Chapter 6 – Salesperson Performance: Behavior, Role Perceptions, and Satisfaction
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Chapter 6
Salesperson Performance: Behavior, Role Perceptions, and Satisfaction
Learning Objectives for Chapter 6
• Understand the model of salesperson performance.
• Identify the various components that make up the model.
• Discuss the role perception process.
• Understand why the role of a salesperson is susceptible to role issues.
• Discuss how role conflict, role ambiguity, and role accuracy influence a salesperson’s role
perceptions.
Definition of Key Terms in Chapter 6
• Role accuracy
o The degree to which the salesperson’s perceptions of his or her role partners’ demands—
particularly company superiors—are accurate.
• Perceived role conflict
o The degree to which a salesperson’s believes the role demands of tow or more of his or her
role partners is incompatible.
• Perceived role ambiguity
o The degree to which a salesperson believes they do not have the information necessary to
perform the job adequately.
• Motivation
o The amount of effort the salesperson desires to expend on each activity or task
associated with the job.
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• Expectancies
o A salesperson’s estimate of the probability that expending effort on a specific task will
lead to improved performance on the same dimension.
• Valences for performance
o A salesperson’s perception of the desirability of attaining improved performance on some
dimension or dimensions.
• Instrumentalities
o A salesperson’s estimates of the probability that improved performance on a given
dimension will lead to increased attainment of particular rewards.
• Valences for rewards
o A salesperson’s perceptions of the desirability of receiving increased rewards as a result of
improved performance.
• Organizational Citizenship Behavior (OCB)
o As the role of the salesperson has changes from focusing on single transactions to building
and maintaining a relationship with customers, the behaviors critical for success have
changed and evolved. OCB behaviors focus on four basic types of behavior: (1)
sportsmanship, (2) civic virtue, (3) conscientiousness, (4) altruism (please refer to Exhibit
6.2 on pg. 192 for examples of these behaviors).
• Extrinsic rewards
o Rewards controlled and bestowed by people other that the salesperson, such as managers
or customers. They include such things as pay, financial incentives, security, recognition,
and promotion (rewards generally related to lower order human needs).
• Intrinsic rewards
Chapter 6 – Salesperson Performance: Behavior, Role Perceptions, and Satisfaction
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o Rewards controlled by the salesperson within themselves. They include such things as
feelings of accomplishment, personal growth, and self-worth (rewards generally related to
higher order human needs).
• Job satisfaction
o The characteristics of the job that the salesperson finds rewarding, fulfilling, and
satisfying, or frustrating and unsatisfying. It is generally viewed as consisting of different
dimensions and include: (1) the job itself, (2) co-workers, (3) supervision, (4) company
policies and support, (5) pay, (6), promotion and advancement opportunities, (7)
customers.
Chapter Outline
I. Understanding Salesperson Performance—Why Is It Important for Sales Management?
II. The Model
A. The Role Perceptions Component
B. The Aptitude Component
C. The Skill-Level Component
D. The Motivation Component
E. The Personal, Organizational, and Environmental Variables Component
a. Organizational Variables
b. Personal Variables
c. Personal Values: Being a Good Corporate Citizen
III. Rewards
IV. Satisfaction
V. The Salesperson’s Role Perceptions
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VI. Stages in Developing the Salesperson’s Role
A. Stage 1: Role Partners Communicate Expectations
B. Stage 2: Salespeople Develop Perceptions
C. Stage 3: Salespeople Convert Perceptions into Behaviors
VII. The Salesperson’s Role Is Vulnerable
A. Boundary Position
a. The “Remote” Sales Force
B. Large Role Set
a. Selling in a Team
C. Innovative Role
a. Innovation in Communication Affects the Sales Role
VIII. Role Conflict and Ambiguity
A. Common Expectations and Key Areas of Conflict and Ambiguity
B. Consequences of Conflict and Ambiguity
a. Psychological Consequences
b. Behavioral Consequences
C. Managing Conflict and Ambiguity in a Salesperson
IX. Role Accuracy
A. Nature of Role Accuracy
X. Summary
XI. Key terms
XII. Breakout Questions
XIII. Leadership Challenge: Tough Choices
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XIV. Role-Play: Queens Park Soldiers
XV. Minicase: Vaughn Manufacturing Company
PowerPoint Program—each chapter of the text has been captured in animated PowerPoint slides.
Chapter Outline with Suggestions for Class Discussion
Suggestion: Use slides 6.1 through 6.4 to introduce chapter content and discuss the changing role of
sellers. Slide 6.3 sets up the learning objectives for the chapter.
• The Changing Role of the Sellers
Suggestion: There are several different approaches to follow to explain the model of salesperson
performance. One approach is to discuss the components of 6.5 and 6.6 to present the entire model. Next,
discuss the determinants of performance, detailed in slides 6.7 through 6.12.
The determinants of performance can be expressed as:
PERFORMANCE = function of (MOTIVATION, APTITUDE, SKILL LEVEL, ROLE
PERCEPTIONS, PERSONAL, ORGANIZATIONAL AND
ENVIRONMENTAL VARIABLES)
Ask students how these dependent variables interact and what would happen if a sales
representative were deficient in any of the determinants.
• The Model
o The Role Perceptions Component
o The Aptitude Component
o The Skill-Level Component
o The Motivation Component
o The Personal, Organizational, and Environmental Variables Component
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Suggestion: Discuss how the organization’s perception of value, skill sets, and global sales skills affect
the salesperson directly, and can vary according to skill. These are detailed in slides 6.13 through 6.17.
Discuss how performance is related to rewards (PowerPoint slide 6.18). Point out that rewards, like
performance, are multidimensional. Most companies offer a variety of rewards.
