Abstract:
Positive performance is necessary to thrive and survive across all industries. Sales teams are the engine room for growth in most organisations. The performance of sales employees, and how it can be improved, is a key focus to management teams and the academic world alike. The sales environment is complex and stressful in nature, and thus understanding how to perseverance and perform positively is of high importance. Tools such as motivation and coaching were found to have an influence on performance and perseverance. This builds on the necessity of motivating salespeople to perform positively in their respective roles. The aim of this study was to explore the relationship between perseverance and leader motivation and employee performance in a stressful banking sales environment. A better understanding of perseverance and leader motivation may provide sales organisations with tools to support sales managers to improve performance.
A quantitative analysis was undertaken, to establish a relationship between variables. Data was collected from 120 sales employees within a front-line banking sales environment. Surveys were used to gather data at a point in time. The study was unique is gathering perspectives by both staff and line management. Factor analysis and correlation analysis were run to establish relationships between variables.
The study provided found a relationship between line manager support and perseverance, as well as positive performance. The study covers keys tools sales organisations should cover to manage sales employees towards positive performance. The study contributes towards sales literature by further unpacking perseverance and the impact of line manager support.
