ADAMAWA BUSINESS JOURNAL
ISSN1 55274-2177
Volume 1, Number 2, Oct 2006
Adamawa Business Journal All rights reserved
ADAMAWA BUSINESS JOURNAL
ISSN 1 55274-2177
Editorial Board
Founding Editor
Dr. A.A.Aminu
Department of Business Management
University of Maiduguri.
Associate Editor
E.O.ONI
Department of Business Administration
Adamawa State University, Mubi-Nigeria
Secretary
Mr. John Ldama
Department of Business Administration
Adamawa State University, Mubi-Nigeria
Editorial Advisers
Prof. Usman A. Zahradeen
Department of Business Administration Bayero
University, Kano
Prof Walter C. Ndubuisi
Department of Business Management
University of Maiduguri
Prof. Abdullahi Mohammed Bashir
Department of Accounting
Usman Danfodiyo University, Sokoto
Prof Dahiru Hassan Balami
Department of Economic
University of Maiduguri
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Publishers.
Adamawa Business Journal
ISSN 1 55274-2177
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Adamawa Business Journal
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Copies of this journal are available from Department of Business Administration,
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The present volume contains nineteen articles from contributors from various
universities in Nigeria and the journal has greatly contributed to the development of
management education in Nigeria. Consequently 1 shall like to thank all our contributors
for their scholarly articles and invites others to send in their articles/papers in our next
edition so as to share their research findings with our numerous readers all over the
world.
Finally, I would like to thank the management of Adamawa State University,
Mubi for their academic, moral and support given to the production of the journal.
Dr. E.O.ONI
Associate Editor
ADAMAWA BUSINESS JOURNAL,
ISSN I 55274-2177
CONTENT
Volume 1. Number 2
October 2006
A PANACEA TOWARDS SOLVING CURRENT PROBLEM IN NIGERIA
1
M.k.AdebayoESQand Adekeye Shade (Mrs)
A RE-EXAMINATION OF EXPORTS AND ECONOMIC GROWTH IN
DEVELOPING ECONOMIES: EMPERICAL EVIDENCE FROM NIGERIA.
lyeli.I.Iyeli
15
A S1TUATIONAL ANALYSIS OF UNEMPLOYMENT IN NIGERIA
Dr. E.O.ONI
24
AN EMPIRICAL EXAMINATION OF THE ACCURACY OF PROFIT
FORCASTS INCLUDED IN PROSPECTUSES
Dr. S.S.Maimako
43 .
AN APPRAISAL OF FINANCIAL PERFORMANCE OF PRIVATICED
STATE-OWNED ENTERPRISES IN NIGERIA
A.G.Alooma, and Chris Musa Sika,
52
ASSETS PORTFOLIO BEHAVOUR OF COMMERCIAL BANKS IN
NIGERIA: A CO-INTEGRATION AND THE ERROR
CORRECTION SPECIFICATION: ON EMPIRICAL ANALYSIS.
Dr. E.O.ONI,
67
BANK CONSOLIDATION IN NIGERIA: EMPIRITIVE FOR THE
SURVIVAL OF THE BANKING INDUSTRY
Goshit, Gedeon Gokum.
78.
CONTRIBUTORY PENSION SCHEME: OPURTUNITIES AND
CHALLENGES FOR THE NIGERIAN FINANCIAL INSTITUTIONS
Dr. Y.B.Maiwada
89
DO UNDERGRADUATES HAVE WHAT IT TAKES TO BE
INTERPRENUERS AND MANAGERS OF SMALL BUSINESSES.
A STUDY OF VALUES AND PERSONALITIES.
Dr. (Mrs) S.L.Adeyimi
1OO
DUE PROCESS OF MAKING PAYMENT IN HIGHER INSTITUTION OF
LEARNING
Paul Aondona Angahar.
114
EFFECTS OF GOVERNMENT MARKETING ENVIRONMENT ON
AGRICULTURAL DEVELOPMENT- A STUDY ON
KWARA STATE COMMERCIAL FARMING INITIATIVES. R.A.Gbadeyan.
120
IMPACT OF THE CENTRAL SECURITIES CLEARING SYSTEM
OPERATIONS ON THE DE VEOPMENT OF CAPITAL MARKET
OPERATION. Ishaya Luka Chechet.
