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THE IMPACT OF SALES FORCE MOTIVATION ON MARKETING PERFORMANCE (A STUDY OF SOME

SELECTED BREWERIES IN NIGERIA)

BY

IGEMOHIA, Fidelia PG/13/14/222970

BEING A DISSERTATION SUBMITTED TO THE POSTGRADUATE SCHOOL, DELTA STATE UNIVERSITY ABRAKA IN PARTIAL

FULFILLMENT OF THE REQUIREMENT FOR THE AWARD OF MASTER IN SCIENCE (M.Sc) DEGREE IN MARKETING

SUPERVISOR: DR A.P OLANNYE

JANUARY, 2017

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DECLARATION

I declare that this research work was carried out by me in the Department of Business Administration and Marketing

Igemohia Fidelia Date

(Student)

Dr. A. P. Olannye Date (Supervisor)

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CERTIFICATION

This is to certify that this research work was carried out by Igemohia Fidelia in the Department of Business Administration and Marketing.

Dr. A. P. Olannye Date Supervisor

Dr. J. O. Ogbor Date Head of Department

Prof (Mrs) R.N. Okoh Date Dean of Faculty of Management Sciences

External Examiner Date

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DEDICATION

This work is dedicated to God Almighty for His favour and grace upon my life and my family`s life.

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ACKNOWLEDGEMENTS

I wish to thank God Almighty for the wisdom and knowledge He gave me during my course of programme more importantly for His spiritual guidance and heavenly mercies on me since the beginning of my academic pursuit to this stage.

I acknowledge my project supervisor, Dr A. P Olannye, thank you sir, for always finding time to read through the manuscript of this project several times for corrections.

I also want to used this opportunity to say thank you to my H.O.D Dr F. Orishede., Prof. C.G.E Salami., Dr S. E Ekakitie., Dr O. P. B Opia and every other lecturer in other department of Business Administration and Marketing who in one way or the other exhausted their knowledge just to create an impact on me and make me the grounded student I am today. I say God bless you all.

I also wish to appreciate my beloved husband Mr. Igemohia, Abu M. for his un-tiredness encouragement and support. And also my father, Mr. Patrick Akpabora and my late mother Mrs Victoria Akpabor and my precious children for their immense support also to my brothers and sisters for their prayers. I say God bless you all.

To all my friends who have always encouraged and supported me in one way or the other, God bless you all.

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ABSTRACT

This study focuses on the impact of sales force motivation on marketing performance. The research design method employed for this work was the survey research method. Stratified sampling technique was adopted for this study. The analytical tools employed for analyzing the data are simple percentages correlation and linear regression. The outcome of the study revealed that there is a positive relationship between sales force motivation and marketing performance. The study concluded that sales force bonuses as a component of sales force motivation has a positive influence on marketing performance. It will aids in encouraging the sales force to put more efforts in their commitment to their job tasks. The study recommends that management should also encourage them with awards and gifts in order for them to be happy and put all best efforts in the organization objectives and goals. Management should be able to sense the active employees and the employee effort put into action in the organization. The contribution to knowledge the study established an adequate platform of pulling out sales force skilled to fit in the organization growth and development

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TABLE OF CONTENTS

Title Page i

Declaration ii

Certification iii

Dedication iv

Acknowledgement v

Abstract vi

Table of Contents vii

CHAPTER ONE: INTRODUCTION

1.1 Background to the Study 1

1.2 Statement of the Problem 4

1.3 Research Questions 6

1.4 Research Objectives 6

1.5 Research Hypotheses 6

1.6 Significance of the Study 7

1.7 Scope of the Study 8

1.8 Limitation of the Study 8

1.9 Definition of terms 9

CHAPTER TWO: LITERATURE REVIEW

2.1 Introduction 10

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2.2 Concept of Motivation 10

2.2.1 Classification of motivation 13

2.3 Brief History of Guinness Nigeria Plc 14

2.4 Sales force Motivation 18

2.5 Functions of Motivation on Sales Force Performance 24

2.6 Factors Which Affects Motivation 26

2.7 Motivational Techniques 29

2.8 Conceptual framework 35

2.9 Bonus and Marketing Performance 36

2.10 Recognition and Marketing Performance 37

2.11 Salary and Marketing Performance 38

2.12 Rewards and Marketing Performance 38

2.13 Review of Theories 39

2.14 Empirical Review 50

CHAPTER THREE: RESEARCH METHODOLOGY

3.1 Introduction 54

3.2 Research Design 54

3.3 Population and Sample Size 55

3.4 Sampling Techniques 56

3.5 Research Instrument 56

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3.6 Validation of Instrument 57

3.7 Method of Data Collection 58

3.8 Method of Data Analysis 58

CHAPTER FOUR: DATA PRESENTATION AND ANALYSIS

4.1 Introduction 60

4.2 Analysis of Respondents Profile 61

4.3 Analysis of other Research data 62

4.4 Hypotheses Testing 70

4.5 Discussion of findings 75

CHAPTER FIVE: SUMMARY, CONCLUSIONS AND

RECOMMENDATIONS

5.1 Introduction 78

5.2 Summary of findings 78

5.3 Conclusions 79

5.4 Recommendations 80

5.5 Contributions to knowledge 81

5.6 Suggestion for further study 81 References 83

Appendix I 88 Appendix II 95

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CHAPTER ONE

INTRODUCTION

1.1 Background of the Study

All organizations want to be successful, even in current environment which is

highly competitive. Therefore, companies irrespective of size and market strive to

retain the best employees, acknowledging their important role and influence on

organizational effectiveness. In order to overcome these challenges, companies

should create a strong and positive relationship with its employees and direct them

towards task fulfillment.

Sales management is considered to be recognized management process activities

involving the need to plan, set objectives, develop policies, procedures, strategies

and tactics, to organize and co-ordinate, direct operations, motivate, communicate,

develop staff, supervise and control and evaluate results, (Bolt 1987).

In sales management, Alexander Hamilton Institute reported in Kalu (2005) that

motivation and supervision are two of the most important topics. Four success

factors for sales success include: Product and Application, Selling Skills, Time and

Territory Management, and Motivation. Among these elements, only motivation

seems most important in all kinds of selling. Ubanagu (2006) stated that motivation

is the effective managerial application of tangible and intangible incentives to

improve the performance of the workforce. The obvious and distinctive feature of

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sales force activity is that it involves personal contact with the customers, that is,

the need to persuade through personal visits, and the need to undertake other

activities not directly associated with personating. Thus, all classes of sales force

or salespeople, namely Route sales people, Sales clerk, Detail sales persons,

Account representatives, Sales engineers and Creative sales persons require

adequate and proper motivation.

In order to achieve their goals, objectives, and mission statement, organizations

develop strategies to compete in highly competitive markets and also to increase

their performance. Nevertheless, just a few organizations consider the human

capital as being their main asset, capable of leading them to success or if not

managed properly, to decline. If the employees are not satisfied with their jobs and

not motivated to fulfill their tasks and achieve their goals, the organization cannot

attain success. People have many needs that are continuously competing one with

another. Each person has a different mixture and strength of needs, as some people

are driven by achievement while others are focusing on security. If the managers

are able to understand, predict and control employee behavior, they should also

know what the employees want from their jobs.

The focus of efficiencies in service supply chains is on management of capacity,

flexibility of resources, information flows, service performance and cash flow

management. Critical factors are demand management, customer relationship

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management and supplier relationship management in manufacturing supply

chains and service supply chains. Sales force in any company big or small,

manufacturing or service, are charged with generating product sales from assigned

customer accounts in independent territories. However, the evolving selling

environment today is much more complex, demanding significant changes in

performance metrics, goals, control and compensation.

Sales management ensures that the sales force get christened as ‘need identifiers

and problem solvers or solution providers.’ This might sound utopian but a closer

look at the direction of operating successful business organization today, though

mainly in developed society will definitely x-ray that all organizations are

independently dependent on one another for survival. A business can only record

monumental successes when it imbibes the culture of being customer centric,

customer obsessed, customer focused, customer paranoia and customer leadership.

That is, perceiving customer as the ‘KING. Despite that, no company can wade

through or weather the storm of relegating and denigrating her customers. Going

down the memory lane, marketers had always preached that customer attraction

without plan for retention is like a leaky-bucket approach (Kotler and Armstrong,

2001). And that a customer poorly treated will not only switch to competitors but

will play word-of mouth evangelism towards ensuring that the organization will

pay dearly for it. Of course the customer goes about preaching everybody that

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comes across him that such a company is socially irresponsible and insensitive to

the needs of her customers. Ironically, when such customer is tenaciously cuddled,

he is bound to pinch his lifetime value with the organization as there is bound to be

repeat purchases.

Sale management ensures that employees are properly, recruited, trained,

motivated and evaluated to enhance their performance. When this is achieved,

management market share will grow, share price will appreciate and shareholder

value will improve. It is a value chain that management must never trample upon

customer satisfaction.

1.2 Statement of Problem

Customers are more demanding today than ever before. The target market requires

better goods, services and quick and reliable support than they had in the past.

The sales force in the field who should have some wealth of knowledge and

experience about the products, market, competitors, industry trends, do not seem to

be active and effective as exemplified by failure to keep business promises, giving

incorrect information to customers, and poor customer relationship management.

Specifically, greater percentage of the sales force in manufacturing and service

companies appear to be major culprits in these practices including lateness to work

and not keeping appointment at all. Others could be very unfriendly and even

become hostile while attending to customers.

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Some sales force loses focus and consequently supply wrong brand of products to

customers. These result in long waiting time for customers to receive the needed

goods and services, and the consequent low performance as some customers lose

patience and consequently take their leave and even go the alternatives.

The poor attitudes of the sales force such as lateness to work, delayed sales calls,

lack of information for customers problems, could contribute to the low growth of

sales force performance in manufacturing and service companies. The foregoing

situations of the sales force in manufacturing and service companies in relation to

economic performance raise issues on whether these companies can achieve and

sustain high rates of output and growth, able to generate and sustain large numbers

of employees, and whether they can compete effectively in the global market.

The failure of sales force could have industrial, managerial and marketing

implications which this study is set to explore, and which constitutes its research

problem. Particularly in the context of how the sales force are motivated towards

improving productivity using the incentives of salaries, sales calls allowances,

sales bonuses, access to sales vans, product availability and continuous training

and updating of the sales force.

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1.3. Research Questions

a. Does sales force bonuses influences marketing performance?

b. To what extent does sales force recognition influence marketing

performance?

c. Does sales force salary influences marketing performance?

d. To what degree sales force reward influenced marketing performance?

1.4. Objectives of the Study

The general objective of this research study is to determine the impact of sales

force motivation on marketing performance. The specific objectives are to:

a. Determine the effect of sales force bonuses on marketing performance.

b. Ascertain the impact of sales force recognition on marketing performance.

c. Examine the influence of sales force salary on marketing performance.

d. Find out the influence of sales force reward on marketing performance.

1.5. Research hypotheses

Based on the objective and research questions, the following hypotheses were

formulated to guide this study

H01: There is no significant relationship between sales force bonuses and marketing performance.

H02: There is no significant relationship between sales force recognition and marketing performance.

H03: There is no significant relationship between sales force salary and marketing performance.

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H04: There is no significant relationship between sales force reward and marketing

performance.

1.6 Significance of the Study

This study examined the impact of sales force motivation on marketing

performance in the selected breweries in Nigeria. It`s of immense benefit to the

growth of manufacturing and service output in the economy. The study provided

the marketing managers with better conceptual, human and technical skills for

assessing and increasing the efficiency of their sales force and other levels of

employee towards achieving both personal and organizational goals. This study is

of relevant to companies operating in Nigeria. The management of these

companies is refreshed and educated more on the needed adequate knowledge and

application of appropriate motivational strategies that enhance industrial harmony

and growth. These facilitate peace, commitment and interpersonal relationship.

The study encouraged the management of various companies and corporations to

make policies that will harvest “happy sales force, happy company” situations.

In the educational sector, the study equipped the teachers and educational

administrators/managers with the right mindset to “invite students to learn”.

Through this study, they see more reasons to helpfully but objectively commit the

students to the pursuit of successful teaching and learning process. The students

themselves were prepared through this study to adequately handle some economic

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functions involving human resource management especially the sales force issues.

This work is intended to help the students get ready for the additional management

responsibilities they are likely to encounter in the real world.

1.7. Scope of the study

The scope of a research study is on three main dimensions of geographical,

contents, and unit of analysis.

Geographical Scope: The target enterprises are the Guinness Breweries, Nigeria

Breweries and Interfect Breweries in Nigeria.

The content scopes are the variables used for the research works which are listed,

the dependent and independent variables. The independent variable is sales force

motivation that has explanatory variables as Bonuses, commission, allowances,

and reward. The dependent variable is Marketing Performance. The unit of

analysis is the staff and customers of Guinness Breweries, Nigeria Breweries and

Interfect Breweries in Delta state. The period of time cost for this research work

will be from 2016 to 2017.

