Southeast University, Bangladesh

MBA (Regular)

Prepared By:
Shahrier Ahmed Badhon- 2016110001039
Md Razib Hossian -2017110004002
Md Abdul Baker -2017110004004
Borhan Uddin -2017110004008
Mohammad Anishul Haque - 2017110004003

Sub- consumer behavior

Submitted
Nigar Sultana

Date of Submission: 28th dec, 2017

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 Letter of Transmittal

28th dec,2017
Nigar Sultana
Southeast University, Bangladesh.

Subject: Submission of Assignment

Dear sir,
With the due respect it is our pleasure to submit the Assignment. While preparing the report I
have tried my level best to focus closely on the topic and try to our thoughts & comments. I
believe that it would provide a clear idea.
To prepare this Assignment, I have given best effort to accumulate needed information. I would
be available to answer any question for clarification. Thank you for your sincere support.

Sincerely yours,
Shahrier Ahmed Badhon- 2016110001039
Md Razib Hossian -2017110004002
Md Abdul Baker -2017110004004
Borhan Uddin -2017110004008
Mohammad Anishul Haque - 2017110004003

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 1. Introduction

Bata Shoe Company is the market leader in the footwear industry since its operation in
Bangladesh. The name Bata achieved such a position in the customers’ mind that whenever they
heard the name of Bata, a footwear with high quality comes into their mind. Bata has been
serving its customers with wide assortments of products for about five decades and doing it
successfully.

Bata desires to fulfill the ever changing customer’s needs, and to do so the outcome of the
salesman performance plays a significant role. Here the similar study undertaken with a
permission of Bata Shoe Company to get the feedback from the bata sales person. The
questionnaire is taken from Bata shoe company Bangladesh ltd to conduct the survey among the
salesperson. This study is the analysis of commitment and motivation of salesperson of Bata
Shoe Company which will help to analyze their performance.

Brief History of Bata Shoe Company

Bata Shoe Company was founded by the famous entrepreneur Mr. Tomas Bata who blew the
wind of change in the footwear industry in 1894. Bata has developed a strong distribution
channel all over the world through the establishment approximately 6,300 retail outlets, 10,000
franchise and thousands of depots and dealers. More than 50,000 people are directly involved in
the production and selling of over 300 million pairs of shoes each year. Bata Shoe Company
manages a retail presence in 55 countries, and runs 40 production facilities across 26 countries.

Bata’s website mentioned:

 Serves 1 million customers per day

 Employs more than 50,000 people
 Operates 5000 retail stores
 Manages a retail presence in over 70 countries
 Runs 27 production facilities across 20 countries

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 BATA Bangladesh – Basic Facts

• Year Of Establisment As Branch Office : 1962

• Year Of Incorporation As Full Fledged Company` : 1972

• Total Manpower : 4300

• Bata‘S Annual Sale Pairs :35 M Pairs

• Bata‘S Annual Turnover :70m Us $

• Average Retail Price :4 Us $

Human Resource Department of Bata :

 To ensure the proper section of personnel.

 To help the employees to grow and develop themselves.
 Maintenance of personnel records.
 To maintain cordial and peaceful labor management relationship.
 To ensure discipline among the employees.

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2. Statement of the problem
The concentration of our research is performance of salesperson in Bata. Management problems
in Bata including lack of motivation, commitment, disciplines, rewards, HR management
problems , unsatisfactory rules are some common issues. We want to study on how the lack of
overall commitment and motivation affects the performance of a salesperson. From this research,
we want to see how performance can be enhanced and how it can effect the whole company
including sales. By studying this, two factors will be most benefited. Firstly, performance of
salesperson can be enhanced and secondly, sales can be increased.

3. Research aim and objectives / Purpose of the study

The aim of this study is to systematically review the performance of salesperson.

Study objectives are to:

 Examine the relationship between commitment and motivation for performance.

 Examine the theoretical base for each variables.

 Provide evidence concerning the validity of measures of two types of commitment and
motivation.

 Identify the commitment and motivation of salesperson towards their job outcome.

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4. Literature Review
We have narrowed down our investigative problem from the previous related literature to clearly
identify the variables. The framework contains three key dimensions : motivation, commitment
and job outcome. The motivation component is divided into intrinsic and extrinsic dimensions,
while commitment is divided into job and organizational categories. Salesperson job outcome is
represented by their performance constructs. The components of the conceptual framework will
now be reviewd.

