International Journal of Trend in Scientific Research and Development (IJTSRD)
Volume 5 Issue 4, May-June 2021 Available Online: www.ijtsrd.com e-ISSN: 2456 – 6470
The Effects of Personality Traits and Motivations on
performance of Salespeople - The Mediating Effects
of Organizational Commitment and Compensation
Dong-Jenn Yang, Pham Thi Phuong Dung
Department of Business Administration, I-Shou University, R.O.C., Kaohsiung, Taiwan
ABSTRACT
This study tested the relationship between the factors of intrinsic, extrinsic,
extraversion, agreeableness personality traits, and salesperson’s performance
and explored the moderating variables of organizational commitment and
compensation. Questionnaires were distributed to 200 salespeople in various
retail organizations and companies selling fashion products of Ho Chi Minh
City in Vietnam and 196 valid copies were received. The SPSS and HLM were
employed to analyze the data and to test the research hypotheses. The results
showed that a positive significant effect of extrinsic, extraversion and
agreeableness personality traits on salespeople’s performance and there is no
relationship between salespeople’s intrinsic motivation and their
performance. Additionally, the findings also verified the moderator factor as
compensation on the relationship of intrinsic motivation and agreeableness on
salesperson’s performance. Finally, some accommodating advantages for retail
organizations as well as sales managers in making hiring and training
decisions are provided in this research.
How to cite this paper: Dong-Jenn Yang |
Pham Thi Phuong Dung "The Effects of
Personality Traits and Motivations on
performance of Salespeople - The
Mediating Effects of Organizational
Commitment
and
Compensation"
Published
in
International Journal
of Trend in Scientific
Research
and
Development
(ijtsrd), ISSN: 24566470, Volume-5 |
IJTSRD43702
Issue-4, June 2021,
pp.1666-1673,
URL:
www.ijtsrd.com/papers/ijtsrd43702.pdf
KEYWORDS: Personality Traits, Organization Commitment, Organization
Compensation, Salespeople Performance
Copyright © 2021 by author (s) and
International Journal of Trend in Scientific
Research and Development Journal. This
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INTRODUCTION
According to Avlonitis and Nikolaos (2007) expanding global
competition, low levels of financial growth and shrinking
customer bases have heightened the need to discern
determinants of real success within sales sector
organizations. Because of the number of salespeople
employed and the amount of money expended on their
treatment, sales force management is critical in many
organizations. After all, a salesperson's efficiency is also
critical to a company's growth (Erdheim et al., 2006;
Zoltners et al., 2009).
Since salespeople deal with financial, product or object, and
customer information that can quickly be moved from one
company to the next, their performance is critical for
businesses (Rahman et al., 2014a). Salespeople's efficiency
and obligation to the company are crucial factors in the
organizations' long-term growth (Buciuniene & Skudiene,
2015). According to observational research (Payne et al.,
2001), maintenance reminders from sales managers
enhanced sales productivity and, as a result, boosted sales.
Furthermore, salespeople's output is vital to the industry's
potential development and prosperity (Magandini & Tendai,
2015). In view of salespeople's success and direct interaction
with customers, and the belief that this would impact sales
results, this individual degree of business sector orientation,
referred to as salespeople's performance presentation is of
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exceptional importance. Researchers calculated that evidence
inside the industry organization promotes and supports
market sector orientation based on the sale orientation
(Rajagopal& Ananya, 2008).
Salespeople’s expectations of their supervisors represent
behaviors that are greatly related to confiding in the
company director and, as a result, to both job satisfaction
and overall sales performance in the business organization.
Moreover, Terho etal. (2015) formulated that the role of
sales managers in administration is critical. Managers or
leaders have a major impact on their salespeople's
embellishment habits and attitudes (Mulki, 2015).
Furthermore, Marks and Gordon (2015) stated that
salespeople tailor sales messages to each buyer's specific
desires, and it has long been considered a benefit of personal
selling over many other methods of interaction. Therefore,
the effective management and supportive actions of the
organization contribute to the success of the salesperson’s
job performance.