1.8 Limitations of the Study

This study focuses on the sales force motivation and marketing performance in the

selected breweries in Delta State. In a view to arriving at conclusive findings to

this research, certain problems were encountered in gathering the necessary data

for the execution of this project. Some of the major problems encountered were the

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attitudes of respondents. There is this general attitude for people to hide their

feeling for the fear of being victimized. Another major problem encountered is the

difficulties in getting permission to collect data needed for the study.

1.9 Definition of terms

Manufacturing: This is the business or industry of producing goods and services

in large quantities in factories. The sales force present these goods and services to

prospective buyers/users, convince them and get their patronage.

Marketing: The performance of business activities that directs the flow of goods

and services from producers to users.

Motivation: It is a drive towards an outcome, human resources management

action directed to the sales force to elicit their optimum performance.

Motivational Reward: This refers to cash or any other form of compensation in

liquid assets for services rendered, task performance or merit achieved.

Sales force: The term refers to sales people (men and women) employed by a firm

or a company to find prospective buyers of their commodities, convert these

prospective buyers to customers and ensure that they are continually satisfied to

facilitate repeat performance.

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CHAPTER TWO

LITERATURE REVIEW

2.1. Introduction

In this chapter, we shall be looking at the previous works of authors in published

books, works of scholars speeches delivered at lectures, seminars and publications

made on sales force motivation on marketing performance. With these an insight of

conceptual framework, theoretical and empirical studies will be reviewed.

2.2 Concept of Motivation

Motivation can be said to refer to the desire and efforts to satisfy a want or goal. It

implies a drive towards an outcome. The word motivation comes from the latin

term “motivation” (ie a moving course, which is derived from another latin word

“motus” (ie moved). Motivation was originally developed in the social sciences,

most probably in Psychology. However, the beginning of the concept of motivation

as a basic psychological process is difficult to trace. It crept into writings in

England and American in the 1880s. Recently, the concept of motivation is widely

applied to business areas, especially in organization and human behaviour

management. Motivation is goal-directed behaviour, underlying certain needs or

desires. Motivation acts as driving force that leads employees towards its goals

(Grant, 2008). Motivated employees are highly involved and engaged in their job

and try to make their performance best (Guay, 2000; Vansteenkiste, 2007).

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Self-driven and freedom oriented qualities are mostly found in motivated

employees (Grant, 2008). Motivated people are highly committed and have few

desires (KAMAL et al. 2005). In South Africa performance appraisal is used to

help public servants to know about what is expected to them, increased their

motivation, describe their performance and improve their performance (Erasmus,

Schenk, Westhuizen and Wessels, 2005). Organizations needed motivated

employees to survive in a highly competitive world. Motivated employees are

those who work according to the clearly define goals and take their actions to

achieve that goals (McShane & Von Glinow 2003). Motivation is the perception of

an individual that describe the intensity of his or her behavior (Petri & Go-vern,

2004).

Okoye (2006) define motivation as the effective managerial application of tangible

and intangible incentives to improve the performance of the workforce. Ogunbajo

(2012) explained that motivation should not only be monetary but sometimes be

inform of experience.

Indeed, the survival of motivational concepts can be attributed to three individuals:

William Mc Dougall, Sigmund Freud and Robert Wood Worth. These three men

worked on instinct although their real emphasis lay on energetic source of conduct.

Mc Dougall (1998) identified his point and view as hormic psychology. The term

“hormic” in this regard means impulse or striving. He defines the instinct as being

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the prime moves of conduct, without organism would be inert, and save purpose,

goals and striving as hallmarks in human conduct. The emphasis on impulse and

striving were found relevant and consequently incorporated into the contemporary

concept of drive. However, Freud emphasized the irrational impulse driven aspect

of human conduct and proposed that it rests on an instructive basis while Wood

Worth also brought the term “drive” into the psychological Texaco regarded

instincts as useful concept but distinguished two features: mechanism and drive as

two important component of actions. Mechanism requires a supply of energy to

force or make them move, the force in the „drive”.

Research suggests that where there are deficiencies in motivation of employees

like, lack of recognition (reduced self-esteem), impossible quota allocation,

management`s inability to organize sales meetings/seminars, and non-allotment of

vacation to salesmen, can lead to variation in output caused by the employees

themselves. In this regard, the sales force by virtue of their job required being

motivated in expectation of improved performance. Therefore, there is great need

to motivate sales force in any organization. Motivation creates a healthy

organizational climate for achieving necessary industrial and social objective with

increased productivity. For the sales force to be able to carry out their functions,

they must be sufficiently motivated like giving them incentives-high pay,

commission, compensation etc. This is virtually the case because it is noted that it

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is the nature of human that most people operate financial gains or recognition tied

to successful execution of their assignments.

Unless the sales force are transparently willing to contribute their effort towards

the fulfillment of their assigned task, all company`s administrative actions aimed at

expecting them to comply will definitely be in vain. Therefore issues of directives

with well conceived phase does not mean that they must be obeyed. This is

because employees have an attitude towards acceptance or rejection of instructions.

Any directive that falls within the acceptance zone will be carried out, while those

outside it will be disregarded or sabotaged. However, appropriate use of motivation

may result to the acceptance of management directives. Thus, motivation stirs up

sales force interest in their job, if they can imagine future satisfaction that they will

gain by putting in their best selling efforts, they get interested and involved in all

respects.

2.2.1 Classification of motivation

The complex and variable nature of needs and expectations give rise to the

following simplistic but useful, broad three-fold classification of motivation to

work namely:

1. Economic reward: It is an instrumental orientation to work and includes items

such as pay, fringe benefits, pension right, material goods and security.

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2. Intrinsic satisfaction: This is a personal orientation to work and concern with

‘oneself’. It is dependent on the individual attitude and varies from person and

circumstances. It also varies from jobs and different part within the same job. It is

derived from the nature of the job itself, interest in the job, and personal growth

and development.

3. Social relationship: It is the relative orientation to work and familiarize with

other people. It is an important feature in all set ups. It improves the supportive

working relationships and teamwork and comprises friendships, group working

and the desire for affiliation, status and dependency.

A person’s motivational, job satisfaction and work performance is determined by

the strength of these sets of needs and expectation and the extent to which they are

fulfilled. Some people for example may choose to forgo intrinsic satisfaction and

social relationships for a short term in return for high economic rewards and

others.

2.3 Brief History of Guinness Nigeria Plc

Guinness Nigeria Plc is a member of Diageo Global family, a Nigerian company

founded in 1962 at 24 Oba Akran Avenue, P.M.B 21071, Ikeja, Lagos State. The

company has its corporate head office Nigeria is the third largest and fastest-

growing Guinness market in the world. Authur Guinness established his brewery in

Dublin, Ireland in 1759, and the parent company has been headquartered in

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London since 1932. The main beer is Foreign Extra Stout now brewed under the

license from Guinness. Foreign Extra Stout (Nigerian Guinness) is occasionally

available from off-licenses and supermarkets in the UK.

In the history of alcohol industry in Nigeria, Isidoro and Akan (2007:2) revealed

that soon after the Nigeria Bottling Company (NBC) (which became the Nigerian

Brewery Limited, (NBL) and now the Nigerian Brewery Plc) started production in

Nigeria, a company was formed to import Guinness Extra Stout into the country

from Ireland. The popularity of this brand led to the establishment of a Guinness

Brewery in Lagos in 1962. It is noteworthy that this was the first Guinness

Brewery outside the United Kingdom and only the third in the world. Like the NB

Plc, Guinness has recorded tremendous growth in production over the years, that it

now has other three breweries in the country, located in Benin City (1974), Ogba

(1982) and Aba (2004). Apart from its flagship brand, Foreign Extra Stout, the

portfolio of the company includes Harp Lager Beer, Malta Guinness, Gordon

Spark, Smirnoff Ice and Satzenbrau. Guinness Nigeria Plc is of the most nationally

well-known companies in Nigeria, largest capitalized companies on the Nigerian

Stock Exchange. Guinness company organizes its advertisement around Michael

Power, though not his real name, he is one of the known figures in Nigeria and a

leading salesman of Guinness extra stout. The “Power” associates Guinness with

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strength and sexual virility – „black power and Viagra‟ highlighting the good

qualities of the brand namely:

Strength

Friendliness

Intelligence

Responsibility and

Reasonableness

Enviable corporate social responsibility initiatives of Guinness spread over

Establishment of numerous community projects – Eye Hospitals, Water of

Life, etc projects;

Sponsorship of the publication of a compendium of UME (JAMB) past

questions and answers;

Donation of computers to schools;

Sponsorship of art competitions;

Sponsorship of visits by foreign journalists to the country; and

Donation of foodstuffs, beverages and toiletries to charity homes, among

others.

Economically, the company has variously excellent corporate performance awards

locally, nationally and internationally. Guinness Nigeria Plc provides thousands of

direct and indirect job opportunities, and pays taxes and levies to government

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estimated at 35 billion naira. Guinness Nigeria Plc. Vision - A key contributor to

the success of the GNPLC strategic plan and an effective and flexible field sales

force demonstrating industry leadership in both volume driving and brand building

activity. Qualifications for Recruitment in Guinness Nigeria Plc are:-

Bachelor Degree in business or related field.

Minimum of 5 years experience in leadership position.

Ability to set clear sales strategy and direction.

Role model for sales leadership- performance management, coaching, time

management, attracting and retaining talent.

Ability to build trusted relationships across network/line.

Role model for customer relationship leadership.

To leverage internal and external relationships.

Strong business, customer and market understanding.

Source: (Oral interview with the Senior Manager (Marketing), Guinness Nigeria

Plc, Aba). (Guinness 2008 Diary). (Isidoro and Ibanga (2007)), Selling Booz:

Alcohol Marketing in Nigeria (unpublished).

www.securities.com/.../profileGuinness_Nigeria_plc_en_2037130.html-21k-

Cached- similarpages

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2.4 Sales force Motivation

Motivation of a company’s sales force has been seen as a very delicate

phenomenon for managers (Anca-Mihaela, 2013).

It is what makes an individual to be resilient, determined and dogged in the face of

difficult and risky working situations. That is because it initiates a glimpse of hope

at various troubling working conditions. According to him, motivation is anchored

in need, drive and goal. Uduji and Nnabuko (2008) define motivation “as

psychological forces that determine the direction of a person’s behavior in an

organization, a person’s level of effort, and a person’s level of persistence in the

face of obstacles.” Jobber and Lancaster (2009), assert that critical understanding

of salespeople as individual with unique traits will ensure effective motivation

strategy.

Motivation constitutes those things which when put in place propels a worker to

behave in a desired manner in the work environment” (Onodugo, 2000). He states

that motivation is a difficult managerial phenomenon as the needs of individuals

vary among them and even within a particular individual at different or even

similar situations. Anca-Mihaela (2013) supports this statement and then states

“Sales practices and operations are likely to be different and as a result

management will be challenged to find the best way to motivate global sales

personnel.” Workers who are adequately motivated will put in more effort towards

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the achievement of organizational goal. A worker that is well remunerated

experiences a high sense of belonging and integrity and therefore brings in

innovation and creativity and expertise into the organization.

There are varied channels through which individuals or groups can be motivated. It

could be a form of financial incentive; salary (Amue and Igwe, 2014), commission,

bonus, it could be through promotion to a higher management cadre, it could be

special recognition for outstanding performance, etc. Gunu (2010) asserts that

“most companies focus on financial motivation, but public recognition, sales

contests and simple personal recognition for a job well done can be highly

effective in encouraging greater sales effort. Onodugo (2000) notes four motivation

techniques; money, reinforcement, participation and job enrichment.

Jobber and Lancaster (2009) noted some factors capable of motivating salespeople

vis-à-vis:

Individual meeting with supervisor to discuss career, job problems.

Regular accomplishment in the field by the sales manager.

‘Merit’ promotion system rather than ‘dead man’s shoes’.

Participating in setting sales target.

Sales force meetings/conventions’

Sales contest/competitions.

Bigger car for higher sales turnover.

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Fear of dismissal/unemployment.

Furthermore, Ugwu and Coker (2012) classify incentive into the following

categories:

Cash incentives: This is payment for performance that meets established criteria.

Employees are paid certain sum of money or savings bond. Successful suggestions,

for example, are recognized with a sum of money equal to the fraction of the cost

of the savings attributed to the suggestion.

Special benefits: This involves additional paid leave, commission, extraordinary

performance, perfect attendance and so on.

Recognition: Employee recognition as an incentive, offer relatively low cost but

high-impact means to reward to employees. This recognition could be done by

holding annual dinners, luncheons, banquets etc at which high-achievers or

performers are celebrated. Other recognition techniques include the distribution of

T-shirts, certificates and gold nameplates.

Sometimes high performing employees are featured in organizational in house

newsletters and in some cases are the subjects of press releases.

Special opportunities: Available records suggest that management in some

organizations used special opportunities as incentive schemes. These special

opportunities include the chance to experience special training favoured

assignments, flexible working conditions, mentorship and so on.

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Piece rate: Under this incentive scheme, a uniform price is paid per unit of

production.

Employees may therefore be compensated according to the number of pieces they

produced or processed. Compensation is therefore directly proportional to the level

of productivity or results obtained. The scheme is easy to calculate and employees

may determine or predict their rewards in the short term and regulate their pace of

work in accordance with the level of compensation they want to attain.