Commitment

Organizational
Commitment

Job
Commitment

Motivation Performance

Intrinsic
Motivation

Extrinsic
Motivation

Fig 1 : The relationship of Commitment and Motivation to Salesperson Performance.

Adapted from Chonko Lawrence B. (1986), Journal of Personal selling and Sales Management,
6, 19-27.

Organizational commitment

It may be viewed as an organizational member's psychological attachment to the organization.

Organizational commitment plays a very large role in determining whether a member will stay
with the organization and zealously work towards organizational goals.

Theory :
A prominent theory in organizational commitment is the three-component model (TCM). The
model argues that organizational commitment has three distinctive components:

1. Affective commitment is your emotional attachment to an organization. If you have a

high level of affective commitment, you enjoy your relationship with the organization
and are likely to stay. You stay because you want to stay.

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 2. Continuance commitment is the degree with which you believe that leaving the
organization would be costly. If you have a high level of continuance commitment, you
will stay with an organization because you feel that you must stay. For example, you may
feel quitting your job may lead to an unacceptable length of unemployment. On the other
hand, you may feel you will lose a certain degree of status if you leave a well-respected
organization such as a top law firm or research company.

3.Normative commitment is degree you feel obligated to the organization or believe that
staying is the right thing to do. Here, you believe you ought to stay.

The concept organisational commitment has grown in popularity in the literature on industrial
and organisational psychology (Cohen, 2003). Early studies on organisational commitment
viewed the concept as a single dimension, based on an attitudinal perspective, embracing
identification, involvement and loyalty (Porter, Steers, Mowday & Boulian, 1974). According to
Porter et al (1974) an attitudinal perspective refers to the psychological attachment or affective
commitment formed by an employee in relation to his identification and involvement with the
respective organization. Porter et al (1974, p 604) further describes organisational commitment
as “an attachment to the organisation, characterised by an intention to remain in it; an
identification with the values and goals of the organisation; and a willingness to exert extra effort
on its behalf”. Individuals consider the extent to which their own values and goals relate to that
of the organisation as part of organisational commitment, therefore it is considered to be the
linkage between the individual employee and the organisation.

Job Commmitment :

Job commitment is commonly defined as the extent to which employees like their work.
Researchers have examined Job commitment for the past several decades. Most research on job
satisfaction has been aimed towards the person-environment fit paradigm. Job commitment has
been found to be an important area of research because one of the top reasons individuals give
for leaving a job is dissatisfaction.[7]
Much of the literature on the relationship between commitment and satisfaction with one’s job
indicates that if employees are satisfied they develop stronger commitment to their work. Job
commitment has received limited empirical attention in the sales force context. Weiner and
Vardi’s (1980) study of insurance salespeople found a positive relationship between job
commitment and selling performance. Cron and Slocum (1986) examined ssalespeople in
different career stages, and found that higher level of job involvement coincided with higher
performance levels.

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 Extrinsic Motivation

Definition: Extrinsic motivation refers to motivation that comes from outside an individual. The
motivating factors are external, or outside, rewards such as money or grades. These rewards
provide satisfaction and pleasure that the task itself may not provide.

Extrinsic motivation does not mean, however, that a person will not get any pleasure from
working on or completing a task. It just means that the pleasure they anticipate from some
external reward will continue to be a motivator even when the task to be done holds little or no
interest. An extrinsically motivated student, for example, may dislike an assignment, may find it
boring, or may have no interest in the subject, but the possibility of a good grade will be enough
to keep the student motivated in order for him or her to put forth the effort to do well on a task.
Ref: http://giftedkids.about.com/od/glossary/g/extrinsic.htm
There are three primary types of extrinsic motivation, as in the table below:

Motivation Behavior sustained by... Example

External motivation
Interjected motivation
Identified motivation
...environmental reward
Do work because paid to
or punishment
do it.
contingencies.
...desire to avoid
Do work to earn money to
internally imposed guilt
sustain family.
and recrimination.
...desire to express
Do work because it is
important self-
'what I want to do'.
identifications.

Extrinsic motivation occurs when we are motivated to perform a behavior or engage in an

activity in order to earn a reward or avoid a punishment.
Examples of behaviors that are the result of extrinsic motivation include:

 Studying because you want to get a good grade

 Cleaning your room to avoid being reprimanded by your parents

 Participating in a sport in order to win awards

 Competing in a contest in order to win a scholarship

In each of these examples, the behavior is motivated by a desire to gain a reward or avoid a
negative outcome.