Salespeople, on the other hand, need specific communication
and leadership skills in order to establish and strengthen
consumer relationships. Despite this, no study has been
performed on salespeople's efficiency (Deeter-Schmelz &
Sojka, 2003). Talukder and Jan (2017) reported that the
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intrinsic motivation, extrinsic motivation, organizational
commitment, and compensation of salespeople are all based
on their success. The findings indicated that the five-factor
model (extraversion, agreeableness, conscientiousness,
emotional stability, openness to experience) has a positive
impact on sales performance. When there are variations in
an individual's distinctive attributes and features,
personality plays an important part (Maslow et al., 1970).
This research focused on the salesperson’s personal
characteristics and organizational management mechanism
how to influence salesperson’s job performance and the
following are the research objectives: 1. Exploring what
personal
characteristicscan
significantly influence
salespeople’s performance. 2. Figuring out how organization
commitment and compensation how to moderate the
influence of these factors on salespeople performance.
LITERATURE REVIEW
Salespeople Performance
Salesperson’s performance, according to Buciuniene and
Skudiene (2009), is one of the main keys affecting sales
volume, efficiency, consumer satisfaction, and unexpected
expenses. This means that the company's purchases are
going to have a direct effect on the total performance
relationship. Furthermore, Miao and Evans (2013) agree that
salesperson’s performance in the company enterprise is
critical since they work with critical financial, product, and
customer data that can easily be shared from one entity to
the next. As a result, salespeople’s motivation and
commitment to their companies are critical factors in their
long-term success. Sales companies that have shown high
degrees of efficacy up to that point are knowledgeable of
sales management activities (Parvinen et al., 2013). While
the previous study has recognized the significance of
salesperson and sales organization appropriateness
throughout sales management schemes (Longenecker et al.,
2014). The aim of the previous research was to look at the
impact of other hierarchical and administrative factors, aside
from salesperson’s efficiency, on understanding the sales
organization's adequacy (Buciuniene & Skudiene, 2009; Dey
et al., 2016). It is suggested that as management engages
with and tries to build up the sales team, companies will
have better execution.
Motivation
They differentiated between various forms of motivation
depending on the different motives or aims that lead to
intervention in Self-Determination Theory (Deci & Ryan,
1985). Furthermore, the most important distinction is
between intrinsic motivation (conducting something
because it is computationally intractable or enjoyable) and
extrinsic motivation (doing something just because it
achieves a particular result) (Ryan & Deci, 2000). Over past
decades of research had also appeared that the level of
experience and success can be somewhat different when
acting for intrinsic versus extrinsic purposes.
Intrinsic Motivation
According to Ryan and Deci (2000) intrinsic motivation
means doing something for the purpose of doing so, and
therefore the action is enjoyed for its own sake and
continues to be maintained. Yousaf, Yang and Sanders
(2015) specifically associated intrinsic motivation with the
enjoyment and fulfillment gained from performing the task.
Since it is proposed that the motivational power of job
characteristics (thus intrinsic motivation) is correlated with
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employee success in doing their jobs, we anticipate a
favorable relationship between intrinsic motivation and
salesperson’s performance (Fried & Ferris 1987). According
to Amabile, Hill, Hennessey and Tighe (1994), intrinsic
motivation is concerned with the enjoyment gained by
completing a mission. Moreover, Ryan and Deci (2000)
stated that intrinsic motivation can also influence a person's
performance of learning and satisfaction when performing a
specific action, as previously mentioned. According to
previous research findings, higher levels of intrinsic
motivation typically contribute to a desire to spend more
resources in a given task and, as a result, form a sense of
ease (Ryan & Deci, 2001; Ayeh et al., 2013). Eventually,
salespeople's success is linked to intrinsic motivation, which
is influenced by occupational engagement (Yousaf et al.,
2015). Therefore, the following is proposed:
Hypothesis 1: Intrinsic motivation has a significant positive
influence on salespeople performance.