Commission: Used typically with sales people, commissions are incentive

compensation based on a percentage of total sales. A good number of sales people

work on a salary (base pay) plus commission. Others work on a straight

commission basis only. Commission according to Armstrong (2003) is intended to

act as an incentive, a reward and a means of recognizing achievement. A

commission only incentive scheme provides a sales person for example, with

incentive payment based on a percentage of the sales turnover they generate, while

a base salary plus commission scheme provide for a proportion of total earnings to

be paid in commission, and the rest in a fixed salary.

Profit Sharing: Profit sharing is an incentive compensation plan that results in the

distribution of a predetermined percentage of the company’s profits to employees.

This plan is used to integrate the employee’s interests with those of the company. It

is the payment to eligible employees of sums in the form of cash or shares related

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to the profits of the company during a specified period of time. Nwachukwu (2009)

opines that the essence of profit sharing is to give employees a share in the

company profits as recognition of their outstanding effort. Management decides on

what percentage of company profit to be shared by employees. To act as a

motivator, profit sharing may be closely tied to productivity. The profit to be

shared may come once a year and when well administered, profit sharing acts as

an incentive and helps to instill the spirit of common purpose. A profit sharing plan

is designed to pay out incentives when the company is most able to afford it and it

may come in the form of current distribution plan, deferred plan and combined

plan.

Gain-sharing: Armstrong (2003) emphasizes that gain-sharing is a formula- based

company or factory wide incentive plan that provides for employees to share in the

financial gains resulting from increases in added value or another measure of

productivity. Gain-sharing plans (also known as productivity incentives) generally

refer to incentive plans that involve many or all employees in a common effort to

achieve a company’s productivity objectives.

Gain-sharing formulae may include: The Scalon plan, the Rucker Plan,

Improshare, Taylor Plan, Gantt Plan, and so on. The link between employee efforts

and the payout can usefully be made exploit by involving them in analyzing results

and identifying areas for improvements. Profit-sharing differs from gain-sharing in

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that the former is based on more than improved productivity. Gain sharing aims to

relate the payouts much more specifically to productivity and performance

improvements within the control of employees.

Golden handcuffs: Sometimes called retention or loyalty incentives, golden

handcuffs are used by a company to retain talented employees by demonstrating

that they are valued for their contributions and by working fairly and consistently.

Golden handcuffs make it difficult and costly for an employee to leave the

organization. Golden handcuff packages include share options for managers, high

salary scale, and high retirement benefits. The standard established by this

incentive scheme is too high for any other company to meet up. This is why the

scheme is called ‘golden or executive handcuff’; it ties the employee fully to the

organization. This scheme is one of the recent incentives provided to employees in

many private organizations in Nigeria.

Share Ownership: This plan intends to make employees co-owners of the

company. It creates a provision for employees to have a stake in the company and

longer term compensation by giving them options to buy shares at a future date for

their current market price. Stock options are motivational to employees because

they confer on employees the right to buy the company’s stock at a specified price.

Many organizations in Nigeria now motivate employees through the employee

stock ownership approach.

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2.5 Functions of Motivation on Sales Force Performance

Motivation function is fully reflected when we define management as getting

things done, and is concerned with two primary elements - men and women.

Sometimes, management is defined as leadership. This indicates the importance of

motivation in management of employees, through financial as well as non-financial

incentives. As confined to the sales productivity areas, Sonke (2002) states that,

motivation serves to reach and maintain the desired level of sales force

productivity by performing the following functions: -

1. Reducing role conflicts of salesperson such as conflict of identification arising

out of multi-group membership, advocacy conflict arising when the salesperson

identifies with the customer`s position to other groups in the company and the

conflict inherent in the salesperson`s dual role as an advocate for both the customer

and the company and the salesperson`s pecuniary interest as entrepreneur.

2. Maintaining continuing enthusiasm in sales work. Due to the nature of the

salesman`s job, they repeat similar work day after day. It is easy for them to

become apathetic and loose interest in their work. Hence, motivation is needed to

regenerate their interest. Manager`s leadership roles (office expectations) and

functions (duties) are primarily concerned with interpersonal relationships, transfer

of information and decision making, (Onodugo 2010). Appropriate direction on

these set of behaviours arouse and maintain sales force enthusiasm.

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3. Maintaining a feeling of group identity. The salesman, working alone, finds it

difficult to develop and maintain a feeling of group identity with other company

salespeople.

4. Providing examples and role models, and prompt visualization. Inspirational

quotes stimulate images and feelings in the brain–both consciously and

unconsciously. Inspirational examples motivate people in the same way that the

simple „power of positive thinking‟ and „accentuate the positive‟ techniques do–

people imagine and visualize themselves behaving in the way described in the

quotation, saying, story or poem.

5. Encouraging the sales force to work on the opportunities that are likely to

produce increasing returns on their efforts. If you are managing a sales team, try

(gently and progressively) exploring with the team how they would like to develop

their experience, responsibilities, roles, status, value, contribution, within the

business, (Chapman 2010). Usually, far more ideas and activity come from

focusing on how the salespeople would like to develop their roles and value, in

terms of the scale and sophistication of the business that they are responsible for,

rather than confining sales people to a role that is imposed on them and which is

unlikely to offer sustainable interest and stimulation. Performance improvement is

generally found through enabling people and teams to discover and refine more

productive and strategic opportunities, which will lead to more productive and

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motivating activities. For example, reactive sales people are generally able to be

proactive account managers, account managers are generally able to be major

accounts developers, major account developers are generally able to be national

accounts managers, national account managers are generally able to be strategic

partner and channel developers, strategic partners and channel managers are

generally able to new business sector/service developers, and so on

The key factors in motivation are classified into financial, psychological,

organizational/managerial and personal categories.

2.6 Factors Which Affects Motivation

According to Okoye (2005), the factors which affect motivation includes ;-

1. Market conditions, product characteristics and the nature of the sales task to be

accomplished.

2. The desired internal management policies and programmes.

3. The personality characteristics of those to be motivated.

However, some firms do not succeed in designing the appropriate compensation

programmes that will meet the challenges they are facing and the caliber of people

they employ. As a result of this circumstance, their sales force teams are either

under motivated or stimulated to expend much time and energy negatively on task

and activities. The summary of these actions is that both sales effectiveness and

productivity suffer at last. Here, motivation is seen as the amount of effort the sales

36

person desires to expend on each activity or task associated with the specific job.

The sales manager therefore should be concerned with both the magnitude and the

accuracy of their subordinates‟ instrumentalities which are functions of the

achievement of better performance through more willingness to expend the desired

effort. But the relationship between a firm`s performance and rewards is evaluated

by management policies on how sales performance is evaluated and what rewards

are given to the various levels of performance. Think of a company which uses

sales quota system. Once you exceed your quota target, you are compensated with

something as designed by the company. However, one all important question sales

managers are interested in is whether there are consistent preferences among sales

people for specific types of rewards? Do people consistently value rewards more

highly than others? Yes, many sales managers and most authors on motivating the

sales people do assume that monetary rewards are the most highly valued followed

immediately by motivating rewards. They are of the view that recognition and

other psychological rewards are less valued and really require additional sales

effort only under certain conditions. Thus monetary rewards are not highly valued

in all the companies at the same time depending on the prevailing state of

condition of service in the various firms at a particular time under consideration.

Therefore, there is no universally accepted view of what kinds of rewards are most

likely to be influenced by their satisfaction with the rewards they are currently

37

receiving which will in turn be influenced by their personal characteristics, the

compensation policies and management practices of the firms.

Palmer (2006) observed that some managers are highly motivated themselves but

struggle to extend this state of mind to the people they manage and counseled

against negative assumptions, examples, `everyone is like me`, as against tapping

into and supporting the team members` own motivations and helping them to

realize their full potential, `no-one is like me`, `people don`t listen to me`, `some

people can`t be motivated`, `but I am listening`, `if they leave I have failed`, `the

same factors that de-motivate motivate`, people will rise to tough challenges, `I

tried it and it didn`t work` and `this type of motivation takes too much time`. All

these go advocate that sales/marketing managers should have the right mindset to

understand that people are different with different aspirations, motivational time

investment, core values, abilities, etcetera. Herzberg advised that leaders need

invest in the development of their teams, and also of their own successors. Douglas

McGregor`s X-Y Theory is pretty central to all this too. So is Maslow`s Hierarchy

of Needs, from the individual growth perspective. Even Bruce Tuckman`s

Forming, Storming, Norming, Performing Model and Hersey`s and Blanchard`s

Situation Leadership model, and all renown theories clearly demonstrate the need

for teams, and the individuals within them, to be positively led and developed.

Palmer (2006) concluded thus, “your responsibility as a leader is to develop your

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team so that it can take on more and more of your own responsibility. A mature

marketing manager should be virtually self-managing leaving you free to

concentrate on all the job-enhancing strategic aspects that you yourself need in

order to keep motivated and developing.

2.7 Motivational Techniques

Motivation is so complex and individualized that there can be no single best

technique used in motivating actions which might be taken by management are

many and varied. Essentially, they may be classified as follows:-

1. Additional Incentive Compensation: The attempt in providing for motivation

for the sales person is predicted on the belief that monetary rewards are the most

meaningful, either in form of wages or any other incentive such as bonus,

insurance scheme, regular promotion, sales commission, commendation

sponsorships for training, etc for good performance, thus money is very important

and assumed to be instrumental to satisfying each and every one of the needs of

workers (from hunger to self-actualization).

2. Money: Economic and most other managers place money very high on the scale

of motivators while behavioural scientists place it low. For some people, money is

of utmost importance while to others, it is not. Money is also used in building

motivation – in paying salaries and bonuses aimed at high performance. The extent

39

to which monetary payment as bonus can motivate will depend on the amount

paid, the condition, reason for the payment and person`s total income.

3. Career Advancement: The best salesmen are offered transfers to move

uncreative sales areas, or are invited to join the ranks of sales management. Indeed,

the motivating appeal of job advancement is less immediate in its effect than a

direct monetary payment, although the reward if achieved, has longer lasting

benefits to the sales person. However, the problem remains the lack of getting the

dividends immediately. Herzberg‟s research findings reported in Palmer (2006)

shows that, whilst increasing wages, improving job security and positive working

relationships have a marginal impact, the main factors that characterize extreme

satisfaction at work are: achievement, recognition, interesting work, responsibility

and achievement and growth. It follows that true leaders (sales and marketing

managers) should focus on these aspects – people`s true motivational needs and

values. Help the sales people to enrich their work and you will truly motivate.

4. Special Activities: Somewhere between the immediate approach of direct

monetary benefits and the long run approach of job advancement lies a range of

special activities such as contest and other types of special sales promotion aimed

at motivating sales persons to greater heights. Contests are especially popular with

sales managers in this regard because they are seen as a means of evoking extra

effort to achieve short-run goals which is some- what more dramatic than purely

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monetary rewards of course, the damages inherent in the use of this approach are

numerous. Contests, like any other type of motivation aimed at getting extra effort

in the short form, the sales force, may lose their effects in the process of

continuous use. Again, the nature of some contests and other events may alienate

the more serious and professionally oriented sales persons.

Also, physical activity, team building workshops, team building games, etc

activities team building activities like juggling, or outdoor games get the body

moving which is good for general health and for an energetic approach to work.

Workshops are good vehicles for team building games and activities and also great

for team consensus, collective problem-solving, developing new direction and

strategy and to support the delegation and team development process. Learning

new things – even simple skills help to build confidence, promote team working

and unleash creativity. Taking part in workshops and brainstorming sessions are

empowering activities.

5. Participation: The practice of consulting subordinates in matters affecting them

motivates them positively. Participation motivates the sales force and gives them

valuable knowledge about the enterprise and their product. It is a means of

recognition. It also appeals to the need for affiliation and acceptance and gives

people a sense of accomplishment. This has strengthened the question for the best

ways of motivating employees.

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a. Care: Managers should care more about their workers knowing that someone

care is essential for a person to give his or her best on the job.

b. Feedback: This means more than a pat on the back; it means letting the workers

know about the various aspect of the job they are doing. Such things as the firm`s

competitive position future plans where inputs come from and where products go

are very important.

c. Feeling of Mutual Need: Workers need the organization and the organizations

need the workers. This is simple logic and entirely true. Therefore, both groups

should acknowledge this reality and work together. The individual sees the

satisfaction while the organization seeks individual labour to contribute to the

output it wishes to deliver. This feeling of mutual need, Palmer (2006) observed

that aligning company`s goals with sales force aspirations help individual

employees to tap in to their true motivators and understand their core values. The

marketing managers will succeed as leaders by helping and enabling the sales

people to reach their potential and to achieve fulfillment. Even when a sales

person`s needs and abilities could be far greater value elsewhere, let him/her go,

and not be stay out of loyalty. Helping the sales force identify and find a more

fitting role elsewhere not only benefits you the manager and them, but also enables

you find a replacement who is really suited and dedicated to the job. So, true

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leaders care about the other person`s interests, not just your own interests and the

interests of your organization.