Ref: http://psychology.about.com/od/motivation/f/difference-between-extrinsic-and-intrinsic-
motivation.htm
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 Vince Poscente quotes : “Walking your talk is a great way to motivate yourself. No
one likes to live a lie. Be honest with yourself, and you will find the motivation to
do what you advise others to do.”

Intrinsic motivation

It involves engaging in a behavior because it is personally rewarding; essentially, performing an

activity for its own sake rather than the desire for some external reward.
Examples of behaviors that are the result of intrinsic motivation include:

 Participating in a sport because you find the activity enjoyable

 Solving a word puzzle because you find the challenge fun and interesting

 Playing a game because you find it exciting

In each of these instances, the person's behavior is motivated by an internal desire to participate
in an activity for its own sake.

Ref: http://psychology.about.com/od/motivation/f/difference-between-extrinsic-and-intrinsic-
motivation.htm

Intrinsic Motivation refers to a highly desired form of incentive that stems from a person's
internal desire for self-satisfaction or pleasure in performing the task itself.

Intrinsic Motivation can be contrasted with Extrinsic Motivation which comes from external
incentives such as money, grades, or prizes

Ref: giftedkids.about.com/od/glossary/g/extrinsic.htm

Homer Rice quotes “ You can motivate by fear. And you can motivate by reward. But both of
these methods are only temporary. The only lasting thing is self-motivation.”

Lee Iacocca quotes “Motivation is everything. You can do the work of two people, but you
can't be two people. Instead, you have to inspire the next guy down the line and get him to
inspire his people.”

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Salesperson Job Outcome : Performance

A performance appraisal is a systematic and periodic process that assesses an individual

employee's job performance and productivity in relation to certain pre-established criteria and
organizational objectives.

A performance appraisal (PA), also referred to as a performance review, performance

evaluation,[1] (career) development discussion,[2] or employee appraisal[3] is a method by which
the job performance of an employee is documented and evaluated. Performance appraisals are a
part of career development and consist of regular reviews of employee performance within
organizations.

The accomplishment of a given task measured against preset known standards of accuracy,
completeness, cost, and speed. In a contract, performance is deemed to be the fulfillment of
an obligation, in a manner that releases the performer from all liabilities under the contract.

Read more: http://www.businessdictionary.com/definition/performance.html#ixzz3VjkFfLqm

Employee performance is defined as whether a person executes their job duties and
responsibilities well. Many companies assess their employee’s performance on an annual or
quarterly basis in order to define certain areas that need improvement. Performance is a critical
factor in organizational success.

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5. Framework design

Commitment

(IV) Organizational
Commitment
(IV
(IV) Job
Commitment
Motivation (DV)
Performance

(IV) Intrinsic
Motivation

Extrinsic
(IV) Motivation

Fig 1 : The relationship of Commitment and Motivation to Salesperson Performance.

Adapted from Chonko Lawrence B. (1986), Journal of Personal selling and Sales Management,
6, 19-27.

5.Hypothesis:
In our research we have four independent variables (organizational commitment, job
commitment, intrinsic motivation, extrinsic motivation), and one dependent variable
(performance) and we assume that all the four independent variable has direct effect on the
dependent variable. So from the above discussion we can create four hypotheses:

H1: Salespeople’s' performance is positively related to their levels of organizational

commitment.

H2: Salespeople’s' performance is positively related to their levels of job commitment.

H3: Salespeople’s' performance is positively related to their levels of intrinsic motivation.

H4: Salespeople’s' performance is positively related to their levels of extrinsic motivation. .

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6. Data Collection Method
We are collecting data by survey process. We have prepared 25 questionnaires and we went to
several Bata outlets situated in different parts of Dhaka city. Our respondents were the
salesperson in those shops. Usable responses numbered 23, for a response rate of 92 per cent.
The respondents were unaware of our research objective and all the respondents were guaranteed
anonymity. Our questions were written in English but we had to explain it to the respondents in
Bangla so that there is no problem in understanding the statement. We have prepared a total of
15 questions in our questionnaire. We made three statements based on each variables. We have
used linkert scale 1 to 5 and we will analyze the data using SPSS.

7.conclusion
Bata desires to fulfill the ever changing customer’s needs, and to do so the outcome of the
salesman performance plays a significant role. Here the similar study undertaken with a
permission of Bata Shoe Company to get the feedback from the bata sales person. The
questionnaire is taken from Bata shoe company Bangladesh ltd to conduct the survey among the
salesperson. This study is the analysis of commitment and motivation of salesperson of Bata
Shoe Company which will help to analyze their performance.

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