The purpose of this paper is to analyse the relationship among the compensation system (fixed or commission) applied to salespeople, the system by which they are controlled, and the effects of both on individual performance and sales organization effectiveness. Previous research has been extended in a different country/context, and from the field sales manager's points of view.
First, a cluster analysis was used to obtain a set of groups of salespeople characterized by their main compensation system (salary and/or commission). Also, ANOVA is used to analyze the significance of the differences due to the different compensation system.
The empirical data reflect the results of research involving 108 field sales managers and show that the compensation system used for the salespeople has significant effects on individual salesperson performance and sales organization effectiveness and is related to the control system used by the company. Companies with a compensation system based on a fixed salary use behavior control more than companies with a compensation system based on commission; salespeople who receive a greater proportion of compensation as a fixed salary give better individual performance than those who are paid by commission; salespeople who receive a greater proportion of their pay as a fixed salary are more effective than those paid largely by commission. Results do not show relevant differences among countries.
Any generalisation of results is limited by the characteristics of this study, in particular by the sample used and the particular situation of the country analysed (Spain). At the same time, and because the study relies on the subjective judgment of sales field managers' perceptions, the measurement of some concepts is subject to various cognitive biases.
Compensation for salespeople is one of the most important issues in saleforce management as it has a significant effect on motivation, which is critical, given the conditions of their working environment.
This paper analyzes the field sales manager's points of view and not that of the salesperson or the sales team. This provides a closer perspective because field sales managers operate between the salesperson and sales manager. This paper presents a framework based on Baldauf et al.'s and Piercy et al.'s previous research, with two main contributions. The first contribution is the proposed direct analysis of the relationships between various antecedents of effectiveness. The second contribution is the consideration of two dimensions of the effectiveness construct: financial efficacy and field sales manager satisfaction.
Küster, I. and Canales, P. (2011), "Compensation and control sales policies, and sales performance: the field sales manager's points of view", Journal of Business & Industrial Marketing, Vol. 26 No. 4, pp. 273-285. https://doi.org/10.1108/08858621111127018Download as .RIS
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