Distinguish between extrinsic rewards and intrinsic rewards. Ask students if sales managers can
affect intrinsic rewards. Point out that intrinsic and extrinsic rewards are interdependent. Have students
discuss the role of rewards in motivating the sales force. It may be useful to discuss why performance
relates to motivation.
• Rewards
Suggestion: Then, define the nature of satisfaction referring to the seven dimensions (PowerPoint slides
6.19 through 6.20). Classify these dimensions into their intrinsic and extrinsic categories. Discuss the
determinants of satisfaction [SATISFACTION = function of (REWARDS AVAILABLE, ROLE
PERCEPTIONS)] and the relationship between satisfaction and motivation.
• Satisfaction
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You may want to spend more time on the causes and consequences of salesperson’s job
perceptions (PowerPoint 6.29 through 6.35). Ask students to suggest how sales managers can reduce
ambiguity and conflict. You may want to explore the issue in another manner by having students suggest
how sales representatives might reduce conflict and ambiguity.
Next, pick an activity and ask students how more time spent on a given activity impacts
performance criteria. Then, ask students to indicate how improved performance affects attaining rewards.
Finally, describe the causes, consequences, and management implications of the sales force
perceived linkages. To illustrate how these linkages might vary, ask students to indicate the affect of job
tenure on perceptions.
• The Salesperson’s Role Perceptions
• Stages in Developing the Salesperson’s Role
o Stage 1: Role Partners Communicate Expectations
o Stage 2: Salespeople Develop Perceptions
o Stage 3: Salespeople Convert Perceptions into Behaviors
• The Salesperson’s Role Is Vulnerable
o Boundary Position
o Large Role Set
o Innovative Role
• Role Conflict and Ambiguity
o Common Expectations and Key Areas of Conflict and Ambiguity
o Consequences of Conflict and Ambiguity
o Managing Conflict and Ambiguity in a Salesperson
• Role Accuracy
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o Nature of Role Accuracy
Answers to Breakout Questions
1. Communication and feedback. This question is based on an experience at Frito-Lay. Discussing
the issue with the sales force (truck drivers who service the routes and act as distributors) would be a good
place to start. This would probably reveal that the new cookie line required the salesperson to spend
longer days on the job. In some cases, it was learned, the person who bought salty snacks did not buy
Chapter 6 – Salesperson Performance: Behavior, Role Perceptions, and Satisfaction
e. Does the staff anticipate their success?
f. Can they see the rewards for performance with expectancy?
2. Aptitude and performance. Tests, in general, measure one factor in the model of salesperson
performance. For example, aptitude is only one factor related to performance. Although we feel that
3. An issue of customer satisfaction: The sales representative may try to handle this conflict
situation in several ways. The representative may reason with the customer that these product
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4. Role perceptions: The sales force at Fire Protection Systems is faced with a problem of role
perception ambiguity. The company has not provided any training to provide the knowledge necessary to
5. Conflict of Interest: The most appropriate response is “B.” This is a good way to find a course of
action that will meet both sets of needs—Maria’s and her manager’s. With this response, the manager can
try to accommodate the other person’s needs without compromising the overall objective.” The sales
Leadership Challenge: Tough Choices
Teaching Notes
This is a Challenge that really has a number of “tough choices.” The real benefit of this challenge is the
opportunity to talk about life options. Clearly, Megan needs to be making decisions that are best for her
and her family. At the same time, SBT has invested a great deal in Megan and targeted her for promotion
in the company. As a good manager Melissa must consider what it would mean to company if Megan
should decide she does not want to come back to SBT after her baby.
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Answers to Leadership Challenge Questions
1. The answer, of course, is intensely personal and different for every situation. There are so many
factors to consider. Clearly, Megan and her husband must decide what is best for them and their baby.
The key in the discussion is to allow students to work through some of the decisions on their own or in
small groups. Undoubtedly, there are a host of factors, but a partial list of the factors that will influence
Chapter 6 – Salesperson Performance: Behavior, Role Perceptions, and Satisfaction
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2. As the front line manager he is essential to maintaining communication between the company and
Megan. In this case, Melissa Hendrix, his superior, has taken a personal interest and he needs to keep her
in the loop. At some point she may want to contact Megan directly but Michael has direct line authority
3. As the Executive VP of Sales it is perfectly appropriate for Melissa to be concerned about losing a
great salesperson. In addition, contacting Megan and letting her know SBT wishes her the best reinforces
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Minicase: Vaughn Manufacturing Company
Teaching Notes
This case illustrates the factors which comprise the salesperson performance model: (1) role perceptions,
(2) aptitude, (3) skill level, (4) motivation level, and (5) personal, organizational, and environmental
variables. Deficiency in any of these factors could cause a salesperson to perform poorly, and, through
little fault of his own, Raul appears to be having difficulty with almost all of them. Horton is going to
1. Raul’s diminishing job performance can be seen as a product of the five basic factors:
Role perceptions: The role perception variables are causing dissatisfaction for Raul and are affecting his
motivation.
Chapter 6 – Salesperson Performance: Behavior, Role Perceptions, and Satisfaction
Perceived role ambiguity—Raul does not have enough sufficient training. In particular, he does
not have enough instruction on negotiating contracts or information about the product specifications to do
his job effectively, thus causing additional frustration.
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2. Although these factors are often beyond the control of a sales manager, in this case there are steps
Horton can take to improve Raul’s performance. Horton must step back and allow Raul to use his own
kinder, gentler style of selling. He must stop intimidating the sales representatives and use other methods
of motivation instead. For instance, he can employ non-financial rewards such as recognition. He could