Needs for achievement, affiliation, and power the possible sales manager’s actions for exceptional salesforce performance.

Research Journal of Finance and Accounting www.iiste.org
ISSN 2222-1697 (Paper) ISSN 2222-2847 (Online)
Vol.4, No.9, 2013
96
Needs for Achievement, Affiliation, and Power: the Possible Sales
Manager’s Actions for Exceptional Salesforce Performance.
Joseph I. Uduji
Department of Marketing, Faculty of Business Administration, University of Nigerian, Enugu Campus
e-mail: joseph.uduji@gmail.com
Marjorie O. Ankeli
Department of Marketing, Benue state Polytechnic, Ugbokolo, Nigeria
e-mail: Ogbugwa2000@yahoo.com
Abstract
The nature of the Sales job, the individuality of sales people, the diversity of company goals, and the continuing
changes in the market place make motivating salespeople a particularly difficult and important task. Need
theories which suggest that to motivate their sales force, sales manager should determine what needs Salespeople
are trying to satisfy in organizations ad then ensure that Salespeople receive outcomes that satisfy these needs
when they perform at a high level and contribute to organizational effectiveness guided this study. A sample of
350 Sales people and managers in selected multinational firms in Nigeria was determined using a mean. The
hypothesis was tested using he Friedman’s Chi-square result of 26.684 values, which is greater than the critical
Chi-square value of 5.991. This result is significant as P-value of 0.000<0.05. Hence, the null hypothesis is
rejected, indicating that salespeople with high need for achievement, affiliation and power can perform at a high
level and contribute to organizational effectiveness when they receive outcomes that satisfy these needs. It is
suggested that in order to trigger off a salesforce exceptional performance, sales managers should get to know
what each Salesperson values and what each one is striving for (unrealized needs); be willing to increase the
responsibility given to salespeople; realize that training can improve motivation as well as capabilities by
strengthening the link between effort and performance; provide a challenge to salespeople; link rewards to the
performance they want improved; recognize that rewards can be both financial and non-financial, and convince
the sales people that the rewards for exceptional performance are worth the extra effort.
Keywords: Need for Achievement, Need for Affiliation, Need for Power, Hierarchy of Needs, Exceptional
Performance, Salesforce Motivation, Multinational firms.
Introduction
Actual Salesforce behavior is very important, but so are the reasons behind it. In most cases, the only way to
know how motivated a salesforce is may be through the ways in which the salespeople behave. This includes
what they say, their gestures, expressions, and instance. Finding an effective combination of motivators may be
easier if a sales manager could understand some of the behavioural factors that affect Salesforce motivation.
Therefore the behavioural factors that relate to the salesperson’s needs and to the conditional links between
performance and rewards and between effort and performance can be a significant study. Sales managers can
know what salespeople’s needs are before determining how to motivate them to satisfy those needs. Motivational
programs can fail because they appeal to the wrong needs. Psychologist David McClelland has extensively
researched the needs for achievement, affiliation and power. According to him, the need for achievement is the
extent to which an individual has a strong desire to perform challenging tasks well and to meet personal
standards for excellence. People with a high need for achievement often set clear goals for themselves and like to
receive performance feedback. The need for affiliation is the extent to which an individual is concerned about
establishing and maintaining good inter personal relations, being linked, and having other people around them
get along with each other. The need for power is the extent to which an individual desires to control or influence
others (McClelland, 1985).
Human beings have complex characteristics; hence human needs that condition human behavior are equally
complex with a lot of variations. Because of these, motivation as part of the directing function in salesforce
management is, equally complex for understanding and operation. The result is that salesforce motivation has
faced a lot of thought and research as to how it operates in sales organizations. Many proposals made over time
have ranged from the work of Fredrick Taylor to the Human Relation Movements, to Abraham Maslow, to
Fredrick Herzberg, to Expectancy Theory by Vroom and to McGregor’s theory X and Y. The nature of the sales
job, the individuality of salespeople, the diversity of company goals, and the continuing changes in the market
place make motivating salesforce a particularly difficult and important task. Salespeople experience a wonderful
sense of exhilaration when they make a sale. But they must also frequently deal with the frustration and rejection
of not making the sale. Even very good salespersons don’t make every sale. Also, while many customers are
gracious, courteous, and thoughtful in their dealings with salespeople, some are rude, demanding, and even

