................... (b) ....................................................... ( a ) .................... .... ..............................
7. How often d9 your salesfcrce meet their sales tqrgets?
(a) Always I 7 1
(b) Occasionally '1-1 - (c) Rarely -. /- 7 (d) Never -- / 7
8. What is your attitude towards your salesforce in reducing the level of sal esforcq turnover? (a) Positive - /I (b) .Negative - /?7
9. What is the general condition of your work place?
(a) Conducive for w o r k . / - (b) Not conducive for work / I T / -
10. What is your opinion about the adequacy of incentive scheme of
your organi sation? (a) Adequately ' L T , .-
(b) Fairly adequate -7-7 -. (c) Inadequate 'I-7 -
11. How does inadequacy in incentive scheme provisions or administration affect wprkers effectiveness and efficiency
level. (a) Increase /7 ' (b) Decrease ! (c) No Differencel7 - .- -
'12. How do you rate the compensation and motivation packages for
your sal esforce? f * . .
( a ) Highly satisfactory , - { (b) Satisfactory 'I--/' - - (c) Unsatisfactory / - (d) Highly unsatisfactory - /-/