6. Achievement Motivation: There are many motives that lie beneath most

actions. These motives are either intrinsic or extrinsic. Out of the chain of intrinsic

motives, the one that has received the most attention in the psychological literature

is the need for achievement. It is this need for achievement that makes peoples to

take pride in accomplishment of objectives and make them strive for success in

difficult tasks. Palmer (2006) reported that numerous surveys show that most

people are motivated by intrinsic factors, and in this respect we are mostly all the

same. Most people believe that others are motivated by extrinsic rewards such as

pay or job security, rather than intrinsic motivators like a desire to learn new skills

or to contribute to an organization. If marketing and sales managers assume their

team members only care about their pay packet or their car or their monthly bonus,

this inevitably produces a faulty and unsustainable motivational approach. Leaders

must therefore recognize that people are different in so far as the different

particular intrinsic factor(s) which motivate each sales person, but in so far as we

are all motivated by intrinsic factors, we are all the same. It is then wrong to

assume that others motivated mainly by financial rewards.

7. Leadership style: Leadership is the act or process of influencing people so that

they will strive willingly towards the achievement of group goals”. Leadership is

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very essential in managing the sales force because it creates environment in which

the worker operates. If the environment created by the leadership of a manager is

conducive for performance, much will be achieved in influencing the workers

concerned. The relationship between leadership and motivation form the statement

- people tend to follow those whom they perceive as providing means of achieving

their own desires, wants and needs. Motivation through the content theories believe

that people have wants, desires and needs and that a technique of motivation that

does not seek to satisfy certain extent especially the basic needs, willing to be an

effective technique. Through leadership, it is possible to influence those workers

(especially sales force) to see the leaders as somebody through which they will

actualize themselves. Any manager that is capable of communicating with his

subordinates in such a way that he will achieve fellowship of his subordinates is

also capable of motivating employees. In line with the foregoing, Esele (2011) sees

leadership as the ability to make positive impact on the lives of others, and that a

good leader should realize that nobody has monopoly of knowledge Koontz

advised that in response to these motivators, the manager should arouse and satisfy

the needs that will be beneficial to the organization and individuals concerned. The

desires, wants and needs that will be inimical to the organization, if satisfied,

should be dampened, performing all the main tasks of managing is very essential in

making a good leader. When management is in practice, it leans heavily on the

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hierarchy of needs developed by Abraham Maslow. These needs are what average

Nigerian employee strives to satisfy. A lot of money is used to pay incentive and

fringe benefits, all geared towards obtaining effective motivation that can arise out

of need and satisfaction. The researcher feels that it should be noted here that the

satisfaction of a need does not automatically motivate. This need satisfaction

should be supplemented by manipulating the individual`s expectations while

maintaining equity in the process.

2.8 Conceptual framework

The researcher came out with a framework as stated below in figure 2.1, with

variables; Bonus, Recognition, Salary, and Reward.

Figure 2.1: Conceptual Framework of latent (Major) variables and their hypothesized relationships. Independent Variable Dependent Variable

Source; Researcher’s Model

BONUS

RECOGNITION

SALARY

MARKETING PERFORMANCE

REWARD

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2.9 Bonus and Marketing Performance

Research has proven that when human beings are rewarded with bonus incentives,

and praised they tend to improve their performance. This is another way an

organization can apply a reward so as to improve performance. Praise could be

shown in the organization newsletter or in meetings. When manager take time to

meet and recognize employees who have performed well, it plays a big role in

enhancing employee`s performance (Torrington and Hall, 2008).

Organizations should reward employees more often. This greatly improves

performance compared to having the rewards may be only once a year. This is

because frequent rewards are easily linked to job satisfaction (Thomson and

Rampton, 2003).

Another way through which organizations can use reward systems to increase

output is by personalizing the reward. When reward tend to be so general,

employees do not value them. Organizations can use rewards to improve

employee`s performance by incorporating appraisal or promotion for employees

who have a good record or performance. Managers should be on the lookout for

employees who perform well. It plays a big role in enhancing employee`s

performance (Torrington and Hall, 2006).

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2.10 Recognition and Marketing Performance

Another often used tool to motivate employees is recognition. Indeed, it can be a

powerful reinforcer that affects peoples’ performance. Employee not only wants to

know how well he performed but also desires the feeling that his effort is

appreciated. Recognition is a reward for employee’s performance that is defined as

“acknowledgement, approval and genuine appreciation (not phony praise)”

(Luthans & Stajkovic, 2000). There are several ways in which recognition can

occur. It can be a verbal or written praise, formal or informal, administrated on

public or privately. Research shows that recognition indeed has a positive

influence on employees’ motivation. The most often used form of recognition is a

verbal praise.

Personality might be an important factor that creates people preferences about the

form of recognition. Some people may be proud to be honored in a front of wide

public, whereas the others might be simply embarrassed. The main and the most

important finding of this study is that a great part of employees agrees that

recognition motivate them and affect their performance. Summarizing, recognition

can be a powerful tool used to motivate employees. It is desired by employees and

significantly increases their performance. Some authors (Luthans & Stajkovic,

1999) suggest that social reinforcers such as recognition may affect employees’

performance at the same level as pay.

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2.11 Salary and Marketing Performance

Whether in the form of wages, piecework (getting paid for units produced at a

certain quality level) or any other incentive pay, bonuses, stock options, company-

paid insurance, or any of the other things that may be given to people for

performance, salary is important; it could also mean status or power. For some

people salary will always be of the utmost importance, while for others it may

never be. It is probably quite true that in most kinds of businesses and in

enterprises money is used as a means of keeping an organization adequately staffed

and not primarily as a motivator. People in various positions, even though at a

similar level, must be given salaries and bonuses that reflect their individual

performances. The way to ensure that salary has meaning, as a reward for

accomplishment and as a way of giving people pleasure from accomplishment, is

to base compensation as much as possible on performance (koontz and

Weihrich,1990; Edwin, 1993).

2.12 Rewards and Marketing Performance

It is generally accepted that having targets to work towards, as long as they are

realistic, is one of the most effective ways of improving performance. Hitting

targets improves morale and self-confidence but remember that those who

consistently underachieve will end up feeling demotivated. Target achievement can

be rewarded not only with financial incentives but perhaps with the offer of

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increased responsibility or even promotion. Different people are motivated by

different things so it is important to make sure that you offer the right incentives to

the right member of the team. Motivating a team is always easier if you fully

understand that they may not necessarily be motivated by the same things as you.

The most effective teams are those that feel valued and supported but also feel that

they are progressing and developing through the completion of challenging tasks.

If a team understands company`s objectives, they are much more likely to want to

work harder towards their achievement. Also, most people tend to respond well to

being given the opportunity to make decisions and take on additional

responsibilities. Whatever motivational techniques work the best, it is always

important to ensure that your team feels it is making a valuable and positive

contribution (Koontz and Weihrich, 1990; Daniel, 2001; Kelly, 2010).

2.13 Review of Theories

Content theories

These theories attempt to explain the specific things which actually motivate the

individual at work. These theories are concerned with identifying people’s needs

and their relative strengths and the goal they pursue in order to satisfy these needs.

These theories place emphasis on the nature of the needs and what motivates

individuals. The basis of these theories is the belief that the content of motivation

consists of needs (Mullin, 2005). It is essentially about taking action to satisfy

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needs, and identify the main needs that influence behaviour. An unsatisfied need

therefore, creates tension and a state of disequilibrium and in order to restore

balance, a goal that will satisfy the need should be identified, and a behaviour

pathway that will lead to the achievement of the goal is selected. Not all needs are

important to an individual at a time; some may provide a much more powerful

drive towards a goal than others. This is dependent on the background and the

present situation of the individual. The complexity of needs is further increased

because there is no simple relation between needs and goals. The same need can be

satisfied by a number of different goals, the stronger the need, the longer its

duration and the broader the range of possible goals (Armstrong, 2006). The

various postulated content theories are:

Maslow’s hierarchy of need theory

McClelland’s achievement motivation theory

Maslow’s hierarchy of needs theory

Maslow (1943) made a basic proposition that people are wanting beings. This

proposition was based on the way people are always looking for more wants, and

their wants are dependent on what they already have. With this, he suggested that

human needs are arranged in a series of levels, a hierarchy of importance. He

identified eight innate needs of man, including the need to know and understand,

aesthetic needs, and the need for transcendence. However the hierarchy is usually

50

shown as ranging through five main levels from the lowest need being

physiological, through safety needs, love needs and esteem needs to the highest

level of needs being self actualization (Mullins, 2005). This theory states that when

a lower need is satisfied, it is no longer a strong motivator and hence the demand

for the next higher need becomes dominant and the individual’s attention is turned

towards satisfying this higher need. It states that only unsatisfied needs motivate an

individual (Mullins, 2005; Armstrong, 2006). Irrespective of the demand for

satisfaction of higher needs, it has been established that self actualization being the

highest level can never be satisfied (Armstrong, 2006).

Physiological needs: It is the basic need of life. It comprises the need for relief

from thirst, hunger, physical drive, oxygen, sexual desire.

Safety needs: This includes safety and security, freedom from pain or threat of

physical attack, protection from danger or deprivation, the need for predictability

and orderliness.

Love: It is sometimes referred to as social needs and includes affection, sense of

belonging, social activities, friendship, and both the giving and receiving of love.

Esteem: It is also often referred to as ego and includes self respect which involves

the desire for confidence, strength, independence and freedom. In addition is

esteem of others which involves reputation or prestige, status, recognition,

attention and appreciation.

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Self-actualization: This is the development and realization of one’s full potential.

Maslow saw this level as what humans can be, they must be, or becoming

everything that one is capable of becoming. It is the need to develop potentials and

skills, to become what one is believes he/she is capable of becoming (Mullins,

2005; Armstrong, 2006; Bloisi et al., 2003).

Maslow (1943) claimed that the hierarchy is relatively universal among different

cultures, but recognizes that there are differences in an individual’s motivational

content in a particular culture. He further pointed out that a need is not fully

satisfied before the rising of subsequent need and cited about 85% satisfaction in

physiological needs, 70% in safety, 50% in love, 40% in esteem needs, and 10% in

self-actualization (Mullins, 2005). He suggested that most people have these basic

needs in the hierarchical manner and also stated that the hierarchy is not a fixed

order as some individuals will have theirs in the reverse way. This he cited

examples as:

Self- esteem may seem to be more important than love to some people and is

the most common reversal of the hierarchy. This is because the most loved

person is strong, confident or inspires respect.

For some creative individual, the drive for creativity and self-actualization

may arise despite lack of satisfaction of more basic needs.

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People who have experienced chronic unemployment may have higher level

needs lost in them since they will continue to be satisfied at lower levels

only.

People deprived of love from childhood may experience the permanent lost

of love needs.

A need which has continued to be satisfied over a long period of time may

be undervalued. People who have never suffer chronic hunger underestimate

its effect and regard food as unimportant. Therefore people who are

dominated by higher-level need, this may assume greater importance than

more basic need.

People with high ideals or values may become martyrs and give up

everything else for the sake of their belief (Mullins, 2005).

Stum (2001) as quoted by Mullins (2005) studied the dynamics between an

individual and the organization, and proposed a new worker/employer social

contract that enables organizations to improve worker commitment and retention.

The five levels of workforce needs hierarchy are:

Safety/security: The need to feel physically and psychologically safe in the work

environment for commitment to be possible.

Rewards: The need for extrinsic rewards in compensation and benefits.

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Affiliation: The intrinsic need for a sense of belonging to the work team or

organization.

Growth: Addressing the need for positive individual and organizational change to

drive commitment.

Work/life harmony: The drive to achieve a sense of fulfilment in balancing work

and life responsibilities.

McClelland’s Achievement Motivation Theory

McClelland (1988) achievement theory focused on the relationship between hunger

needs and the extent to which imagery of food dominated thought processes and

identified four main arousal-based, and socially developed, motives:

1. The Achievement motive

2. The Power motive

3. The Affiliate motive

4. The Avoidance motive

The initial three motives correspond to Maslow’s self-actualization, esteem and

love needs. The relative intensity of these is dependent on the individual and it also

varies between different occupations. With the perception that managers are higher

in achievement than affiliation, McClelland saw the achievement need (n-Arch) as

the most significant for the success and growth of any nation. He used Thematic

54

Apperception Test (TAT) and subjective judgement and identified four

achievement needs:

1. A preference for moderate task difficulty: Individual prefers moderate task

difficulty as an incentive and this serves as the best chance to do better. Tasks

which are too difficult and risky reduce the chance of success and gaining need

satisfaction. Contrary to this, when the tasks are too easy and safe, there is little

challenge in task accomplishment and little satisfaction.

2. Personal responsibility for performance: Individuals prefer to attain success

through their own efforts rather than teamwork or factors outside their control.

Satisfaction is derived from the accomplishment of the task and not from

recognition from others.

3. The need for feedback: Individuals have a clear and unambiguous feedback on

how they perform. Feedback should be within reasonable time to enable individual

to assess them to determine success or failure in their accomplishment of goals

from which they derive satisfaction from.

4. Innovativeness: They always seek moderately challenging tasks and tend to be

moving on always to more challenging things. There is a constant search for

variety and for information to find new ways of doing things. These make them

restless and avoid routine, and also tend to travel more.