Vol.4, No.9, 2013
97
threatening (Uduji, 2013).
Salespeople spend a large amount of time by themselves calling on customers and travelling between accounts.
This means that most of the time they are away from any kind of support from their peers or leaders, and they
often feel isolated and detached from their companies. Consequently, they usually require more motivation than
is needed for other jobs to reach performance level management desires. Salespersons have their own personal
goals, problems, strengths, and weaknesses. Each salesperson may respond differently to a given motivating
force. Ideally, the company can develop a separate motivational package for each salesperson; but a totally
tailor-made approach poses major practical problems. In reality, management must develop a motivational mix
that appeals to a whole group but also has the flexibility to appeal to the varying individual needs. A related
point is that salespeople themselves may not know why they react as they do to a given motivator, or they may
be unwilling to admit what these reasons are. Therefore, this study is prompted to explore the Maslow’s
hierarchy of needs and the possible sales managers’ actions for exceptional salesforce performance. The term
“exceptional performance” is not a fixed scientific measure for this study. It can vary from sales task to task,
quota to quota, and target to target as per output fact used as evaluation base.
Theoretical Framework
This study is examined in the light of Maslow’s Hierarchy of Needs Theory and McClelland’s needs for
Achievement, Affiliation, and power (Maslow, 1970; McClelland, 1985). Maslow was a formative influence on
motivation theory. Through clinical research, he developed an idea whereby human needs could be classified in
terms of a hierarchy of five steps: Physiological needs, safety needs, social or love needs, ego or self-esteem
needs and self-fulfillment or self-actualization needs. Maslow’s ideas took motivation theory beyond the simpler
model of scientific management and behaviourist practitioners. He developed a more dynamic model of
changing needs and want, one which gave new emphasis to the role of unconscious motives. From 1943 when
the theory was first published, until his death in 1970, Maslow dominated the field of motivation. Many later
theories of motivation, Such as those of McGregor
(1960), Herzberg (1966), Alderfer (1972), and McClelland (1985) were direct descendant of those of Maslow,
and his theory forms the starting point for most subsequent reviews of the subject. Maslow’s theories arise from
a diverse range of influence, including biology, anthropology, Clinical Psychology and Psychoanalysis. The last
was perhaps the most enduring. Maslow clearly linked his concept of love needs with the work of Freud
(although he saw his work as contradicting several of Freud’s main percepts), the concept of self-esteem needs
with that of Alder, and the concept of self-actualization (and its implications at the level of society as whole)
with that of From (although his main debt was to Goldstein, 1939).
Prio to Maslow, motivation theory took as its starting point the need to satisfy physiological drives, such as
hunger, sex and thirst. Maslow argued these drives or needs could be used as ‘channels’ for other higher or more
complex needs, they were relatively isolated and localized. Maslow’s first crucial insight was that because
physiological needs dominated when they were unsatisfied it did not mean that they continue to dominate once
they had been satisfied. On the contrary, once satisfied, a need continues to exit potentially, with the emphasis
moving to higher needs (Maslow, 1970; Alderfer, 1969; Herzberg 1966). This lead to a shift in the focus of
motivation theory, from deprivation to gratification. Maslow was influenced by medical research findings of the
1930s concerning homeostasis and also the discovery that human appetites for different foodstuffs could be
taken as reliable indicators of actual (unconscious) bodily needs. The logic of this process, whereby the
gratification of each successive need served to activate another, drew Maslow inexorably towards, the idea with
which his name is associated, that of the hierarchy of needs” as shown in figure 1.
Figure 1: Maslow’s Need Hierarchy
Source: Maslow, A. H. (1070) Motivation and Personality, New York: Harper and Bros.