130
MANAGEMENT BY OBJECTIVES (MBO) AS A CHALLENG FOR
'141
DEVELOPMENT OF ADAMAWA STATE: CASE STUDY OF SELECTED
ORGANIZATIONS
Ldarna John
SMALL AND MEDIUM SCALE FNTERPRISES (SMEs) AS A CRITICAL
FACTOR ECONOMIC GROWTH AND DEVELOPMENT IN NIGERIA: A
THEORITICAL PERSPECTIVE
John ltodo
INTERNAL AUDIT AND CORPORATE CONTROL OF
IRREGULARITIES AND FRUADS Dr. Adefila J. J
150
156
THE IMPACT OF CONPENSATION PLAN ON SALES PERSON
PEFORMANCE: AN ATTRIBUTIONAL
Dr. J.O. Olujide and Aremu Mukaila Ayanda.
164
THE ROLE OF E-COMMETCE IN CONSUMER BUYING DECISION
Bananda Robinson A.
173
WOMEN 1NTERPRENUERSH1P DEVELOPMENT IN KWARA STATE: THE
STUDY OF UNDP ASSISTED WOMEN DEVELOPMENT PROGRAMME
Umar Gunu.
WHY PEOPLE BUY THE GOALS OF THE CONSUMER
VeronicaN.Ndubuisi.
189
181
THE IMPACT OF COMPENSATION PLAN ON SALESPERSON
PERFORMANCE: AN ATTRIBUTIONAL APPROACH
J. O. Olujide Ph.D.
E-mail: olujack52@yahoo.co.uk
Mobile line - 08033946877
and
Aremu, Mukaila Ayanda
E-mail: aremiiilaiaa@yahoo.com,
aremuilala@unilorin.edu.ng
Mobile line - 08036718531
Department of Business Administration,
Faculty of Business & Social Sciences,
University of llorin, llorin, Nigeria
Abstract
This study examined how managers of organizations compensate their salesperson effort
to impact evaluations of salesperson performance. Compensation plan is attributed to the
salesperson's ability or a performance attributed to the salesperson's effort. The results
of the study indicated that managers of many organizations react more punitively toward
salespeople with low performances attributed to effort than toward salespeople with low
performances attributed to ability in most of the organizations. It concludes therefore
that effective sales promotion performance will be determined by the good compensation
plan by the manager of any organization.
INTRODUCTION
Putting the customer first, through effective sales promotion is probably the most popular
phrase used by most of the organizations in recent time. This ranges from giant
conglomerates to the corner barbershops. Businesses have long sought to distract and
attract the attention of potential customers that live in a world of ever increasing
commercial bombardment. Everyday Nigerians are exposed to thousands of voices and
images in magazines, newspapers, and on billboards, websites, radio and television. Sales
promotions of all varieties pop up everywhere on streets, in stores and restaurants, and on
public transportation. Each of these sales promotion attempts to steal at least a fraction of
an unsuspecting person's time to inform him or her of the amazing and different attributes
of the product at hand. Because of the constant media saturation that most people
experience daily, they eventually become numb to standard sales promotion. The
challenge of the sales people is to find a hook that will hold the customer's attention and
keep them from changing the channel or turning the page. However, effective sales
promotion performance will be determined by the good compensation plan by the
manager of any organization.
The purpose of this study is to examine if good compensation plan determine the
performance of sales person in an organization. It is believe that if organization
adequately compensates the sales person they will handle sales promotion and
programme effectively and this will affect positively the organization performance.
162
THEORETICAL FRAMEWORK
Another area of interest in the sales management literature involves the role of the
manager in providing guidance, direction, and compensation to the sales personnel as
they operate in. their boundary spanning. Previous studies have directly or indirectly
linked manager; behaviors in the work environments to a variety of desirable work
related attitudes and perceptions. These include job satisfaction and reduced role stress
(Babin & Boles, 1996; Kohli, 1989).
Thus, previous research have demonstrated considerable interest in the area of
salesperson as well as supervisory behavior/management style. While many studies have
investigated these issues, one area that has not been directly addressed is how a
compensation plan is influenced by the sales performance.
Attribution theory pertains to the processes used by individuals to interpret
events by developing causal explanations. According to Weiner (1972), attribution
theorists are interested in the relationship between events and the reasoning that is
developed to explain those events. Weiner's (1972; 1980) attribution paradigm was
derived from Heider (1958). In his analysis, Heider (1958) suggested that people act like
"naive scientists" by trying to explain why particular behaviors or events occur. In
attempting to interpret behaviors, individuals may consider factors within the person
(such as ability and effort) or within the environment (such as task difficulty and luck).
