Inequities in organizations, salesperson motivation and job satisfaction

Abstract

This paper examines the effects of perceived inequities involving organizational rewards and favoritism on salesperson work motivation and job satisfaction. A set of hypothesis is proposed on the bases of equity/inequity theory and expectancy-valence theory literature in sales management and organizational psychology. These hypothesis are tested with data collected from a sales population. Findings indicate that salespersons' perceptions of various inequities can produce strong negative influence on their motivation to perform and on job satisfaction. Managerial implications of these findings are also discussed.