The Effect of Personality and Value Systems on Sales Productivity Open Access
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Walker, Churchill, and Ford (1977) theorized that sales productivity is a combination of personal, organizational, and environmental factors, or is determined by the adherence to a process of adapting to customers, establishing influence bases, and using influence techniques; and Weitz (1981) suggested that sales productivity was the result of controlling the sales interaction. Both conceptual frameworks accommodate the theory that the personality and value systems of the individual salesperson directly influence productivity. In the Walker et al. model, personality and value systems could be considered to be personal factors; in the Weitz model, personality and value systems could be considered as an institutional adaptation--institutional in that a firm could adapt to a unique sales situation by selecting and employing a unique salesperson based on their individual personality or value system. However, neither theory specifically states the relationship between personality, value system, and productivity or establishes an empirical link. This study is a planned comparison, or an a priori test, that is a specific comparison of group mean differences. This study establishes that salespeople who are measurably outgoing are people- and task-oriented, and on average more productive than other salespeople when measured as an average of sales productivity over a determined period of time.