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The extent of achievement motivation varies between individual. Two categories

of achievers were identified namely:

1. People with high achievement motivation: This category of people are

normally challenged by opportunities and work hard towards a goal. Money is not

an incentive to high achievement motivated people but rather as a feedback on

their performance. With this motive they tend not to stay for longer period in

organisations that do not pay them well for good performance. Money in this

context may seem to be important to them but value it as a symbol of successful

task performance and goal achievement.

2. People with low achievement motivation: This category of people do not care

much and have little urge for achievement. These people value money more as an

incentive for performance (Mullins, 2005).

McClelland (1988) further suggested that effective managers need to be successful

leaders and to influence other people. More so, they should possess a high need for

power and score high on inhibition. The power in this context is directed to the

organisation and concern for group goals and is being exercised on behalf of other

people. The theory suggested that n-Ach is not hereditary but as result from

environmental influence and has the possibility of training people to develop a

greater motivation to achieve. Four steps in attempting to develop achievement

drive:

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1. Striving to attain feedback on performance.

2. Developing models of achievement by seeking to emulate people who have

performed well.

3. Attempting to modify their self-image and to see themselves as needing

challenges and success.

4. Controlling day dreaming and thinking about them-selves in more positive terms

(Mullin, 2005).

Process theories

These theories are extrinsic theories and they attempt to identify the relationships

among the dynamic variables which make up motivation and the actions required

to influence behaviour and action. They provide a further contribution to our

understanding of the complex nature of work motivation (Mullins, 2005). Process

theory on the other hand is also known as cognitive theory because it is concerned

with people’s perceptions of their work environment, the ways in which they

interpret and understand. According to Guest, process theory provides a much

more relevant approach to motivation than Maslow and Herzberg which he

suggests, have been shown by extensive research to be wrong. Cognitive theory

can certainly be more useful to managers than need theory because it provides

more realistic guidance on motivation techniques (Armstrong, 2006). The process

theories are:

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Expectancy theory

Goal theory

Vroom’s expectancy theory

Vroom (1964) criticised Herzberg’s two-factor theory as being too dependent on

the content and context of the work roles of workers and offered an expectancy

approach to the study of motivation (Bloisi et al., 2003). This theory therefore is

aimed at work motivation and based on three variables namely valence;

instrumentality and expectancy. This theory was centered on the idea that people

prefer certain outcomes from their behaviour over others (Mullins, 2005). He

proposed that individuals will be motivated to achieve a desired goal as long as

they expect their actions will achieve the goal (Bloisi et al., 2003).

Valence as a variable of this expectancy theory is the feelings about a specific

outcome or an anticipated satisfaction from on outcome. It can further be explained

as the attractiveness of, or preference for a particular outcome to an individual.

This is derived from their own right but usually derived from the other outcome to

which they are expected to lead of which accumulation of wealth from money is an

example (Mullins, 2005).

Goal theory

Goal theory plays a key part in performance management process and was evolved

from the largely discredited management-by-objective (MBO) approach. It was

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postulated by Locke and Latham (1979) and they stated that motivation and

performance are higher when individuals set specific goal, when accepted goals are

difficult, and when there is feedback on performance. The basic premise of this

theory is that people’s goals or intentions play an important part in determining

behaviour. Goals guide people’s response and action by directing work behaviour

and performance, an`d lead to certain feedback. Locke stressed that goal setting is

viewed as a motivational technique rather than a formal theory of motivation. Erez

and Zidon (1984) emphasised the need for acceptance of and commitment to goal.

This emphasis was based on findings that, as long as they agree, demanding goals

lead to a better performance than easy ones. Erez (1977) also stressed on the

importance of feedback as Robertson et al. (1992) pointed out: “Goals inform

individuals to achieve particular levels of performance, in order for them to direct

and evaluate their actions; while performance feedback allows the individual to

track how well an individual has been doing in relation to the goal, so that, if

necessary adjustment in effort, direction or possibly task strategies can be made”

(Armstrong, 2006). Individuals with specific and difficult goals perform better than

those with vague and easier goals. This goes to confirm Gratton (2000) stretch

goals which are ambitious, highly targeted opportunities for breakthrough

improvement in performance. Hannagan has suggested that “at present goal-setting

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is one of the most influential theories of work motivation applicable to all cultures”

(Mullins, 2005).

Goal theory has a number of practical implications:

Specific performance goals should be identified and set in order to direct

behaviour and maintain motivation

The set goals should be challenging but at a realistic level

Complete, accurate and timely feedback and knowledge of results is usually

associated with high performance.

Goals can be determined either by superior or individuals themselves.

2.14 Review of Empirical Framework

Ahmed & Ali (2008) carried out a research on the “impact of reward and

recognition programs on employee motivation and satisfaction”. Research design

used was exploratory. Sample chosen for the study was 80 employees of Unilever

companies and data collection instrument used was a questionnaire. Pearson’s

correlation was used to analyze data to determine the degree of relationship

between reward and satisfaction and motivation.

Major findings indicated a positive relationship between rewards and work

satisfaction as well as motivation. Factors affecting satisfaction were identified;

payment 86%, promotion 74%, work conditions 61%, personal 37%. Analysis

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showed support for a positive relationship between reward and employee

satisfaction. The researchers recommended that further studies can be done on

‘impact of reward and recognition on motivation and satisfaction for diverse

groups of people’ example gender, race and disability.

Duberg & Mollen (2010) undertook a study on reward systems within the health

and geriatric care sector. The problem of the study was how reward systems

designed in health and geriatric care are and whether the current reward systems

affect the care quality. The thesis aimed to extend the knowledge of reward

systems in health and geriatric care and know how these systems are designed and

what their effects on quality of health and geriatric care are. The methodology took

a qualitative approach and interviewed a sample of six leaders in both private and

public organizations. Two of the leaders worked in geriatric care and four in health

care. The theoretical framework was based on scientific literature about motivation

and reward systems. Also literature specifically about wage conditions in the

health care sector and the public sector was used.

Findings showed that salary is an important aspect in the reward system; however

other incentives like bonuses and shares were seen to generate an enjoyable work

place and happy workers than motivate employees to be more efficient. Results

showed that conditions for working with reward systems in the public sector are

limited due to the lack of resources and complex large organisation structures with

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old traditions. This must be reconsidered to be able to work with well-designed

reward systems similar to those in private care organizations. The researcher

recommended that further studies should be done to compare reward system and

investigate its impact on an organization in relation with one that does not.

Axelsson & Bokedal (2009) did a study on rewards motivating different

generations at Volvo Car Corporation.

However, opportunities for growth are motivating for both generations. It was

concluded that there exists generational differences. However, both generations

considered salary as important and non-monetary rewards to be of great

importance. The authors recommended research to be carried out on reward

systems and how they impact on other interesting aspects like gender, life stage.

Garlick (2009) carried out an online study of 1913 full-time employees and asked

people to rank order 14 potential performance incentives in order of preference.

These performance incentives included common extrinsic rewards such as cash

bonuses, gift cards, award points, and travel awards, as well as intrinsic rewards

such as having more freedom and autonomy at work, being able to choose

interesting projects, and being assigned to mentor other employees. Not

surprisingly, cash bonuses were listed as the most preferred incentive by three-out-

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of-four people (74%) surveyed. Nine-out-of-ten (89%) listed cash bonuses within

their top three preferences.

However, the primary issue the study investigated was whether offering cash

bonuses really influenced employee attitudes, as well as other business outcomes.

The results showed that offering a cash bonus exclusively does not seem to make

much of an impact on performance, despite the fact cash bonuses are nearly

everyone’s preferred reward. While cash bonuses are the most preferred reward for

three-out-of-four, and among the top three rewards for nine-out-of-ten, those who

only receive a cash bonus are just slightly more satisfied than those who get no

reward at all. Furthermore, offering exclusively cash bonuses only seems to have

very little impact on company performance, either in terms of increased customer

service, or in increased profitability.

The above studies have dealt with reward in organizations and its relationship with

factors such as employee motivation, employee performance, employee

satisfaction and effect on quality of work done. Overall the studies show reward to

have a positive effect. However, different rewards seem to have a different impact

on employee attitude, satisfaction and performance. There are mixed findings

when it comes to individual rewards and their effect on performance.

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CHAPTER THREE

RESEARCH METHODOLOGY

3.1 Introduction

Research method consists of a set of values and approaches to, or combination of

techniques for, conducting a credible, valid and reliable research. Research

methodology derives from philosophic assumptions about the nature of social

reality and an appropriate way to enquire into it so as to generate warranted

knowledge about that reality.

3.2 Research Design

Research design is the overall research strategy used for the study. It is “the

approach, framework or plans that are meant to guide the researcher in the process

of collecting, analysing, and interpreting observation” (Olannye, 2006). Research

designs are used to generate primary data, its use involves the researcher in a direct

observation of events, phenomena, or relevant research issues. It also assists the

researcher in turning the research question into a research project (Mark et al,

2009).

The design method employed for this study was survey research method, it is the

choice of the researcher because it aids the researcher in the assessment of public

opinion using questionnaire and sampling methods (Olannye 2006).

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3.3 Population and Sample size

The population of this study covers all the accessible customers of the selected

breweries in Delta State resident in selected towns in Delta states. The list of

selected customers were gotten from registered sellers of Selected Breweries in

Delta State see table 3.1.

Table: 3.1 List of Selected Towns

Town POPULATION SAMPLE SIZE

Asaba 228 (228/803)×266=76

Agbor 170 (170/803)×266=56

Isele-Uku 180 (180/803) ×266=60

Ubulu-Uku 155 (155/803) ×266=51

Onitsha-

Ugbo

70 (70/803) ×266=23

Total 803 266

Source: Human Resource Management

The sample size of 266 was derived using Taro Yamen’s formula

n= ___N____

1+N (e)2

Where: n = The Sample size

N = The population of study

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e = level of significance (0.05)

n = 803

1+ 803 (0.05)2

n = 803

1+ 803(0.0025)

n = 803

3.0075

n = 266

3.4 Sampling Techniques

The probability sampling method that was employed in this study is Stratified

sample random sampling method. (SRS) will be employed in selecting the 266

staff and customers in the selected breweries in Delta State. This is due to the fact

that the population is divided into two categories of staff and customers in the

selected breweries in Delta State

3.5 Research Instrument

Data for this research were gathered from primary source.

The primary source of data is the most important and reliable source of data

collection. Structured questionnaires were used to obtain relevant data from the

respondents. The researcher used the likert five scale question model.

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3.6 Validity and Reliability

The validity of an instrument refers to the extent of which it measures what it was

intended to measure. The content validity was utilized in this study. A measure

can be said to possess content validity if there is general agreement among

researchers that constitute items that covers all aspect of the variables being

measured.

Thus content validity depends on how well the researcher creates items that cover

the content domain of the variable being measured. This will be giving the

questionnaire to experts in the field of marketing discipline. The reliability of

instrument refers to the consistency or precision of the measure (Baridam, 2001).

Measurement of the model reliability was assessed using Cronbach’s alpha (CA)

based tests. CA provides an estimate of the indicator inter correlations (Henseler,

et al., 2009 and Sekaran, 2003). An acceptable measure for CA is 0.7 or higher

(Nunnally and Bernstein, 1994). From table 3.1 below, the calculated CA is 0.760

and is higher than the recommended acceptable measure of CA 0.7 which makes

measurement of the model reliability accepted.

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Table 3.1. Reliability Statistics

Reliability Statistics

Cronbach's Alpha

Cronbach's Alpha

Based on Standardize

d Items

N of Items

.760 .759 5 The variables used to measure Cronbach’s Alpha are Bonuses, Recognition,

Salary, Reward and Marketing Performance.

3.7 Method of Data collection

The data for this study were obtained from primary sources. Copies of validated

questionnaire will be delivered to the respondents by hand through the help of the

drink dealers. The objective of the study and the need for reliable information from

them will be carefully explained. Copies of the questionnaire were given to the

respondents for five days before it was retrieved for analysis. The analytical design

for the study addresses how data collected were managed.

3.8 Data Analysis Technique

Data analysis is the engine room of every research (Nwadinigwe, 2002). Analysis

of data has to do with rational processing of data with the use of statistical tools, to

produce information. The aim of the statistical analysis of data with regards to this

research study was to assist (enable) the researcher make sense of the data and

helps the researcher make conclusions that are valid and lead to good decision

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(Olannye, 2006:164). The hypotheses stated for this study were tested using

regression analysis. This statistical tool was found appropriate because it

establishes a relationship between the independent and dependent variables.

The first level of statistical analysis involves the use of simple, descriptive or

inductive statistic which uses the frequency, percentage mean, and standard

deviation. These descriptive statistics was used to describe and summarize the

distribution of the variables, or sampling parameter across the sample without

making interest to the larger population under study. (Spiegel and Stephens, 2000)

The second level of statistical analysis involves bivariate analysis for determining

the degree of relationship between the variables which include Pearson correlation

analysis.

Regression and correlation analysis was used because of the nature of the topic

(The impact of sales force motivation on marketing performance), and this two

techniques are the most common model used by many researchers. Correlation was

used to show the relationship between variables, regression on the other hand, was

used for prediction of outcome, it does not only show positive, negative or no

relationship but also tells the strength of that relationship (Jonson and Kuby, 2007).