Weiner (1972) proposed that these perceived causes for behavior (ability, effort, task
difficulty, and luck) vary along three dimensions: Locus - whether the cause in internal or
external to the person; stability - whether or not the cause varies over time; and
controllability - whether the cause in under the person's volitional control. Subsequent
responses to a behavior (e.g., performance) depend more on the underlying dimension of
the attributed cause than on the cause itself. Since both ability and effort are internal to
the person, they may vary in terms of stability and controllability. Specifically, ability is
generally considered a stable and uncontrollable cause; whereas effort is considered an
unstable and controllable cause. According to Weiner, it is the controllability of the cause
that affects evaluations. Since effort is generally considered as more controllable than
ability, attributions to effort are predicted to result in more extreme evaluations than
attributions to ability since the individual is seen as more personally responsible for the
performance outcome when it is attributed to effort. A number of studies in non-sales
environments have found that when success was attributed to effort, high performance
was evaluated more positively, and when failure was attributed to effort, low
performance was more severely punished (Weiner, Russell, and Lehrman, 1979;
Knowlton and Mitchell, 1980; Pence, Pendleton, Dobbins, and Sgro, 1982).
One area, however, that has received relatively less attention concerns how an
organization's work environment/climate influences the actual behaviors occurring within
the sales encounter between outside business-to-business salespeople and their customers
(Oliver & Anderson, 1994; Vitell, Rallaplalli, & Singhapakdi, 1993).
The stability rather than the controllability of the perceived cause determines
responses that are based on expectations of future performance (Weiner, 1972). When
performance is attributed to a stable cause, the individual is expected to perform in a
similar manner in the future. Since ability is typically viewed as more stable than effort,
responses that require some predictions of future performance, such as promotion should
be governed by ability attributions.
163
COMPENSATION PLAN
Salesperson compensation is another of the key issues in sales force management
(Moncrief and Shipp, 1997). Organisations typically use compensation plans as one
method to direct salesperson behavior and provide motivation. Unfortunately, given its
importance to management and its influence on salesperson behaviors, empirical research
concerning the effect of compensation plans is somewhat limited. Most of the academic
literature examining this issue appears to focus either on the preferences of managers and
salespeople for various types of rewards (Chonko, Tanner and Weeks, 1992) or the role
of incentives to achieve sales objectives (Caballero, 1988; Hastings, Kiely, & Watkins,
1988). While the reward attractiveness literature suggests plans that may be more or less
attractive to salespeople, it provides little insight into how the plan affects behavior other
than motivation. Previous studies examining compensation and/or managerial behaviors
on salesperson activities have examined the role of psychological climate on the
attractiveness of rewards (Tyagi, 1985), the role of compensation as it influences the
performance of service providers (Evans & Grant, 1992).
Another area of compensation research that has recently received relatively
greater interest involves examining the effects of an outcome-based versus behaviorbased management control system (Anderson & Oliver, 1987). Cravens et al. (1993)
found that behavioral control systems are important in providing more direct control of
salesperson behaviors. Most organizations intend to use their compensation system to
influence salesperson behavior --thereby achieving important organizational goals
(Churchill, Ford and Walker, 1997). However, if that system is resulting in negative or
unwanted behaviors, then the organization may see unanticipated consequences of the
compensation plan. Further, a manager will see the compensation system as guiding and
directing his/her managerial focus. Thus, a compensation plan that is improperly targeted
or imprecisely thought out may result in unwanted results in terms of salesperson
behaviors relative to customers.
SELLING AND CUSTOMER ORIENTATION
Customer orientation is "the practice of the marketing concept at the level of the
individual salesperson and customer" by providing customer satisfaction and establishing
mutually beneficial long-term relationships (Saxe and Weitz 1982). On the other hand, a
firm engages in selling orientation when "an organization seeks to stimulate demand for
products it produces, rather than producing products in response to customer needs"
(Saxe and Weitz, 1982).
A salesperson's customer orientation has been linked to several very positive
outcomes in the buyer-salesperson dyad. One set of these results relates to salesperson
performance from the selling firm's perspective. Customer orientation has been linked to
salesperson performance in various settings. These include both industrial and retail
settings (Dunlap, Dotson & Chambers, 1988; Swenson and Herche, 1994). Salespeople
that adopt a customer oriented versus a sales oriented approach to selling appear to
perform better across time. A second set of consequences occurs in the dyadic interaction
between a salesperson and his/her customer. First, customer orientation is related to
relationship quality in a business-to-business sales environment (Williams and Altaway,
1996). In addition, the greater the customer orientation a salesperson exhibits toward a
customer, the greater the customer satisfaction with the salesperson and indirectly with
the organisation and manufacturer (Goff, Boles, Bellenger, and Stojack, 1997). These
results indicate the great importance that an organisation should place on a salesperson
that sells expensive or risky products/services adopting a customer oriented approach to
the sales process. The question that remains to be answered are how to develop a
customer oriented sales force?
