Managing salesperson motivation in a territory realignment Academic Article uri icon

abstract

  • Although typically undertaken to improve aggregate sales force performance, the realignment of sales territories can be quite de-motivational to individual salespersons. Findings of two studies reported here demonstrate that salesperson motivation and performance can be positively influenced by the managerial actions taken during the implementation phase of a territory realignment. Actions based on expectancy theory were found to be more effective for salespeople whose territory realignment increased sales potential, and justice-based actions were more effective for salespersons experiencing a reduction in territory potential. © 2000 PSE National Educational Foundation. All rights reserved.

author list (cited authors)

  • Smith, K., Jones, E., & Blair, E.

publication date

  • January 2000