Extrinsic Motivation
Extrinsic motivation is described by San Martn and Herrero
(2012) as the assumption that customers would be required
to carry out a movement if it were seen to be critical in
securing prestigious results unique to the activity, such as
increased work efficiency and advancement. According to
Venkatesh et al. (2003), output expectancy is the degree to
which a person feels that using the tool can assist him or her
in enhancing the performance of a task or work. This
variable is analogous to terms like extrinsic incentive and
success expectation in this regard. Besides, the study by
Haines, Saba and Choquette (2008), extrinsic motivation
refers to the need to engage in certain behaviors in order to
achieve specific goals or rewards. After that, extrinsic
motivation is described as the assumption that customers
may need to perform an action to achieve positive results
that are exclusive to the operation, such as increased
employment status and rewards (San Martn & Herrero,
2012). Extrinsic motivation, according to McCombs (2012),
refers to a bonus that a person gets in addition to the
challenge itself, such as praise or prizes. Furthermore,
extrinsic information is related to both salespeople's and the
context's success, and these links are broken by
organizational commitment (Yousaf et al., 2015). As a
consequence, the following is proposed:
Hypothesis 2: Extrinsic motivation has a significant positive
influence on salesperson’s performance.
Personality Traits
The researcher concentrated solely on two factors:
extraversion and agreeableness, which have the strongest
links to salespeople's success (Waheed et al., 2017). Other
experts have reported that extraversion and agreeableness
from The Big Five have a positive effect on sales success
(Warr et al., 2005; Warr et al., 1979).
Extraversion
According to Barrick and Mount (1991), extraverts are
optimistic, enthusiastic, and ambitious in their acts. They
also noted that this personality trait is connected to being
talkative, initiating conversations, being enthusiastic, and
behaving boldly. Furthermore, extraverts are engaged,
sociable, enthusiastic, and relaxed individuals (Herzberg,
2003; Sung & Choi, 2009). Eventually, an extravert likes
being at a company for a long time and enjoys working as
part of a team. (Miller, 2015).
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Barrick and Mount (1991) also noted extraversion and
agreeableness are both dominant characteristics in the
world of sales. Following that, Tadepalli et al. (1999) agreed
that personality characteristics like agreeableness and
extraversion have little bearing on sales efficiency. Widmier
(2002), on the other hand, believes that people with elevated
levels of extraversion personality characteristics do well in
sales. Likewise, individuals who have a low level of
emotional stability can struggle to succeed in sales. Since
repeated research has validated this observation, Barrick
and Mount (2005) hypothesized that extraversion will have
a major positive association with salespeople's efficiency.
Besides, Herzberg (2003) added that extraverted people are
more involved in their daily activities. Thus, Extraversion is a
personality trait that can play a major role in sales. Indeed,
people with high extraversion have a lot of motivation and
optimism, which encourages activities like finding
gratification and proactively solving challenges, which can
help them think more creatively and do well (Zhao & Seibert,
2006).
Agreeableness
Barrick and Mount (1991) showed that agreeableness is
synonymous with politeness, flexibility, confidence, goodnaturedness, forgiveness, cooperation, soft-heartedness, and
tolerance. An individual with the agreeableness personality
trait is often approachable and thoughtful (Arkin & Hassin,
1994).
In the assessment of McCrae et al. (2005), a person who is
accommodating has a high degree of trustworthiness,
whereas a person who is disagreeable has a low degree of
credibility, while a non-agreeable person is considered to be
dishonest, cynical, and self-serving. As a consequence,
academics refer to employee honesty as a predictor of
agreeability. This is because, in order to achieve high levels
of effectiveness, consumers must have a positive relationship
with salespeople (Sackett, 2002). To support this argument,
Swan, Bowers, and Richardson (1998) identified an
important positive association between salespeople's
success and customers' level of confidence in salespeople in
one of the first meta-analyses of sales literature. As a result,
one might argue that the efficacy of salespeople-customer
partnership is the rationale for agreeableness against
salespeople's performance's predictive validity (Thoresen, et
al., 2004).