164
Steps in Sales Promotion
In using sales promotion, the organisation must take some major decision steps, which
(include:
• Establishing the sales promotion objectives
• Selecting the sales promotion tools
• Developing the sales promotion programme
• Implementing and controlling the promotion programme
• Evaluation of the sales promotion result.
Establishing the sales promotion objectives: According to Ostland (1969) sales
promotion objectives are derived from basic marketing communication objectives, which
are derived from more basic marketing objectives: such promotion varies with the type of
target market. For consumers, objectives include encouraging more usage and purchase
of large size units, building trial among members and attracting competitors' brand users.
For the retailers, objectives include inducing retailer to carry new items and
higher levels of inventory, encouraging off-season buying, encouraging stocking of
related items, building brand loyalty of retailer, and gaining new retail outlets. For the
sales force objectives include: encouraging support of a new product, or model,
encouraging more prosperity and stimulating off-session sales.
Selecting the Sales Promotion Took: The promotion planner should take into
account the type of market, sales promotion objectives, competitive conditions and cost
effectiveness of each tool. The main tools are: samples, coupons, price packs, premium
and trading stamps. These tools made up the bulk of consumer promotion. Samples are
offers of amount or trial of a product to consumers. Coupons are certificate entitling the
bearer to a stated scoring on the purchase of a specific product. They can be effective in
stimulating sales of a mature brand and inducing early trial of a new brand. Price packs
(also called cents off deals) are offers to consumers of savings off the regular price of a
product, flagged in the label or package. Price packs are very effective in stimulating
short terms sales, even more than coupons. Premiums are merchandise offered at a
relatively low cost or free as incentives to purchase a particular product. A with-pack
premium accomplishes the product inside (in pack) or (on pack) the package. Trading
stamps are special type of premium received by customers making purchases, which they
can redeem for merchandise through stamp redemption centers.
Developing the Sales Promotion Programme: Kotler (2004) make some
additional decisions to define the full promotion programme such as size of incentive
offered: - here some of the large consumer package goods firms have a sales promotion
manager who studies the effectiveness of past promotions and recommends appropriate
incentives to brand manager. Other programmes are conditions for participation,
distribution vehicle for promotion, duration of promotion, timing of promotion and total
sales promotion budget /cost.
Implementing and Controlling the Promotion Programme: Implementation
and control plan for individual promotion should be established. Implementing planning
must cover lead-time and self off time; lead-time is the time necessary to prepare the
programme prior to launching it.
It covers initial planning, design, and approval of package modification or
material to be mailed or distributed to the home, preparation of conjunctive advertising
and point of sales materials, notification of field sales personnel, establishment of
allocations for special premium, or packaging and printing of special premium, or
packaging materials production of advance inventories and staging at distribution centers
in preparation for release at a specific date and finally the distribution to the retailer.
165
Evaluation of sales promotion result: Evaluation is a crucial and yet according to
Strang (1976) "evaluation of promotion programs receives little attention". Even where
attempt is made to evaluate a promotion, it is likely to be superficial. Evaluation in terms
of profit ability is even less common. The most common method is to compare sales
before, during and after a promotion. Sales promotion plays an important role in the total
promotion mix. However, all the promotional elements are important and therefore, have
to interact with each other to make any promotional activity successful.
METHODOLOGY
The study was conducted with business-to-business salespeople in Ilorin
metropolis among the sales personnel of manufacturing organisations located in Ilorin.
The organisations covered during the investigation were Nigerian Bottling Company,
Dangote Industries, Global Soap and Detergent Industries, all in Ilorin. The sampling
method used for this research is modeled on purposive sampling (Jancowicz, 1991),
whereby the choice of sample is made so that certain pre-conditions are met in respect of
choosing sales persons whose views are relevant to the issue in question. The purposive
sampling approach covered organisation with over 50 employees. The researcher
administered the questionnaires to salespeople in the selected organisations. A total of
one hundred and fifty (150) questionnaires were sent out; 123 replies were received, of
which 113 were deemed to be valid. This constitutes a usable response rate of 75.3 per
cent. Of the 113 usable responses, Nigerian Bottling Company sales persons had a higher
proportion (42.3 per cent) of valid responses, while Global Soap and Detergent Industries
had next to it (31.5 per cent) and Dangote Industries having the least (26.2 per cent). The
typical sales personnel used for the investigation had a college education. Average sales
experience with the organisation was slightly over two years.
A non-parametric measure, which was based on chi square statistical method of
analysis was used to test the formulated hypothesis. The primary purpose of this is to
determine the association between compensation plan and sales person performance.
