Abstract
Although typically undertaken to improve aggregate sales force performance, the realignment of sales territories can be quite de-motivational to individual salespersons. Findings of two studies reported here demonstrate that salesperson motivation and performance can be positively influenced by the managerial actions taken during the implementation phase of a territory realignment. Actions based on expectancy theory were found to be more effective for salespeople whose territory realignment increased sales potential, and justice-based actions were more effective for salespersons experiencing a reduction in territory potential.
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