Finally, Per Barrick and Mount (1991) also noted
extraversion and agreeableness are both dominant
characteristics in the world of sales. Following that, Tadepalli
et al. (1999) agreed that personality characteristics like
agreeableness and extraversion have little bearing on sales
efficiency. Based on previous research, this study proposed
the following hypotheses:
Hypothesis 3: Extraversion personality trait has a significant
positive influence on salesperson’s performance
Hypothesis 4: Agreeableness personality trait has a
significant positive influence on salesperson’s performance.
Organizational Commitment
There are few studies that have looked at organizational
loyalty by long-term service salespeople (Akroush & AlMohammad, 2010; Rahman et al., 2014b). Buciuniene and
Skudiene (2009) discovered that organizational engagement
has a positive effect on salespeople's success in the company.
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According to the results of Zain and Jan's (2014) research,
organizational engagement has a favorable effect on tenure.
Besides, Meyer, Becker and Vandenberghe (2004) stated
that determination can be an especially strong source of
inspiration, leading to perseverance in a plan of action, even
in the face of adversity. Next, intrinsic encouragement has an
important positive effect on salespeople's work satisfaction
and corporate engagement (Zain and Jan, 2014). Intrinsic
motivation is linked to the success of salespeople, and this
connection is influenced by occupational engagement
(Yousaf et al., 2015).The following theories were proposed
based on this literature:
Hypothesis 5a: Organization commitment significantly
moderates the influence of intrinsic motivation on
salesperson’s performance.
Hypothesis 6a: Organization commitment significantly
moderates the influence of extrinsic motivation on
salesperson’s performance.
Hypothesis 7a: Organization commitment significantly
moderates the influence of extraversion personality trait on
salesperson’s performance.
Hypothesis 8a: Organization commitment significantly
moderates the influence of agreeableness personality trait
on salesperson’s performance.
Compensation
The scientific value of one aspect of the sales strategy
arsenal: salespeople pay in the business enterprise, is underappreciated. Indeed, behavioral scientists have studied the
motivational impact of different monetary and nonmonetary
incentives on salespeople's success (Darmon & Rouziès,
2015). Furthermore, Lopez et al. (2006) found that
increasing sales pay improves salespeople's efficiency the
most. The findings tend to show that a large number of deals
pay could be preferable to a small amount of sales
compensation. The high fast compensation scheme is seen in
the corporate sector because of these considerations
(Bomers et al., 2016).
Any firms compensate salespeople a small portion of their
pay per month as part of a long-term pay package. The
benefit of this salespeople payout practice, according to
Bomers et al. (2016), is that it allows sales operators to
continue providing services to customers at all times,
resulting in a less fleeting cantered. Be that as it may, in
comparison to high fast salesperson’s rewards, the use of a
leveled pay package can debilitate sales reps by slowing the
accumulation of wealth. Accordingly, we proposed that:
Hypothesis 5b: Compensation significantly moderate the
influence of intrinsic motivation on salesperson’s
performance.
Hypothesis 6b: Compensation significantly moderate the
influence of extrinsic motivation on salesperson’s
performance.
Hypothesis 7b: Compensation significantly moderate the
influence of extraversion personality trait on salesperson’s
performance.
Hypothesis 8b: Compensation significantly moderate the
influence of agreeableness personality trait on salesperson’s
performance.
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METHOD
Research Design
The research aimed to the influence of the factors as intrinsic motivation, extrinsic motivation, extraversion and agreeableness
on salesperson’s performance. In addition, this study explores if there are significant moderating effects of organizational
commitment and compensation on the relationships between these factors and salespeople performance. The framework of this
study is shown in Figure 1.
