Salesforce input controls and outcomes: a study with the impact of pre-hire and onboarding controls at salespeople motivation, satisfaction and performance
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Few functional areas of business have the potential to influence organization’s results as does the salesforce. A successful salesforce directly determines value creation and capture of value, revenue, and profitability. There are academic and managerial gaps to understand how salesforce outcomes are impacted by controls, specifically input controls (Malek, Sarin and Jaworski, 2018). This dissertation has the objective to contribute to the development of salesforce management controls and managerial practices through the understanding of salesforce input controls. The study was developed surveying salespeople from insurance industry across the first 2 years of their sales careers, a period with significant ramifications for organizational investment and performance (Wiseman, Ahearne, Hall and Tirunillai, 2022). The scope considers 48 hypotheses applying different input controls at salespeople at 4 different stages (Pre-Hire, Early Onboarding, Late Onboarding and Early Career), measuring longitudinally the effect at (i) motivation, (ii) satisfaction, and (iii) performance of salespeople. The hypotheses were developed based on theory, literature, managerial practices and tested with linear regression. Results demonstrates that 21 from 48 hypotheses were statistically significant with outcomes, with 12 input controls impacting motivation, 6 impacting satisfaction and 3 affecting performance. The findings contribute to theory and managerial practices generating insights between input controls and individual behavior. It also generates broad space for future research through the methodology, impact analysis, combinations and models.