Vol.4, No.9, 2013
98
Human Motivation, in McClelland’s Perspective, is the arousal of particular motives in a specific setting. A
motive is a recurrent concern for a goal state or condition as measured in fantasy which drives, directs and
selects the behaviour of the individual” (McClelland, 1985). Building on the work of Maslow (1970),
McClelland stipulated that three particular motives are useful in understanding most work-related behavior. They
are the need for achievement, the need for affiliation and the need for power. The need for achievement is an
unconscious drive to do better and to aspire to a standard of excellence (McClelland, 1975; Stahl, 1983). People
with strong need for achievement often assess themselves as a way to measure progress towards various ends.
They set goals: strive to take moderate risks (that is to say challenging, but realistic); prefer individual activities;
prefer recreational activities during which a person can get a ‘score’ (like sales target ); and prefers occupations
where performance data are clearly available, such as sales positions (McClelland and Burnham, 1976; Hines,
1973). The need for power is an unconscious drives to have impact on others. According to Winter (1973),
people with strong needs for power often assert themselves against or in the presence of others in various ways.
They seek and obtain leadership positions in social groups, professional associations, and work, they gamble,
drink alcoholic beverages and commit aggressive acts; they tend to have high blood pressure and prefer
interpersonally competitive sports such as tennis or football; they like to collect prestige possessions and prefer
occupations in which they can help or have an impact on others; such as teaching, religious ministry and
management positions (Alderfer, 1972; Herzberg, 1966).
The need for affiliation is an unconscious drive to be part of warm, close relationships and friendships
(McGregor, 1960). People with strong need for affiliation often choose to spend time with close friends or
significant others rather than be in any other setting. They regularly write letter or make long-distance telephone
calls to for friends or family; they prefer to work in groups and are sensitive to others’ reactions to them, they
prefer collaborative, non-competitive activities (such as picnics) and occupations in which they work closely
with others, such as teaching young children and counseling (Herzberg, Mansner and Snyderman, 1959). The
work of McClelland and his colleagues established the importance of a person’s ‘pattern’ of these motives-
everyone has some level of each motive, but the relative dominance varies. It is the pattern of a person’s motive
strength that is often the most indicative of occupational performance and success. In addition to studying
motives at the individual level, McClelland initiated a series of studies on motivational trends at national and
societal levels. McClelland studies established an empirical link between motivational themes in cultural modes
of expressions (Locke, 1968; Lancaster and Massingham, 2001; Kotler and Kelly, 2006)
Research Methodology
The study involved 350 salespeople and mangers in selected multinational firms in Nigeria. The Sample Size
was determined using a mean formula of:
n = S2
Z2
e2
Where n = the Sample Size
z = the level of confidence (indicated by the member of standard errors associated with it)
s= variability indicated by an estimated standard deviation
e = the amount of precision or allowance error in the sample estimate of the population.
Therefore: the formula determined the sample Size Simply by multiplying the Squares of the variability (s) and
the level of confidence (z) and divided the product by the square of the desired precision value (e) to arrive at:
n = 350
Since the study is concerned with specific predictions, narrations of facts and characteristics, a
descriptive/diagnostic design was adapted. The research design ensured enough provision for protection against
bias and maximized reliability, with due concern for the economical completion of the research study. Both
secondary and primary sources were used to gather information for the study. Questionnaire was the principal
source of the primary data; however, interview serves as Complementary. In designing the data-collection
procedure, adequate safeguards against bias and unreliability was ensured. Questions were well examined
against ambiguity; interviewers were instructed not to express their own opinion. They were trained so that they
would uniformly record a given item of response. The data collection instruments were pre-tested before they
were finally used for the study. To ensure that the data obtained were free from errors, the researcher closely
supervised the research assistants as they collect and record information. Also, checks were set up to ensure that
the data collecting assistants performed their duty honestly and without prejudice. A miniature trial survey of the
study was carried out at Ilupeju Industrial estate and Agbara Industrial estate in Nigeria to test the validity,
reliability and practicality of the research instruments and operations. Thirty salespeople and twelve sales
managers of four multinational firms in the Industrial estates were used for the test-run. The pre-test provided the
researcher the good ground to train assistants for the main inquiry. It also provided the researcher with the
opportunity to come out with the final version of the research instruments. The pilot survey enabled the