69

CHAPTER FOUR

DATA PRESENTATION AND ANALYSIS

4.1 Introduction

This chapter focuses on the presentation and analysis of data and

information collected through questionnaires administered to the employees and

customers of the selected breweries in the selected town. The data presented and

analyzed in this study was categorized into three parts; the first is the descriptive

analysis of respondents profile with percentage weighting attached. The second is

the correlation analysis of the research questions and their respective variables.

The third is the testing of hypotheses formulated for the study with the use of

regression analysis. According to Nwadinigwe (2002) data analysis is the engine

room of every research, this is because if it is done properly the researcher is likely

to reach conclusion that are valid and could lead to a good decision.

Out of the 266 sets of questionnaire administered, two hundred and fifty five

(255) were returned, fifteen (15) were not properly filled and two hundred and

forty (240) were useable. Therefore, the analysis in this chapter was based on the

sample size of two hundred and forty (240) copies.

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4.2 Analysis of Respondents Profile

Table 4.1: Demographic information of the respondents

Characteristics Measuring Group No. of Valid Responses Sex

Male Female Total

86 (35.8) 154 (61.2) 240 (100.00)

Marital Status

Single Married Total

110 (45.8) 130 (54.2) 240 (100.00)

Educational Qualification

WASSCE/NECO/GCE OND/NCE HND/B.Sc M.Sc/MBA Others Total

75 (31.3) 58 (28.3) 66 (27.5) 31 (12.9) 10 (4.2) 240 (100.00)

Age

Below 30 years 31 – 40 years Above 40 years Total

86 (35.8) 118 (49.2) 36 (15) 240 (100.00)

Source: Analysis of field survey, 2016.

Table 4.1 above shows the demographic information of the respondents. The

table revealed that 35.8% of the respondents were males and 61.2% were females.

The analysis shows that 45.8% of the respondents were single while 54.2% were

married. In terms of educational qualification, 31.3% of the respondents reported

that they possess WASSCE/NECO/GCE, 28.3% of the respondents reported that

they possess OND/NCE, 27.5% of the respondents indicate that they have

HND/B.Sc. 12.9% reported to be M.Sc/MBA degree holders. 4.2% had others

certificate. In terms of age, 35.8% of the respondents were below 30 years, 49.2%

were in the age bracket of 31-40 years, 15% were above 40 years.

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4.3 Analysis of other Research Data

This section focuses on the analysis of responses to the major research

questions which were broken down into sixteen (16) sub questions using the Likert

scale of point 5. Specifically, they are analyzed using descriptive statistics,

correlation and regression.

Research Question 1: Does sales force bonuses influences marketing

performance?

Correlation among variable of bonuses is represented as X1 and the questionnaire

item, such as organization improved, productivity, lookout, and appraisal are

explained by X11, X12, X13, and X14 respectively are presented thus:

Table 4.2 Correlation among the variables of bonuses

X11 X12 X13 X14

X11 1

X12 .059 1

X13 .069 .310** 1

X14 .052 .661** .325** 1

Source: Analysis of field survey, 2016

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The correlation coefficient for bonuses is shown in table 4.2 above, it

indicated that all the indicators of X1 (bonuses) shows a positive correlation

among variable, an indication that they are a good measure of bonuses.

Specifically X11, which is the first variable correlated positively with X12 (r

= .059, 0.05), X11, also correlated positively with X13 (r = .069, 0.05), and lastly

X11 also correlated positively with X14 (r = .052, 0.05).

The second variable been X12 correlated positively with X13 (r = .310**,

0.01) and lastly X12 also correlated positively with X14 (r = .661**, 0.01).

The third variable been X13 correlated positively with X14 (r = .325**,

0.01).

Table 4.3 Regression analysis for bonuses and marketing performance.

Coefficientsa Model Unstandardized

Coefficients Standardize

d Coefficients

t Sig.

B Std. Error Beta

1 (Constant)

7.972 .923 8.637 .000

Bonuses .488 .053 .510 9.144 .000 Source: Analysis of field survey, 2016

Dependent variable: Marketing Performance

In the table 4.3 above, results from the regression analysis showed that

Bonuses exhibited a positive effect on Marketing Performance (β = .510, P < 0.01).

β value show that Bonuses has positive effect on Marketing Performance.

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Table 4.4 Model Summary

Model Summary Model

R R Square

Adjusted R Square

Std. Error of the

Estimate 1 .510a .260 .257 1.7354

Source: Analysis of field survey, 2016

In table 4.4, it reveals the extent to which bonuses accounted for change in

marketing performance indicated by the adjusted R Square, which shows that

25.7% (.257) of the change in marketing performance is brought about by bonuses.

Research question 2: To what extent does sales force recognition influence

marketing performance?

Correlations of recognition variable is represented as X2 while the

correlations among the questionnaire items such as appreciation, praise, verbal and

personality are explained by X21, X22, X23 and X24 respectively.

Table 4.5 Correlations of Recognition and Marketing Performance

X21 X22 X23 X24

X21 1

X22 .235** 1

X23 -.039 .216** 1

X24 .119 .419** .100 1

Source: Analysis of field survey, 2016

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Table 4.5 above, indicated an overwhelming positive correlation coefficients of

indicators of X2 Recognition, an indication that they are a good measure of

recognition. The findings indicated that X2, which is the first variable correlated

positively with X22 (r = .235**, 0.01) also correlated with X24 (r = .119, 0.05).

The second variable which is X22 maintain a positive correlated with X23 (r

= .216**, 0.01) and lastly correlated with X24 (r = .419**, 0.01).

X23 the third variable is positively correlated with X24 (r = .100, 0.05).

Table 4.6 Regression analysis for Recognition and Marketing Performance

Coefficientsa Model Unstandardized

Coefficients Standardize

d Coefficients

t Sig.

B Std. Error Beta

1 (Constant) 7.949 .925 8.590 .000 Recognition

.518 .057 .510 9.147 .000

Source: Analysis of field survey, 2016

Dependent variable: Marketing Performance

In the table 4.6 above, results from the regression analysis showed that

Recognition exhibited a positive effect on Marketing Performance (β = .510, P <

0.01). The β value show that Recognition has a positive effect on Marketing

Performance.

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Table 4.7 Model Summary

Model Summary Model

R R Square

Adjusted R Square

Std. Error of the

Estimate 1 .510a .260 .257 1.7353

Source: Analysis of field survey, 2016

In the table 4.7, it reveals the extent to which recognition accounted for

change in marketing performance indicated by the adjusted R Square, which shows

that 25.7% (.257) of the change in Marketing Performance is brought about by

recognition.

Research question 3: What influence does sales force salary has on marketing

performance?

Correlation of among the variables of salary (X3) such as status, compensation,

utmost and motivator are explained by X31, X32, X33, and X34.

Table 4.8 Correlation of Salary and Marketing Performance

X31 X32 X33 X34

X31 1

X32 .154* 1

X33 .081 .186** 1

X34 .045 .412** .033 1

Source: Analysis of field survey, 2016

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In table 4.8 above, it indicated an overwhelming positively for the correlation

coefficients of indicators of X3 Salary, an indication that they are a good measure

of Salary. The findings indicated that X31 which is the first variable correlated

positively with X32 (r = .154*, 0.05), X31 also correlated positively with X33 (r =

.081, 0.05) and lastly X31 also correlated positively with X34 (r = .045, 0.05).

The second variable been X32 correlated positively with X33 (r = .186**,

0.01) and lastly X32 also correlated positively with X34 (r = .412**, 0.01).

The third variable been X33 correlated positively with X34 (r = .033, 0.05).

Table 4.9 Regression analysis for Salary and Marketing Performance

Coefficientsa Model Unstandardized

Coefficients Standardize

d Coefficients

T Sig.

B Std. Error Beta

1 (Constant)

8.504 .883 9.626 .000

Salary .483 .054 .502 8.954 .000 Source: Analysis of field survey, 2016

Dependent variable: Marketing Performance.

From table 4.9 above, results from the regression analysis indicated that

Salary exhibited a positive effect on Marketing Performance (β = .502, 0.01).

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Table 4.10 Model Summary

Model Summary Model

R R Square

Adjusted R Square

Std. Error of the

Estimate 1 .502a .252 .249 1.7448

Source: Analysis of field survey, 2016

In table 4.10, reveals the extent to which salary accounted for change in

marketing performance indicated by adjusted R-Square, which shows that 24.9%

(.249) of the change in marketing performance is brought about by salary.

Research question 4: To what degree sales force reward influenced marketing

performance?

Correlation among the variables of reward (X4) such as incentive, tem,

responsibility and contribution are represented by X41, X42, X43 and X44

respectively.

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Table 4.11 Correlations among the variables of reward and Marketing

Performance

X41 X42 X43 X44

X41 1

X42 .346** 1

X43 -.254** .172** 1

X44 -.105 -.015 .358** 1

Source: Analysis of field survey, 2016

In table 4.11, the correlation analysis involved of indicators of reward. It reflected

positive and some negative relationship among the variables. X41 had a high

positive correlation with X42 (r = .346**, 0.01). Findings from the result also

shows that X42 correlates positively with X43 (r = .172**, 0.01). X43 also

indicated a relatively high correlation with X44 (r = .358**, 0.01). Hence, the

negative correlation coefficient values were ignored as they do not reflect any

relationship with the variables.

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Table 4.12 Regression analysis of reward and Marketing Performance

Coefficientsa Model Unstandardized

Coefficients Standardize

d Coefficients

T Sig.

B Std. Error Beta

1 (Constant)

8.980 .991 9.065 .000

Reward .456 .061 .437 7.493 .000 Source: Analysis of field survey, 2016

Dependent variable: Marketing Performance.

From table 4.12 above, results from the regression analysis indicated that

reward has a significant effect on Marketing Performance (β = .437, P < 0.01).

Table 4.13 Model Summary

Model Summary Model

R R Square

Adjusted R Square

Std. Error of the

Estimate 1 .437a .191 .187 1.8146

Source: Analysis of field survey, 2016

From table 4.13 above shows the changes in marketing performance which

is brought about by reward. The 18.7% (.187) of the change in marketing

performance is explained by reward

4.4 Hypotheses Testing

The Regression analysis was employed as an analytical tool for testing the

hypotheses. Hypotheses’ testing is really a systematic way for testing claims or

80

ideas about any given parameter in a population using data measured in a sample.

The p-values reported in the regression coefficient tables are used for testing the

study hypotheses.

The Decision Rule

If the probability value calculated is greater than the critical level of

significance, then the null hypotheses will be accepted while the alternate

hypotheses is rejected and vice versa. If the probability value of 0.00 is smaller

than the critical value of 5% (i.e. 0.00 < 0.05), we conclude that the given

parameter is statistically significant. In this situation, it is accepted that there is

need to reject the null hypotheses and to accept the alternate.

Gujarati and Porter (2009) observed that when we reject null hypotheses, we

say that our findings are statistically significant and vice versa. Gujarati and Porter

also posited that it is preferable to leave it to the researcher to decide whether to

reject the null hypotheses at the given value.

Note the p- value (probability value) is also known as the observed or exact

level of significance or the exact probability of committing a type 1 error. More

technically, the p-value is the lowest significance level at which a null hypothesis

can be rejected (Gujarati and Porter, 2009)

Thus, the p-value is at 0.05 (5%).

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Hypothesis One

H01: There is no significant relationship between sales force bonuses and

marketing performance.

Table 4.14: Test of H01, Showing bonuses and marketing performance.

Coefficientsa Model Unstandardized

Coefficients Standardize

d Coefficients

t Sig.

B Std. Error Beta

1 (Constant)

7.972 .923 8.637 .000

Bonuses .488 .053 .510 9.144 .000 Source: Analysis of field survey, 2016

Since the p-value critical is at 0.05 (5%) i.e. the level of significance which

is the tolerable error in estimation is greater than the calculated level of

significance (0.000< 0.05), the null hypothesis is rejected while the alternate is

accepted implying that there is a significant relationship between sales force

bonuses and marketing performance.

Hypothesis Two

H02: There is no significant relationship between sales force recognition and marketing performance.

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Table 4.15: Test of H02, recognition and marketing performance

Coefficientsa Model Unstandardized

Coefficients Standardize

d Coefficients

T Sig.

B Std. Error Beta

1 (Constant) 7.949 .925 8.590 .000 Recognition

.518 .057 .510 9.147 .000

Source: Analysis of field survey, 2016

Table 4.15 above shows that the calculated level of significance is less than

the p-value of 0.05 (5%) i.e. (.000 < 0.05) and this means that the level of

confidence between the two factors is 100%. Similarly, the null hypothesis is

rejected and alternate is accepted implying that there is a significant relationship

between sales force recognition and marketing performance.

Hypothesis three

HO3: There is no significant relationship between sales force salary and marketing

performance.

Table 4.16: Test of H03, salary and marketing performance

Coefficientsa Model Unstandardized

Coefficients Standardize

d Coefficients

t Sig.