Figure 1 the framework of this study
Sampling and Data Collection
Data was gathered by participants who used to be or are currently a salesperson at retail companies or organizations selling
fashion products in Ho Chi Minh City in Vietnam. A total of 196 valid data samples were collected by the Google Drive platform
with questionnaire surveys and convenience for distribution and data collection from June to August 2019. Among them, 19.9%
were males and 74.5% were females. Further, 91% were aged between 18 and 28years old. In terms of educational level, 82.7%
were High and below and 17.4 were Bachelor. Finally, 16.8% were less than 1 year, 51% were 1-2 years, 32% were above 3
years of sale experience.
Questionnaire Design and Reliability
The questionnaire has five sections consisting of the demographics and the items that measure personality traits, motivation,
organizational efforts, and job performance of salesperson.
To measure extraversion 4 items and agreeableness 5 items personality traits from the five-factor model were adapted from
Sung and Choi's analysis (2009). Every 4 items to measure intrinsic and extrinsic motivation were modified from the research
of Yousaf, et al. (2015). Further, this study modified the items from Krishnan et al. (2015) to measure salespeople’s
performance, with each having 5 items. Lastly, organizational commitment and compensation were measured using every 4
items from Talukder and Jan (2017). All items were scored using a 5-point Likert scale with 1 for strongly disagree and 5 for
strongly agree.
The Cronbach’s alpha obtained for the variables are as follows: Intrinsic motivation= 0.83;extrinsic
motivation=0.89;extraversion= 0.86; agreeableness= 0.83; organization commitment = 0.85; compensation = 0.85 and job
performance = 0.86. Since all Cronbach’s alpha obtained were higher than 0.7, this indicates that all constructs have good
reliability.
ANALYSIS AND RESULTS
Descriptive Statistics
The descriptive statistics of dependent, moderate and independent variables are presented in table 1 which 7 variables mean
values from 4.07 to 4.14 and standard deviation (SD) values from .702 to .745.
Table 1 Descriptive analysis
Variables
N
Mean
Intrinsic Motivation
196 4.09
Extrinsic Motivation
196 4.10
Extraversion
196 4.07
Agreeableness
196 4.14
Salespeople performance 196 4.11
Organization Commitment 196 4.10
Compensation
196 4.13
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SD
.714
.702
.717
.728
.745
.731
.729
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The Multiple Regression Model
Multiple regression analysis was used to test the effect of intrinsic motivation, extrinsic motivation, extraversion and
agreeableness personality traits on salespeople performance. From the results in table 2, the regression analysis is significant (pvalue < 0.001).
Table 2 ANOVA for the regression model of intrinsic motivation, extrinsic motivation, extraversion, agreeableness
and salespeople performance
Model
Sum of Squares
df
Mean Square
F
p-value
Regression
32.191
4
8.048
31.569
0.000b
Residual
48.691
191
0.255
Total
80.882
195
A. Dependent Variable: Salespeople Performance
B. Predictors: (Constant), Intrinsic Motivation, Extrinsic Motivation, Extraversion, Agreeableness
Table 3 Coefficients for the regression model of intrinsic motivation, extrinsic motivation, extraversion,
agreeableness and salespeople performance
Variable
B
SE
β
t
p-value
(Constant)
0.558 0.338
1.650
0.101
Intrinsic Motivation 0.096 0.115 0.088 0.836
0.404
Extrinsic Motivation 0.185 0.067 0.165 2.777
0.006
Extraversion
0.285 0.082 0.263 3.500
0.001
Agreeableness
0.302 0.110 0.280 2.753
0.006
a.
Dependent Variable: Salespeople Performance
As the result shown in table 3, with the exception of p-value for intrinsic motivation = 0.404 is larger than the significant level
of 0.05, hence the coefficients for organization commitment are insignificant. All p-value for extrinsic motivation = 0.006,
extraversion= 0.001 and agreeableness = 0.006 are smaller than the significant level of 0.05; hence the coefficients for extrinsic
motivation, extraversion and agreeableness are significant. Therefore, the Hypothesis H1 is unsupported and Hypothesis H2,
H3 and H4 are supported.