Vol.4, No.9, 2013
99
investigator to estimate the cost component of the main study.
The stratified sampling technique was used to ensure a fair representation of the selected multinational firms,
using proportionality ratio formula:
Q = A x n
N 1
Where:
Q = the number of questionnaires to be allocated to each segment
A = the population of each segment
N = the total population of all the segments
n = the estimated sample size of the study.
The items were selected in the ratio of one sales manager to three sales people from each of the selected firms.
This offered a good representation of all the segments in the population of study. Each respondent from the
stratum was selected in order of their years of experience in the sales job. Data from the study were analysed
using descriptive tools. For hypothesis testing, Fredman’s Chi-Square test statistics was used to judge the
significance of the result obtained.
Data Presentation, Analysis and Interpretation
Attempt is made to present, analyze and interpret the data collected in accordance with the objectives, questions
and hypotheses of the study. A total of 350 copies of the questionnaire were printed and distributed, and 342
copies were properly filled and returned. Problem found in the uncompleted forms was that eight managers
preferred to talk than to write. Hence, the eight forms were taken back to the respondents by the researcher, and
filled while they were being interviewed from the questionnaire. This complementary effort ensured that the
returned copies are 350 completed.
Scale:
Definitely Disagree (DD) - 1
Generally Disagree (GD) - 2
Somewhat Disagree (SA) - 3
Generally Agree (GA) - 4
Definitely Agree (DA) - 5
Table 1: Sales people high need for achievement and attainment of high level performance and
organisational goals (n = 350)
Questions DD
(%)
GD
(%)
SA
(%)
GA
(%)
DA
(%)
Mean Std.
Dev.
Reorganising the sales person’s achievement
personally and publicly through title changes,
commendation letters and promotion has a
strong influence on him to perform
challenging tasks well and to meet personal
standards for excellence
13
(3.7)
16
(4.6)
25
(7.1)
187
(53.4)
109
(31.1)
4.037 0.949
Use of team selling, social functions,
distributing salespeople newsletters, holding
sales meetings and mentoring has a strong
influence on a salesperson who is concerned
with need for affiliation to perform higher
17
(4.9)
18
(5.1)
34
(9.7)
169
(48.3)
112
(32.0)
3.974 1.031
Offer for advanced training, assignments to
special sales projects, more responsibility and
authority who desire to control of influence
others to meet sales targets
12
(3.4)
17
(4.9)
42
(12.0)
177
(50.6)
102
(29.1)
3.971 0.957
Source: Analysis of Field Data, 2013
With 13 respondents (3.7%) definitely disagreeing, 16 respondents (4.6%) generally disagreeing, 25 respondents
(7.1%) somewhat agreeing, 187 respondents (53.4%) generally agreeing and 109 respondents (31.1%) definitely
agreeing as well as the mean response value of 4.037, the study respondents are of the view that reorganising the
sales person’s achievement personally and publicly through title changes, commendation letters and promotion
has a strong influence on him to perform challenging tasks well and to meet personal standards for excellence.

Vol.4, No.9, 2013
100
As put by 17 respondents (4.9%) who definitely disagree, 18 respondents (5.1%) who generally disagree, 34
respondents (9.7%) who somewhat agree, 169 respondents (48.3%) who generally agree and 112 respondents
(32.0%) who definitely agree, and represented by the mean response score of 3.974, it is the view of the
respondents that use of team selling, social functions, distributing salespeople newsletters, holding sales
meetings and mentoring has a strong influence on a salesperson who is concerned with need for affiliation to
perform higher.
Having a mean response score of 3.971 and 12 respondents (3.4%) who definitely disagree, 17 respondents
(4.9%) who generally disagree, 42 respondents (12%) who somewhat agree, 177 respondents (50.6%) who
generally agree as well as 102 respondents (29.1%) who definitely agree, the respondents agree that offer for
advanced training, assignments to special sales projects, more responsibility and authority who desire to control
of influence others to meet sales targets.
Test of Hypothesis
Sales people with high need for achievement, affiliation and power often set clear goals for themselves and
like to receive outcomes that satisfy these needs when they perform at a high level and contribute to
organisational goals
To test this hypothesis, the respondents’ responses to the three questions presented in table 1 were tested using
the Friedman’s Chi-Square Test statistics.
Table 2:Non-Parametric Tests Descriptive Statistics
N Mean Std. Deviation Minimum Maximum
q1 350 4.0371 .94931 1.00 5.00
q2 350 3.9743 1.03072 1.00 5.00
q3 350 3.9714 .95712 1.00 5.00
Table 3:Friedman’s Test Ranks
Mean Rank
q1 2.06
q2 1.97
q3 1.97
Table 4:Friedman’s Chi-Square Test Statistics
N 350
Chi-Square 26.684
df 2
Asymp. Sig. .000
a. Friedman Test
Table 3 in ranking the mean responses to the three questions presents responses to question 1 with the highest
mean rank (2.06) followed by questions 2 and 3 (with a mean ranks of 1.97 each).
Upon testing this hypothesis, a calculated Chi-square result of 26.684 was obtained. This value is greater than
the critical Chi-Square value of 5.991. This result is significant as p-value of 0.000 < 0.05. Hence, the null
hypothesis is rejected. Therefore Salespeople with high need for achievement, affiliation and power often set
clear goals for themselves and like to receive outcomes that satisfy these needs when they perform at a high level
and contribute to organisational goals.
Discussing of Research Result
The findings of this study suggest that effective motivation is baaed on a deep understanding of salespeople as
individuals, their personalities and value systems as shown in figure 2.