B Std. Error Beta

1 (Constant)

8.504 .883 9.626 .000

Salary .483 .054 .502 8.954 .000 Source: Analysis of field survey, 2016

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The level of significance that was calculated in table 4.16 above is lesser

than the established p-value (.000 < 0.05), therefore the null hypothesis is rejected

to accept the alternate which states that there is a significant relationship between

sales force salary and marketing performance.

Hypothesis four

HO4: There is no significant relationship between sales force reward and

marketing performance.

Table 4.17: Test of H04, reward and marketing performance.

Coefficientsa Model Unstandardized

Coefficients Standardize

d Coefficients

T Sig.

B Std. Error Beta

1 (Constant)

8.980 .991 9.065 .000

Reward .456 .061 .437 7.493 .000 Source: Analysis of field survey, 2016

The level of significance that was calculated in table 4.17 above is lesser

than the established p-value (.000 < 0.05), therefore the null hypothesis is rejected

to accept the alternate which states that there is a significant relationship between

sales force reward and marketing performance.

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4.5 Discussion of Findings

In accordance with the data analysis conducted in Chapter four and the

review of the related literature in Chapter two, the discussion of findings of this

research study is presented below.

Bonuses and Marketing Performance

From the results of data analyzed in Table 4.2, it was reported that the overall

positive correlation coefficient values among the variables of bonuses is indicative

that they are all appropriate indicators and dimensions of bonuses. From table 4.3,

the β value (β = .510, 0.01) indicated that bonuses has effect on marketing

performance. Similarly, Table 4.4 the Adjusted R2 reported that 25.7% (.257) of

the change in marketing performance was brought about by bonuses.

This is also in support of Torrington and Hall (2006) view that organizations can

use rewards to improve employee`s performance by incorporating appraisal or

promotion for employees who have a good record or performance. Managers

should be on the lookout for employees who perform well. It plays a big role in

enhancing employee`s performance. This implies that sales force bonuses

influence marketing performance.

Recognition and Marketing Performance

The result obtained from table 4.5 portrayed a positive correlation coefficient

values among the items that measure recognition and this points out to the fact that

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they well all appropriate measures of recognition. From table 4.6, the β value (β =

.510, 0.01) indicated that recognition has positive effect on marketing

performance. Table 4.7 shows the extent to which recognition accounted for the

change in marketing performance that is .257 (25.7%) represents the adjusted R2.

This further supports the findings of Luthans & Stajkovic (2000) posited that

Recognition is a reward for employee’s performance which is the

acknowledgement, approval and genuine appreciation that an organization used to

appreciate employee efforts. This implies that recognition enhances marketing

performance.

Salary and Marketing Performance

From the analysis of data in table 4.8, a positive correlation was observed among

the variables of salary. The overwhelming positive correlations suggest that they

were all appropriate indicators of salary. Table 4.9 showed that the β value (β =

.502, 0.01) has a positive effect on salary and marketing performance. In table

4.10, R2 reported that 24.9% (.249) of the change in marketing performance is

explained by salary.

This is in agreement with koontz et al (1990) assertion which indicated that People

in various positions, even though at a similar level, must be given salaries and

bonuses that reflect their individual performances. This way ensure that salary has

meaning, as a reward for accomplishment and as a way of giving people pleasure

86

from accomplishment, is to base compensation as much as possible on

performance.

Reward and Marketing Performance

From the analysis of data in table 4.11, an overwhelming positive correlation was

observed among the variables of reward. The overwhelming positive correlations

suggest that they were all appropriate indicators of reward. Table 4.12 showed that

the β value (β = .437, 0.01) has a positive effect on reward and marketing

performance. In table 4.13, R2 reported that 18.7% (.187) of the change in

marketing performance is explained by reward.

This is in agreement with Kelly (2010) findings which indicated that if a team

understands company`s objectives, they are much more likely to want to work

harder towards their achievement. Also, most people tend to respond well to being

given the opportunity to make decisions and take on additional responsibilities.

Whatever motivational techniques work the best, it is always important to ensure

that your team feels it is making a valuable and positive contribution.

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CHAPTER FIVE

SUMMARY, CONCLUSION AND RECOMMENDATIONS

5.1 Introduction

This chapter focuses on discussing the summary of findings from the analysis of

data in chapter four, drawing conclusion on the basis of the findings and making

appropriate recommendations. The chapter also provided room for contributions to

knowledge and limitations and suggestions for further studies.

5.2. Summary of Findings

The findings of this study revealed that there is a significant positive

relationship between the predictor variable and some measures of the criterion

variable. The result based on the descriptive statistics reveals the following:

The result revealed that sales force bonuses contribute significantly to

marketing performance which implied that management should recognize the

impact of a well-articulated employee`s sales force in order for them to be more

productive in the organization.

It was observed that sales force recognition has a positive influence on

marketing performance. This implies that if management recognized the efforts of

an employee in the organization, it will enable them to maintain, retain and sustain

the employee`s. Motivation of the employee in this study includes payment,

promotion, recognition, and empowerment.

88

The study also revealed that sales force salary influences marketing

performance. This implies that management must go extra miles to satisfy

employee`s through a befitting salary this will designed to bring out the best in the

employee and keep them committed to the organization.

Sales force reward has a significant influences on marketing performance,

which implied that the management should apply a systematic ways of rewarding

their sales force in order for them to keep fit on the organization objectives and

goals.

5.3 Conclusion

This study was conducted to establish the relationship of sales force

motivation on marketing performance in the selected breweries in Delta State. The

component variables of sales force motivation (bonuses, recognition, salary and

reward) with a view of determining their impact on marketing performance.

Sales force bonuses as a component of sales force motivation has a positive

influence on marketing performance. It will aids in encouraging the sales force to

put more efforts in their commitment to their job tasks.

It is also concluded that sales force recognition has influence on marketing

performance. Sales force recognition results to a team of employee`s that does their

work with a lot of excitement and interest.

89

Also sales force salary has effect on marketing performance. This involves a

team work sales force in the organization where they shared same purpose in

increasing the market shares and sales volume of the organization. Each of these

employees has a strong role to play in the manufacturing company before such

encouragement will be shown to them.

Finally, It was also concluded that sales force reward has effect on

marketing performance. Sales force reward will produce employees that are

satisfied and fully committed workforce.

5.4 Recommendations

On the basis of the findings of the study and the conclusion, the study recommends

as follows:

Sales force bonuses is a way management encourage employees in order to

maintaining a favourable reputation of the employees in the organization.

Sales force recognition is used by management to relate to employees

stability in the organization. Management should also encourage them with awards

and gifts in order for them to happy and put all best efforts in the organization

objectives and goals.

Sales force salary internal and external controllable affairs of the

organization to appreciate the effort of the employees.

90

Sales force reward is one of the sales force motivation ways to promote and retain

an employee in the organization. Management should be able to sense the active

employees and create a ways of appreciating the employee effort put into action in

the organization.

5.5. Contribution to Knowledge

The following contributions to knowledge emerged from the study based on

the findings and conclusions of this study.

1. The study established the development and implementation of sales force

motivation to achieved high market share to boost the profit margin of the

organization.

2. The study provided a dimension of sales force motivation and marketing

performance in the manufacturing companies.

3. The study established an adequate platform of pulling out sales force skill to fit

in the organization growth and development.

5.6 Suggestion for Further Studies

This study has a number of observed limitations that should be addressed in

further research studies. The domain of this research study focuses on some

selected breweries in Delta State. However, future research studies could go ahead

to expand the scope to involve Telecommunication industry and service industry.

91

The sample size could be increase by the future researchers so that a more

valid conclusion can be reached.

92

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98

APPENDIX I

Department of Management and Marketing, Faculty of Management Sciences, School of Postgraduate Studies, Delta State University, Asaba Campus.

Dear Respondent,

STRUCTURED QUESTIONNAIRE

I am a Master of Science (M.Sc. Marketing) student of the above named

Department and Institution carrying out research study on the Impact of Sales

Force Motivation on Marketing Performance.

I therefore wish to solicit your kind assistance in completing the attached

questionnaire.

I assure you that your responses to the questions will be treated with utmost

confidence, as they will be used for only academic purposes.

Thanks.

Yours faithfully,

Igemohia, Fidelis Researcher.

99

QUESTIONNAIRE ON THE IMPACT OF SALES FORCES MOTIVATION

ON MARKETING PERFORMANCE

INSTRUCTION: Please tick ( X ) in the appropriate box that correspond with your view in each case.

SECTION A: PERSONAL DATA

1. Sex: (a) Male [ ] (b) Female [ ] 2. Marital Status: (a) Single [ ] (b) Married [ ] 3. Qualification:

(a) WASSCE/NECO/GCE [ ] (b) OND/NCE [ ] (c) HND/B.Sc [ ] (d) M.Sc./MBA [ ] (e) Others [ ]

4. Age: (a) Below 30 yrs [ ] (b) 31 – 40 yrs [ ] (c) Above 41 yrs [ ]

Section B

Based on your dispositions, please indicate the most appropriate opinion/response with the scale below:

(1) Strongly Disagree (SD) (2) Disagree (D) (3) Undecided (U) (4) Agree (A) (5) Strongly Agree (SA)

100

Does bonuses influences marketing performance?

S/N

Statement Strongly Agreed 5 (SA)

Agreed

4 (A)

Undecided

3 (U)

Disagreed

2 (D)

Strongly Disagreed 1 (SD)

1 Bonuses are way organization improve the marketing performance.

2 Bonuses should occur often in other to increase the performance.

3 Managers should be on the lookout for employees who perform well

4 Organizations should rewards to improve employee`s performance by incorporating appraisal or promotion for employees who have a good record or performance.

101

To what extent does recognition influence on marketing performance?

5 Recognition is a reward for employee’s performance in acknowledgement, approval and genuine appreciation.

6 Written praise show high level of performance.

7 The most often used form of recognition is a verbal praise.

8 Personality is the important factor that creates people preferences about the form of recognition.

102

What influence does salary has on marketing performance?

9 Salary is important and it is a mean status or power.

10 The way to ensure that salary has meaning, as a reward for accomplishment is to base compensation as much as possible on performance

11 People believe that salary will always be of the utmost importance.

12 Money is used as a means of keeping an organization adequately staffed and not primarily as a motivator.

103

To what degree sales force reward influenced marketing performance?

13 Target achievement can be rewarded not only with financial incentives.

14 Different people are motivated by different things so it is important to make sure that you offer the right incentives to the right member of the team.

15 Most people tend to respond well to being given the opportunity to make decisions and take on additional responsibilities.

16 It is always important to ensure that your team feels it is making a valuable and positive contribution.

104

CORRELATIONS /VARIABLES=Organizationimproved Productivity Lookout Appraisal /PRINT=TWOTAIL NOSIG /STATISTICS DESCRIPTIVES /MISSING=PAIRWISE. Correlations

Notes

Output Created 26-JUL-2016 16:53:08 Comments

Input

Active Dataset DataSet1 Filter <none> Weight <none> Split File <none> N of Rows in Working Data File

240

Missing Value Handling

Definition of Missing User-defined missing values are treated as missing.

Cases Used

Statistics for each pair of variables are based on all the cases with valid data for that pair.

Syntax

CORRELATIONS /VARIABLES=Organizationimproved Productivity Lookout Appraisal /PRINT=TWOTAIL NOSIG /STATISTICS DESCRIPTIVES /MISSING=PAIRWISE.

Resources Processor Time 00:00:00.13 Elapsed Time 00:00:00.17

[DataSet1]

105

Descriptive Statistics Mean Std.

Deviation N

Organizationimproved

4.546 .7640 240

Productivity 4.263 .7040 240 Lookout 4.183 .8725 240 Appraisal 4.175 .8450 240

Correlations

Organizationimproved

Productivity

Lookout

Appraisal

Organizationimproved

Pearson Correlation

1 .059 .069 .052

Sig. (2-tailed) .361 .287 .420 N 240 240 240 240

Productivity

Pearson Correlation

.059 1 .310** .661**

Sig. (2-tailed) .361 .000 .000 N 240 240 240 240

Lookout

Pearson Correlation

.069 .310** 1 .325**

Sig. (2-tailed) .287 .000 .000 N 240 240 240 240

Appraisal

Pearson Correlation

.052 .661** .325** 1

Sig. (2-tailed) .420 .000 .000 N 240 240 240 240

**. Correlation is significant at the 0.01 level (2-tailed).

CORRELATIONS /VARIABLES=Appreciation Praise Verbal Personality /PRINT=TWOTAIL NOSIG /STATISTICS DESCRIPTIVES /MISSING=PAIRWISE.

106

Correlations

Notes

Output Created 26-JUL-2016 16:53:50 Comments

Input

Active Dataset DataSet1 Filter <none> Weight <none> Split File <none> N of Rows in Working Data File

240

Missing Value Handling

Definition of Missing User-defined missing values are treated as missing.

Cases Used

Statistics for each pair of variables are based on all the cases with valid data for that pair.

Syntax

CORRELATIONS /VARIABLES=Appreciation Praise Verbal Personality /PRINT=TWOTAIL NOSIG /STATISTICS DESCRIPTIVES /MISSING=PAIRWISE.

Resources Processor Time 00:00:00.48 Elapsed Time 00:00:00.95

[DataSet1]

107

Descriptive Statistics Mean Std.