Hierarchical Regression Analysis
Hierarchical regression analysis was used to test whether organizational commitment moderates the relationship among
intrinsic motivation, extrinsic motivation, extraversion and agreeableness on salesperson’s performance. The model is set to
examine Hypothesis 5a, 6a, 7a and 8a, as table 4.
As the result shown in table 16, all p-value for Intrinsic Motivation x Organization Commitment = 0.376, Extrinsic Motivation x
Organization Commitment = 0.502, Extraversion x Organization Commitment = 0.400 and Agreeableness x Organization
Commitment = 0.262 are larger than the significant level of 0.05, hence the coefficients are insignificant. Therefore, the
Hypothesis H5a, H6a, H7a and H8a are rejected.
Table 4. Coefficients for the regression model of intrinsic motivation, extrinsic motivation, extraversion,
agreeableness, organizational commitment and salesperson’s performance
Model
B
SE
β
t
p-value
(Constant)
0.615 0.353
1.744 0.083
Intrinsic Motivation
0.130 0.124 0.119 1.048 0.296
Extrinsic Motivation
0.173 0.070 0.154 2.477 0.014
Extraversion
0.317 0.092 0.292 3.459 0.001
Agreeableness
0.304 0.112 0.281 2.496 0.013
Compensation
-0.071 0.091 -0.069 -0.781 0.436
Intrinsic Motivation x Organizational Commitment
0.156 0.176 0.106 0.887 0.376
Extrinsic Motivation x Organizational Commitment
0.073 0.109 0.041 0.673 0.502
Extraversion x Organizational Commitment
0.105 0.124 0.067 0.844 0.400
Agreeableness x Organizational Commitment
-0.214 0.190 -0.144 -1.126 0.262
A. Dependent Variable: Salespeople Performance
Hierarchical regression analysis was used to test whether compensation moderates the relationship among intrinsic
motivation, extrinsic motivation, extraversion and agreeableness on salesperson’s performance. The model is set to examine
Hypothesis 5b, 6b, 7b and 8b, as table 5.
As the result shown in table 5, p-value for Intrinsic Motivation x Compensation = 0.060 (p value < 0.1) is close to significant
level of 0.05, hence the coefficients for Intrinsic Motivation x Compensation are weakly significant. Similarly, p-value for
Agreeableness x Compensation = 0.049 (p value < 0.05). Hence, the coefficients for Agreeableness x Compensation is significant.
Unfortunately, both p-value of Extrinsic Motivation x Compensation = 0.438 and Extraversion x Compensation = 0.792 are larger
than the significant level of 0.05, the coefficients consequently are not significant. Therefore, Hypothesis H5b and H8b are
supported, while H6b and H7b are unsupported. However, the slope of the line of Intrinsic Motivation x Compensation is
positive, it is on the contrary for Agreeableness x Compensation is negative.
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Table 5. Coefficients for the regression model of intrinsic motivation, extrinsic motivation, extraversion,
agreeableness, compensation and salesperson’s performance
Model
B
SE
β
t
p-value
(Constant)
0.236 0.353
0.667 0.506
Intrinsic Motivation
-0.076 0.122 -0.069 -0.617 0.538
Extrinsic Motivation
0.172 0.066 0.154 2.627 0.009
Extraversion
0.319 0.084 0.294 3.790 0.000
Agreeableness
0.253 0.112 0.234 2.258 0.025
Compensation
0.273 0.083 0.255 3.295 0.001
Intrinsic Motivation x Compensation 0.335 0.177 0.215 1.894 0.060+
Extrinsic Motivation x Compensation 0.091 0.117 0.047 0.776 0.438
Extraversion x Compensation
0.034 0.130 0.020 0.264 0.792
Agreeableness x Compensation
-0.349 -0.231 -0.231 -1.979 0.049*
A. Dependent Variable: Salespeople Performance
CONCLUSION AND SUGGESTION
The Influential Factors of Salespeople Performance
Salespeople’s extrinsic motivation, extraversion and
agreeableness personality traits have a significant positive
influence on their performance. In contrast, there is no
relationship between salesperson’s intrinsic motivation and
their performance in the fashion retail industry in the
Vietnam context.