Vol.4, No.9, 2013
101
Figure 2: Salespersons Need for Achievement, Affiliation, and Power
The need for Achievement is the extent to which a salesperson has a strong desire to perform challenging tasks
well and meet personal standards for excellence. Salespeople with high need for achievement often set goals for
themselves and like to receive performance feedback. The finding of the study indicates that the need for
achievement in an organization can be an unconscious drive to do better and to aspire to a standard of excellence.
Therefore, salespeople with strong need for achievement often assess themselves as a way to measure progress
towards their sale performance. They set goals; strive to take moderate risks (that is to say challenging but
realistic sales accomplishments); prefer individual activities (such as specific sales quota); prefer recreational
activities during which a person can set a score, and prefer sales task where performance data are clearly
available. The motive behind need for achievement can be fulfilled though food, shelter, clothing, healthcare, job
security, safety, income security. Therefore, examining this need in the light of Maslow’s hierarchy of needs and
the findings of this study, it is suggested that the possible sales managers’ actions should be to provide/offer
adequate income and good benefits package, provide safe work environment set mutually agreed-up
performance standards, communicate job performance expectations and consequences of failure to perform.
The need for Affiliation is the extent to which a salesperson is concerned about establishing and maintaining
good interpersonal relations, being liked, and having other people around them get along with each other. The
finding of this study indicates that the need for affiliation is an unconscious drive to be a part of warm and close
relationships and friendships. Salespeople with strong need for affiliation often choose to spend time with close
friends or significant others rather than be in any other setting. It is indicated that they regularly write letters or
make long-distance telephone calls to friends or family; also the study shows that they prefer to work in groups
(team selling) and are sensitive to others’ reactions to them; they prefer collaborative, non-competitive activities
(such as cross – functional selling teams) and sales task in which they work closely with other sales people,
encouraging joint selling effort of several people from different functional areas within the firm. This finding
suggests that these need can be fulfilled through social, friendships and acceptance programs. Therefore
examining these needs in the light of Maslow’s hierarchy of needs and the result of this study, it is suggested that
the possible sales managers’ action for exceptional salespeople performance should include the use of team
selling, holding social functions, distribution of salesforce newsletters, holding sales meeting and mentoring the
sales people in the firm.
The Need for power is the extent to which a salesperson desire to control or influence others. The findings of
this study indicates that the need for power is an unconscious drive to have impacts on others. Salespeople with
strong need for power often assert themselves against or in the presence of others in various ways. They seek and
obtain leadership positions in social groups, professional associations, and in the sales team. The study suggests
that this need can be fulfilled through status, recognition, self development and challenges for the salesperson.
Therefore, examining these need in the light of Maslow’s hierarchy of needs and the findings or this study, it is
suggested that possible sales managers’ actions for exceptional salesforce performance should include
recognizing salesperson achievements personally and publicly through changes, commendation letters,
promotions, providing/offering advance training, assignments to special projects, more responsibility and
authority.

