Suggest a mix of motivational tool that is likely to be more effective for a banking product sales force. Explain why perhaps the expectancy theory of motivation may be more relevant to the sales force motivation.

Motivating the sales force is the crux of sales force management. The mettle of sales managers always gets tested on the touchstone of their motivational skill – how well they are able to motivate the salesmen under them.

Sales Force Motivation Mix:

 1. Compensation plan-

       Financial compensation
       Non-financial compensation
 2. Recognition-
      Awards such as pins, trophies, certificates etc
      Praise and encouragement
      Job enrichment
3. Promotions
4. Proper performance evaluation
5. Good sales coaching
6. Good supervision (in person, by mail, by telephone)
7. Sales meetings and conventions.
8. Sales contests
9. Training programs(induction and continuation)
10. Sales planning elements -

Motivation is the sum total of all that a sales manager does to his salesmen. While a compensation policy no doubt has an impact on motivation, there are many other aspects that make up motivation. Morale building, training and development, sales supervision and coordination and effective communication are all parts of motivation. Sensible management in itself is a motivational element. For example, when the sales task is clearly set out and handed down to the salesmen, their motivation becomes positive; when the sales task is set out in vague and ambiguous terms and the salesmen are left in doubt as to what is expected of them, their motivation sags. Yes, these motivation mix for salesperson are motivated and try to extra effort on his/her job like banking sector also enhance. 

Expectancy (E)

Expectancy refers to the "effort-performance" relation. Thus, the perception of the individual is that the effort that he or she will put forward will actually result in the attainment of the "performance". This cognitive evaluation is heavily weighted by an individual's past experiences, personality, self-confidence and emotional state. We found three variables are as:

          ·  Individual needs as reflected in the goals sought. Examples of these goals would be                  making more money or getting along well in the work group.

          ·  Individual perceptions of the relative usefulness of productivity behavior (high or low) as a means of attaining desired goals (in theoretical terms, the instrumentality of various productivity levels or the extent to which they are seen as providing a path to a goal).

·  The amount of freedom from restraining factors the individual has in following the desired path. Examples of constraining factors might be supervisory and work group pressures or limitations of ability and knowledge.

salesperson have many more own perception and expectancy from their higher laborious works. So they always 24/7 give a time and be better performance always and expectancy theory is exactly the same.

Creating a culture of trust; leveraging the power of peer recognition; and focusing on the enablers and tools that help salespeople reach their potential in an increasingly complex business environment—these are all critical parts of the overall picture of motivating a sales force more effectively. By gaining a deeper knowledge of human motivation, sales executives can put in place a more holistic approach—one that integrates people, process, technology and compensation strategies—to encourage and reward the behaviors that help produce high performance.

What's more, gaining insights into what really makes a sales force tick has benefits that go well beyond the sales organization, since many of the lessons also apply to workforces in general. Not all workers, of course, have motivations and incentives as tied to the very definition of their jobs as salespeople do. But today, those managing all types of workforces are beginning to understand what chief sales officers have known for years: When it comes to motivating people toward great performance, it's not just about the paycheck.