Specifically, Talukder and Jan (2017) examined that extrinsic
motivation has a positive and significant relationship with
salespeople’s performance. Moreover, the findings of the
current study confirmed the extraversion and agreeableness
personality traits from Big Five Factors Model and other
researches have a significant positive effect on sales
performance in the Vietnam context (Barrick & Mount, 1991,
1993; Sung & Choi, 2009; Arkin & Hassin, 1994; Warr et al.,
2005). The confirmation of these findings thus provides a
cross-cultural validation.
However, for H1, intrinsic motivation has no relationship to
salespeople’s performance in the Vietnam context. There are
some explanations to interpret for this result of the research.
Firstly, Shipley and Kiely (1988) found that extrinsic
motivation was shown to have a greater impact on
salespeople's success in the company than inherent
motivation. Next, Deci and Ryan (1985, 2000) mentioned
that such environmental factors had an effect on employee
motivation. This suggests that an intrinsically driven
person's drive can be harmed by the lack of control provided
by their surroundings. Therefore, it can be said that
salespeople in fashion retail organizations in Vietnam are
more impacted by extrinsic motivation such as money, fame,
power, recognition, and so on than their intrinsic motivation
as needs or hobbies. Lastly, Shipley and Kiely (1988), most
salespeople are inspired by money (extrinsic motivation)
rather than tenure. Perhaps, salespeople in the Vietnam
context are more motivated by monetary which is the most
direct practical benefit than other factors. Indeed, Siu (1992)
having been formally or officially described that China
allegedly used cash bonuses to control and boost
salespeople's efficiency. Additionally, it is well proven in the
results of H5b when compensation significantly increases
the influence of salespeople’s intrinsic motivation on their
performance. According to all the above assumptions, it gave
a partial explanation of the reason why intrinsic motivation
does not influence salespeople’s performance in the Vietnam
context.
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The Moderating effects of Organization Commitment and
Compensation
The results showed that compensation only significantly
moderates the influence of agreeableness personality trait
on sales performance and just weekly effect on the influence
of extrinsic motivation on sales performance. In contrast,
there is no effect of organizational commitment on the
influence of intrinsic motivation, extrinsic motivation,
extraversion and agreeableness personality trait on sales
performance. Moreover, compensation also has no effect on
the relationships of intrinsic motivation and extraversion.
As mentioned, Deci and Ryan (1985, 2000) proposed that
such environmental factors can enhance or detract from
employee morale to some degree. Therefore, salespeople
with inner motivation tend to perform better when getting
more benefits as monetary or rewards as a result of
hypothesis H5b. For hypothesis H8b, Sung and Choi (2009)
claimed that agreeable people really care for others and
prefer to agree with others' views to avoid conflict; but,
when they are worried with incentives, compensation, or
other people's expectations of their success, their artistic
performance declines even more. Furthermore, they are
more likely to participate in cooperative, supporting activity,
which is mostly motivated by the need to preserve
established relationships. It can be seen that salespeople
with a high degree of agreeability as a personality attribute
remained in direct contact with their consumers for a long
time, they give serious attention to customer’s thoughts or
feelings when sold many products and they somehow want
to keep this relationship, then their performance included
compensation as individual’ interests are decreased effetely.
The results indicated that sales managers or employers can
take deep consideration in salespeople with those kinds of
personalities when making hiring decisions. As a result,
besides supporting sales managers, it is also useful for
organizations and companies in terms of building sales teams
with outstanding performance in order to improve their
services. In addition, it can also be the cause of an increased
customer loyalty or customers’ loyalty to the company's
reputation, which may greatly boost the revenues and market
shares often mainly focused by retail organizations and
companies.
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