Vol.4, No.9, 2013
102
While each of these needs is present in each of the sales person to some degree, their importance in the
salesforce motivation depends upon the position the salesperson occupies in the firm. The result of this study has
established the importance of a salespersons’ pattern’ of these motives – every salesperson in a firm has some
level of each motive, but the relative dominance varies. It is the pattern of a salesperson’s motive strength that is
often the most indicative of the salesforce performance and exceptional output. For example, high needed for
achievement, low needed for affiliation and moderate need for power is characteristic of successful salespeople
in the multinational firms in Nigeria. High need for power, moderate to low need for affiliation, moderate need
for achievement and high activity inhibition (a measure of self control) is characteristic of effective and middle-
level sales managers. Moderate need for achievement, need for affiliation and need for power is characteristic of
effective salespeoples for exceptional performance in the multinational firms in Nigeria.
Conclusion and Recommendation
Effective moderation for exceptional salesforce performance is based on a deep understanding of salespeople as
individuals, their personalities and value system. In one sense, sales managers do not motivate salespeople, they
provide the enabling conditions in which sales people motivate themselves. Motivation can be understood
through the relationship between needs, drives and goals. Uduji (2013) states that ‘the basic process involves
needs (deprivation) which set drives in motion (deprivations with direction) to accomplish goals (anything
which alleviates a need and reduces a drive)” for example, the need for more money may result in a drive to
work harder in other to receive increased pay. Some of the important findings of this study are summarized as
follows:
1. Once a need is satisfied, it no longer motivates.
2. Different salespeople have different needs and values.
3. Increasing the level of responsibility/jobs enrichment, giving recognition for achievement, and
providing monetary incentives work to increase motivation for some sales people.
4. Salespeople tend to be motivated if they believe that effort will bring results, results will be rewarded
and the rewards are valued.
5. Elimination of disincentives (such as injustice or unfair treatment) raises motivational levels of the
salespeople.
6. There is a relationship between the performance goals of sales managers and those of the salespeople
they lead.
The implication of these findings is that sales managers should:
1. Get to know what each salespersons values and what each one is striving for (unrealized needs)
2. Be willing to satisfy the need for power, by increasing the responsibility given to salespeople in the
sales jobs.
3. Realize that training, social activities, and mentoring can improve the motivates of salespeople with
need for affiliation, as well as capabilities by strengthening the link between efforts and exceptional
performance.
4. Provide targets that are believed to be attainable, yet provide a challenge to salespeople with need for
achievement.
5. Link the salespeople rewards to the exceptional performance the firm want improved.
6. Recognize that sales people rewards can be both financial and non-financial (Uduji, 2013).
Sales Mangers can induce the salespeople to perform exceptionally when they convince salespeople in the firms
that they can perform exceptionally by working harder or being trained to work smarter. They should also
convinced the salespeople that the rewards for exceptional performance are worth the extra effort. This implies
that sales managers should give rewards that are valued, and attempt to sell the worth of those reward to the
salesforce. The higher the sales salesperson’s motivation, the greater the effort resulting in exceptional
performance. Exceptional performance should lead to greater rewards and job satisfaction for the sales force.
References
Albers, S. (2002) “Salesforce Management: Compensation, , Motivation, Section and Training” Handbook of
Marketing, 1:248 – 266
Alderfer, C.P. (1969) “An Empirical Test of a New Theory of Human Needs” Organizational Behaviour and
Human performance, 4: 142-175.
Alderfer, C.P. (1972) Existence Related and Growth: Human Needs in Organizational Settings, New York: The
Free Press.
Goldstein, K.(1939) The Organism, New York: American Book Company.
Herzberg, F; Mausner, B. and Snyderman, B.B. (1959) Motivation to Work, New York: John Wiley & Sons.
Herzberg, F. (1966) Work and the Nature of Man, Cleveland, OH: The World Publishing Company.

