Field sales people have an unusual position in organisations in that they must be highly self‐motivated and self‐reliant, are largely unsupervised, but are often the major conduit for income into a firm. This article explores some theories of motivation in terms of sales staff, some sales and non‐sales activities of salespeople, learning, job satisfaction and performance. It is the first of a two‐part study.
Lancaster, G. and Simintiras, A. (1991), "Job‐related Expectations of Salespeople: A Review of Behavioural Determinants, Part I", Management Decision, Vol. 29 No. 2. https://doi.org/10.1108/EUM0000000000068
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