Deviation N

Appreciation

4.367 .8277 240

Praise 3.988 .7346 240 Verbal 3.983 .8432 240 Personality

3.904 .8253 240

Correlations

Appreciation

Praise Verbal Personality

Appreciation

Pearson Correlation

1 .235** -.039 .119

Sig. (2-tailed) .000 .546 .066 N 240 240 240 240

Praise

Pearson Correlation

.235** 1 .216** .419**

Sig. (2-tailed) .000 .001 .000 N 240 240 240 240

Verbal

Pearson Correlation

-.039 .216** 1 .100

Sig. (2-tailed) .546 .001 .123 N 240 240 240 240

Personality

Pearson Correlation

.119 .419** .100 1

Sig. (2-tailed) .066 .000 .123 N 240 240 240 240

**. Correlation is significant at the 0.01 level (2-tailed).

CORRELATIONS /VARIABLES=Status Compensation Utmost Motivator /PRINT=TWOTAIL NOSIG /STATISTICS DESCRIPTIVES /MISSING=PAIRWISE.

108

Correlations

Notes

Output Created 26-JUL-2016 16:54:38 Comments

Input

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240

Missing Value Handling

Definition of Missing User-defined missing values are treated as missing.

Cases Used

Statistics for each pair of variables are based on all the cases with valid data for that pair.

Syntax

CORRELATIONS /VARIABLES=Status Compensation Utmost Motivator /PRINT=TWOTAIL NOSIG /STATISTICS DESCRIPTIVES /MISSING=PAIRWISE.

Resources Processor Time 00:00:00.14 Elapsed Time 00:00:00.34

[DataSet1]

109

Descriptive Statistics Mean Std.

Deviation N

Status 4.325 .9433 240 Compensation

3.971 .7837 240

Utmost 4.008 .8916 240 Motivator 3.950 .8760 240

Correlations

Status Compensation

Utmost Motivator

Status

Pearson Correlation

1 .154* .081 .045

Sig. (2-tailed) .017 .209 .487 N 240 240 240 240

Compensation

Pearson Correlation

.154* 1 .186** .412**

Sig. (2-tailed) .017 .004 .000 N 240 240 240 240

Utmost

Pearson Correlation

.081 .186** 1 .033

Sig. (2-tailed) .209 .004 .614 N 240 240 240 240

Motivator

Pearson Correlation

.045 .412** .033 1

Sig. (2-tailed) .487 .000 .614 N 240 240 240 240

*. Correlation is significant at the 0.05 level (2-tailed). **. Correlation is significant at the 0.01 level (2-tailed).

CORRELATIONS /VARIABLES=Incentive Team Responsibility Contribution /PRINT=TWOTAIL NOSIG /STATISTICS DESCRIPTIVES /MISSING=PAIRWISE.

110

Correlations

Notes

Output Created 26-JUL-2016 16:55:14 Comments

Input

Active Dataset DataSet1 Filter <none> Weight <none> Split File <none> N of Rows in Working Data File

240

Missing Value Handling

Definition of Missing User-defined missing values are treated as missing.

Cases Used

Statistics for each pair of variables are based on all the cases with valid data for that pair.

Syntax

CORRELATIONS /VARIABLES=Incentive Team Responsibility Contribution /PRINT=TWOTAIL NOSIG /STATISTICS DESCRIPTIVES /MISSING=PAIRWISE.

Resources Processor Time 00:00:00.19 Elapsed Time 00:00:00.22

[DataSet1]

111

Descriptive Statistics Mean Std.

Deviation N

Incentive 4.321 .9380 240 Team 4.004 .7948 240 Responsibility

4.008 .7653 240

Contribution

3.817 .9680 240

Correlations

Incentive

Team Responsibility

Contribution

Incentive

Pearson Correlation

1 .346** -.254** -.105

Sig. (2-tailed) .000 .000 .103 N 240 240 240 240

Team

Pearson Correlation

.346** 1 .172** -.015

Sig. (2-tailed) .000 .008 .813 N 240 240 240 240

Responsibility

Pearson Correlation

-.254** .172** 1 .358**

Sig. (2-tailed) .000 .008 .000 N 240 240 240 240

Contribution

Pearson Correlation

-.105 -.015 .358** 1

Sig. (2-tailed) .103 .813 .000 N 240 240 240 240

**. Correlation is significant at the 0.01 level (2-tailed).

REGRESSION /MISSING LISTWISE /STATISTICS COEFF OUTS R ANOVA /CRITERIA=PIN(.05) POUT(.10) /NOORIGIN

112

/DEPENDENT MarketingPerformance /METHOD=ENTER Bonuses. Regression

Notes

Output Created 26-JUL-2016 16:56:27 Comments

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240

Missing Value Handling

Definition of Missing User-defined missing values are treated as missing.

Cases Used Statistics are based on cases with no missing values for any variable used.

Syntax

REGRESSION /MISSING LISTWISE /STATISTICS COEFF OUTS R ANOVA /CRITERIA=PIN(.05) POUT(.10) /NOORIGIN /DEPENDENT MarketingPerformance /METHOD=ENTER Bonuses.

Resources

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0 bytes

113

[DataSet1]

Variables Entered/Removeda

Model

Variables Entered

Variables Removed

Method

1 Bonusesb . Enter a. Dependent Variable: MarketingPerformance b. All requested variables entered.

Model Summary

Model

R R Square

Adjusted R Square

Std. Error of the

Estimate 1 .510a .260 .257 1.7354 a. Predictors: (Constant), Bonuses

ANOVAa

Model Sum of Squares

df Mean Square

F Sig.

1

Regression

251.818 1 251.818 83.614 .000b

Residual 716.782 238 3.012 Total 968.600 239

a. Dependent Variable: MarketingPerformance b. Predictors: (Constant), Bonuses

Coefficientsa

Model Unstandardized Coefficients

Standardized

Coefficients

t Sig.

B Std. Error Beta

114

1 (Constant)

7.972 .923 8.637 .000

Bonuses .488 .053 .510 9.144 .000 a. Dependent Variable: MarketingPerformance REGRESSION /MISSING LISTWISE /STATISTICS COEFF OUTS R ANOVA /CRITERIA=PIN(.05) POUT(.10) /NOORIGIN /DEPENDENT MarketingPerformance /METHOD=ENTER Recognition.

Regression

Notes

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Missing Value Handling

Definition of Missing User-defined missing values are treated as missing.

Cases Used Statistics are based on cases with no missing values for any variable used.

115

Syntax

REGRESSION /MISSING LISTWISE /STATISTICS COEFF OUTS R ANOVA /CRITERIA=PIN(.05) POUT(.10) /NOORIGIN /DEPENDENT MarketingPerformance /METHOD=ENTER Recognition.

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[DataSet1]

Variables Entered/Removeda

Model

Variables Entered

Variables Removed

Method

1 Recognitionb

. Enter

a. Dependent Variable: MarketingPerformance b. All requested variables entered.

Model Summary

Model

R R Square

Adjusted R Square

Std. Error of the

Estimate 1 .510a .260 .257 1.7353

116

a. Predictors: (Constant), Recognition

ANOVAa

Model Sum of Squares

df Mean Square

F Sig.

1

Regression

251.920 1 251.920 83.659 .000b

Residual 716.680 238 3.011 Total 968.600 239

a. Dependent Variable: MarketingPerformance b. Predictors: (Constant), Recognition

Coefficientsa

Model Unstandardized Coefficients

Standardized

Coefficients

t Sig.

B Std. Error Beta

1 (Constant) 7.949 .925 8.590 .000 Recognition

.518 .057 .510 9.147 .000

a. Dependent Variable: MarketingPerformance

REGRESSION /MISSING LISTWISE /STATISTICS COEFF OUTS R ANOVA /CRITERIA=PIN(.05) POUT(.10) /NOORIGIN /DEPENDENT MarketingPerformance /METHOD=ENTER Salary.

Regression

117

Notes

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240

Missing Value Handling

Definition of Missing User-defined missing values are treated as missing.

Cases Used Statistics are based on cases with no missing values for any variable used.

Syntax

REGRESSION /MISSING LISTWISE /STATISTICS COEFF OUTS R ANOVA /CRITERIA=PIN(.05) POUT(.10) /NOORIGIN /DEPENDENT MarketingPerformance /METHOD=ENTER Salary.

Resources

Processor Time 00:00:00.08 Elapsed Time 00:00:00.17 Memory Required 1820 bytes Additional Memory Required for Residual Plots

0 bytes

[DataSet1]

Variables Entered/Removeda

118

Model

Variables Entered

Variables Removed

Method

1 Salaryb . Enter a. Dependent Variable: MarketingPerformance b. All requested variables entered.

Model Summary

Model

R R Square

Adjusted R Square

Std. Error of the

Estimate 1 .502a .252 .249 1.7448 a. Predictors: (Constant), Salary

ANOVAa

Model Sum of Squares

df Mean Square

F Sig.

1

Regression

244.089 1 244.089 80.182 .000b

Residual 724.511 238 3.044 Total 968.600 239

a. Dependent Variable: MarketingPerformance b. Predictors: (Constant), Salary

Coefficientsa

Model Unstandardized Coefficients

Standardized

Coefficients

t Sig.

B Std. Error Beta

1 (Constant)

8.504 .883 9.626 .000

Salary .483 .054 .502 8.954 .000 a. Dependent Variable: MarketingPerformance

119

REGRESSION /MISSING LISTWISE /STATISTICS COEFF OUTS R ANOVA /CRITERIA=PIN(.05) POUT(.10) /NOORIGIN /DEPENDENT MarketingPerformance /METHOD=ENTER Reward.

Regression

Notes

Output Created 26-JUL-2016 16:58:47 Comments

Input

Active Dataset DataSet1 Filter <none> Weight <none> Split File <none> N of Rows in Working Data File

240

Missing Value Handling

Definition of Missing User-defined missing values are treated as missing.

Cases Used Statistics are based on cases with no missing values for any variable used.

120

Syntax

REGRESSION /MISSING LISTWISE /STATISTICS COEFF OUTS R ANOVA /CRITERIA=PIN(.05) POUT(.10) /NOORIGIN /DEPENDENT MarketingPerformance /METHOD=ENTER Reward.

Resources

Processor Time 00:00:00.11 Elapsed Time 00:00:00.19 Memory Required 1820 bytes Additional Memory Required for Residual Plots

0 bytes

[DataSet1]

Variables Entered/Removeda

Model

Variables Entered

Variables Removed

Method

1 Rewardb . Enter a. Dependent Variable: MarketingPerformance b. All requested variables entered.

Model Summary

Model

R R Square

Adjusted R Square

Std. Error of the

Estimate 1 .437a .191 .187 1.8146 a. Predictors: (Constant), Reward

121

ANOVAa

Model Sum of Squares

df Mean Square

F Sig.

1

Regression

184.891 1 184.891 56.148 .000b

Residual 783.709 238 3.293 Total 968.600 239

a. Dependent Variable: MarketingPerformance b. Predictors: (Constant), Reward

Coefficientsa

Model Unstandardized Coefficients

Standardized

Coefficients

t Sig.

B Std. Error Beta

1 (Constant)

8.980 .991 9.065 .000

Reward .456 .061 .437 7.493 .000 a. Dependent Variable: MarketingPerformance

RELIABILITY /VARIABLES=Bonuses Recognition Salary Reward MarketingPerformance /SCALE('ALL VARIABLES') ALL /MODEL=ALPHA /STATISTICS=DESCRIPTIVE SCALE /SUMMARY=MEANS.

Reliability

122

Notes Output Created 26-JUL-2016 16:59:45 Comments

Input

Active Dataset DataSet1 Filter <none> Weight <none> Split File <none> N of Rows in Working Data File

240

Matrix Input

Missing Value Handling

Definition of Missing User-defined missing values are treated as missing.

Cases Used Statistics are based on all cases with valid data for all variables in the procedure.

Syntax

RELIABILITY /VARIABLES=Bonuses Recognition Salary Reward MarketingPerformance /SCALE('ALL VARIABLES') ALL /MODEL=ALPHA /STATISTICS=DESCRIPTIVE SCALE /SUMMARY=MEANS.

Resources Processor Time 00:00:00.03 Elapsed Time 00:00:00.03

[DataSet1]

Scale: ALL VARIABLES

Case Processing Summary

123

N %

Cases

Valid 240 100.0 Excludeda

0 .0

Total 240 100.0 a. Listwise deletion based on all variables in the procedure.

Reliability Statistics

Cronbach's Alpha

Cronbach's Alpha

Based on Standardize

d Items

N of Items

.760 .759 5

Item Statistics

Mean Std. Deviation

N

Bonuses 17.167 2.1033 240 Recognition 16.213 1.9813 240 Salary 16.254 2.0935 240 Reward 16.171 1.9297 240 MarketingPerformance

16.350 2.0131 240

Summary Item Statistics

Mean Minimum

Maximum

Range Maximum / Minimum

Variance

N of Items

Item Means

16.431 16.171 17.167 .996 1.062 .174 5

124

Scale Statistics Mean Varianc

e Std.

Deviation N of Items

82.154 52.298 7.2318 5