Vol.4, No.9, 2013
103
Hines, G.H. (1973) “Achievement, Motivations, Occupations and Labour Turnover in New Zealand” Journal of
Applied Psychologist, 58: 313 -317
Kotler, P. and Keller, K.L (2006) Marketing Management 12e, New Jersey: Pearson Education Inc.
Lancaster, G. and Masssingham, L. (2001) Marketing Management, New York: MchrawHill Publishing
Company.
Locke, E.A (1968) “Towand a Theory of Task Motivation and Incentives” Organizational and Human
Performance, 3:153 – 189.
McClelland, D.C (1985) Human Motivation, Glenview, IL: Scott Foresman
McClelland, D.C (1978) “Managing Motivation to Expand Human Freedom” American Psychologist, 33:201 –
210.
McClelland D.C. (1985) “How motives, Skills and Values Determine What People Do” American psychologist,
40:812-825
Pullins, E.B. (2001) “An Exploratory Investigation of the Relationship of Salesforce Compensation and Intrinsic
motivation” Industrial marketing management, 30 (July): 403-413
Stahl, M.J. (1996) “Achievement, Power and managerial Motivation: Selecting Managerial Talent with the Job
Choice Exercise” Personal Psychology, 36: 775 -789.
Uduji J. I. (2013) “Job Enrichment: A Panacea to the Problem of the Demotivated Marketing Executives in the
Banking Industry in Nigeria” European Journal of Business and Monagement, 5(13): 99-106.
Uduji J. I. (2013) “Non-Financial Rewards for Exceptional Performance of the Marketing Executives in the
Banking Industry in Nigeria” Research Journal of Finance and Accounting, 4(6) :72 -79.
Uduji J. I. (2013) “Public Relations for improving Public Perception of the Marketing Executives in the Banking
Industry in Nigeria” Journal of Economics and Sustainable Development, 4(8) : 76 – 83.
Uduji J. I. (2013) “Apathetic Attitude of the Drug Reps. A Hindrance to Sales Training in the Health Care
Industry in Nigeria” European Journal of Business and Management, 5 (8) : 27 – 34.
Uduji J. I. (2013) “Inadequate Funding: An Impediment to Sales Training Among the Big Pharmas in Nigeria”
Research Journal of Finance and Accounting, 4(5) : 117 -125.
Uduji J. I. (2013) The Reluctance of Top Management: A Major Obstacle to Sales Training in the Biotech
Companies in Nigeria” Information and Knowledge Management, 3 (4) : 80 -88.
Winter D.G. (1973) “The Power Motive, New York: Free Press
About the Author
Dr. Joseph Ikechukwu Uduji is also a Visiting Professor to the Catholic University of Cameroun Bamenda. He
holds Ph.D (Marketing), Ph.D (Public Administration), M.Sc (Marketing), M.Sc (Public Relations), MBA
(Management), MPA (Public Administration) from the University of Nigeria. He is a full member of National
Institute of Marketing of Nigeria (NIMN); Nigeria Institute of Management (NIM); Nigeria Institute of Public
Relations (NIPR). He lectures Sales Management, Public Relations Management, Marketing Management,
Advertising Management, and Marketing Communications in the University of Nigeria. He has Published many
books and journal articles in the field of Marketing, Management and Public Relations. He is a regular Preferred
Conference Speaker for Professional bodies in Nigeria and Sub-Saharan Africa.
Dr. Joseph Ikechukwu Uduji has worked as Regional Manager with Multinational Companies, such as Wiggins
Teepe PLC, Johnson Wax, Afro Commerce. He is also a full ordained Zonal Pastor in the Redeemed Christian
Church of God, and the Regional Coordinator (South East of Nigeria) of the Redeemed Christian Bible College.
He is a Board Member and Trustee of the BIBLICA – Africa. He is happily married with four children and lives
in Enugu State.

This academic article was published by The International Institute for Science,
Technology and Education (IISTE). The IISTE is a pioneer in the Open Access
Publishing service based in the U.S. and Europe. The aim of the institute is
Accelerating Global Knowledge Sharing.
More information about the publisher can be found in the IISTE’s homepage:
http://www.iiste.org
CALL FOR PAPERS
The IISTE is currently hosting more than 30 peer-reviewed academic journals and
collaborating with academic institutions around the world. There’s no deadline for
submission. Prospective authors of IISTE journals can find the submission
instruction on the following page: http://www.iiste.org/Journals/
The IISTE editorial team promises to the review and publish all the qualified
submissions in a fast manner. All the journals articles are available online to the
readers all over the world without financial, legal, or technical barriers other than
those inseparable from gaining access to the internet itself. Printed version of the
journals is also available upon request of readers and authors.
IISTE Knowledge Sharing Partners
EBSCO, Index Copernicus, Ulrich's Periodicals Directory, JournalTOCS, PKP Open
Archives Harvester, Bielefeld Academic Search Engine, Elektronische
Zeitschriftenbibliothek EZB, Open J-Gate, OCLC WorldCat, Universe Digtial
Library , NewJour, Google Scholar

Needs for achievement, affiliation, and power the possible sales manager’s actions for exceptional salesforce performance.

More Related Content

What's hot (20)

Similar to Needs for achievement, affiliation, and power the possible sales manager’s actions for exceptional salesforce performance. (20)

More from Alexander Decker (20)

Recently uploaded (20)

Needs for achievement, affiliation, and power the possible sales manager’s actions for exceptional salesforce performance.