Analysis of Variance - ANOVA was also used to test the relationship between the
compensation plan and sales force performance among the three groups of the selected
sales force in the three chosen organisations.
MEASURES
organisations is probably due to chance.
DISCUSSION AND IMPLICATIONS
Sales promotion is refer to as special selling effort employed All items used for
this investigation were scored on a 1-5 response scale where 1 = uncertain, 2 4 items. Chi
square analysis for goodness of fit, shows that our X20bt value (1.736) is less than the
X2crit value (7.642) at 3 degrees of freedom and 0.05 significance level, therefore we
deduce that the distribution of responses across = strongly disagree, 3 = disagree, 4 =
agree and 5 = strongly agree. The sales person compensation plan measure consisted of 2
items; the management support for sales person selling approach measure was composed
with 5 items; the management support for selling oriented sales approach scale consisted
of 5 items; and the salesperson customer oriented selling scale included by different
organizations to boost the image of their products in the competitive market and hence
achieve high sales, maximizing profit and at the same time gaining competitive
advantage over other organisation of the same trade. Sales promotion may be directed at
consumers in the form of consumer promotion, or middlemen in the form of trade
promotion. Even operators of the department store and supermarket use sales promotion
periodically to clear their inventories in the form of Business Promotion.
166
The steps involves to plan and implement a sales promotion are quite similar to
those in advertising campaign. You need to understand the target audience, establish
objectives, identify resource constraints, select methods and vehicles, and evaluate the
program after it is launched.
The degree of salesperson performance exhibits has been linked to compensation
plan established by the organisation. Saxe and Weit (1982) suggest that purchasers
involved in risky situations where failure may be critical to the organisations are likely to
be particularly motivated by a salesperson exhibiting a customer orientation. Research
supports that position since it indicates that business-to-business customers and big-ticket
retail buyers respond to a salesperson's aggressiveness. For these reasons, adequate
compensation plan is very essential for the sales person if organisation wants to achieve
its organisational goal(s). Previous studies have shown how a firm's market orientation
(Siguaw, 1994) and culture (Williams and Attaway, 1996) can influence a salesperson's
customer orientation. This study adds to this body of literature by indicating how a
compensation plan affects sales performance that, in turn, can influence sales person
selling approaches. Results from this paper indicate that the compensation plan used by
an organisation has a strong influence on the selling style and performance of the sales
person. It specifically revealed that compensation plan is positively related to managers
encouraging a customer-oriented selling approach by their salespeople and negatively
related to a manager emphasizing a selling oriented style of selling in their various
organisations. Decisions concerning whether or not to compensate appear to be based on
performance level in the three selected organisations, whereas decisions concerning the
amount of pay increases appear to require comparisons among equivalent sales personnel.
The study indicates that adequate compensation plan has been considered as the most
appropriate parameter that will boost the morale of sales personnel. This was strongly
agreed by the 68.8% of the sales person respondents. The calculated % c2 value 11.3 is
greater than %t2 value at 9.42.
Comparing Sales Person Responses Group Analysis of Variance (ANOVA)
Source
Between sales person group
Within sales person group
d.f
2
110
Sum of square
146.0500
1983.5034
Means square
73.025
18.03
F
4.050
4.050
Source: Authors Computation
Since the F calculated is greater that F tabulated using ANOVA table at 0.05
level of significance with vi = 3 and v2 = 115 - 3 = 112 i.e. f* > f 0.05 (4.05 > 2.76) we
reject the null hypothesis. The implication of this is that there is strong correlation
between the compensation plan and sales person performance. Therefore, organization
must repackage their compensation plan for the sales person in order to increase their
performance. This will also enhance organisation performance.
SUMMARY AND CONCLUSION
The more complex a product or service is to understand and use, the slower is its
adoption rate by the customers and buyers. This will then affect the sales effort of the :
sales people. This usually call for sales aggressive on the part of the sales person. before
the product or services can be pushed to the potential buyers.
A variety of factors may moderate attributions for performance and subsequent'!
responses to those attributions by the sales person. Dubinsky, Skinner and Whittler
(1989) discovered that both attributions for responses to low performing salespeople \
varied depending on the salesperson's work history (good/bad). In this paper, it was :
167
assumed that the salespeople as having the same degree of training, experience education.
One research direction would be to see what impact varying the levels of these, or other
variables, would have on the effects of ability and effort attributions.
Compensation plan is more centrally linked to the activities and performance of
the sales persons. Compensation plan therefore drove management behavior and that
some management behaviors are directly related to a salesperson efforts and
performance.
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