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Management by Objective: an Imperative factor for Shaping the Salesforce Morale

机译:目标管理:塑造Salesforce士气的必要因素

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Managers in all sorts of firms have long extolled the importance of morale in building effective sales force management. Groups with only mediocre talent have achieved great results because their sales people had excellent morale. Conversely, talented sales people with poor morale seldom achieve much. Sales force morale have been of great concern to every sales manager. To provide a framework for the analysis of this study, much was drawn from Peter Druckers’s concept of Management by Objective (MBO), which is a system of evaluating subordinates for their ability to achieve specific organizational goals or performance standards and to meeting operating budgets. A sample of 350 salespeople and managers in selected multinational forms in Nigeria was determined using a mean. The hypothesis was tested using the Multiple Analysis of Variance (MANOVA) statistics to obtain the results that gives high F – values and P < 0.000 indicating that the results generated are not due to chance, thus are current and significant. Also with r- Squared values that are at least 0.836, a very strong relationship is established between the research questions. Having adjusted r-squared values that are at least 0.834, it is determined that at least 83.4% of change is caused by the independent variable. Based on this, the null hypothesis is rejected, suggesting that joint goal determination and periodic joint review of accomplishment by the sales manager and the salesperson have significant effect on the salesforce morale. This suggest that salespeople who participate in an MBO program are more likely to know what is expected of them and to feel that their goals are attainable and equitable than those who do not take part in such a program. Hence, when sales people have a clear understanding of their roles, not only is their performance higher; their moral and job satisfaction is higher, and their propensity to leave the firm is lower. Keywords: Management by Objectives (MBO), Salesforce Morale, Job satisfaction, Integrating Interests Reward Orientation, Organizational Climate.
机译:长期以来,各种公司的经理都夸大了士气在建立有效的销售队伍管理中的重要性。仅具有中等才能的团队就取得了很好的成绩,因为他们的销售人员士气高昂。相反,士气低落的才华横溢的销售人员很少有成就。销售人员的士气受到每个销售经理的极大关注。为了提供用于分析此研究的框架,我们从彼得·德鲁克(Peter Druckers)的目标管理(MBO)概念中汲取了很多东西,该系统是一种评估下属实现特定组织目标或绩效标准以及满足运营预算的能力的系统。使用平均值确定了在尼日利亚选定的跨国形式的350名销售人员和经理的样本。使用方差多元分析(MANOVA)统计数据检验了该假设,以得出具有较高F –值和P <0.000的结果,表明生成的结果不是偶然的,因此是最新且有意义的。同样,r-平方值至少为0.836,在研究问题之间建立了非常强的关系。调整r平方值至少为0.834后,确定至少有83.4%的变化是由自变量引起的。基于此,无效假设被拒绝,这表明销售经理和销售人员的共同目标确定和绩效的定期联合评审对销售人员的士气有重大影响。这表明,参加MBO计划的销售人员比不参加MBO计划的销售人员更有可能了解他们的期望,并认为他们的目标是可以实现和公平的。因此,当销售人员清楚地了解自己的角色时,不仅他们的业绩会更高。他们的道德和工作满意度较高,而离开公司的倾向较低。关键字:目标管理(MBO),Salesforce士气,工作满意度,利益整合导向,组织氛围。

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