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Motivation in the Workplace: what meta-programs can tell us about performance & retention?
| Content Provider | Semantic Scholar |
|---|---|
| Author | Merlevede, Patrick |
| Copyright Year | 2012 |
| Abstract | This paper details the findings from an exploratory, mixed-method study on the motivation and work attitude of salespeople who perform well and have a higher retention rate. This research focuses on detecting the effect that meta-programs have on job performance and retention. In this longitudinal study, various teams of salespeople working for a large organization have been followed from April 2009 till the end of 2011. The sample was homogenous, in the sense that all 312 salespersons involved were selling the same range of products to B2B customers and everyone was given the same training in terms of product knowledge and sales skills. The salespersons were asked to complete a forced ranking survey which measures preferences on 48 meta-program patterns in the work context. Subgroups of people were selected based on performance data and retention data, and compared to the meta-programs data. As a result, several models were built to predict performance and retention. A first research question was which meta-programs could predict job performance. A subset of the top 8 performers was compared with the 15 of the low performers. The most significant findings (t-test with p < 0,01) had to do high performers being more able to work individually (without other people around) and paying less attention to affective communication. 7 other parameters proved to be significant (p < 0,05). Based on these findings a model was built to predict job performance. A second research question was which meta-programs would predict retention. To answer the question we compared a group (n=111) who stayed 2 years and longer with a group (n=51) who left very quickly (after maximum 3 months). The most significant findings (t-test with p < 0,01) had to do with the people staying longer being more convinced by hearing, showing indifference to rules, paying less attention to external sources of reference and being more motivated by power. 11 other parameters proved to be significant (p < 0,05). Apart from explaining the research methodology used, which combines methods from statistics and psychological testing with principles from NLP modeling, this paper will discuss the implications of these findings for the organization in terms of recruiting, coaching, training and management of the sales people. |
| File Format | PDF HTM / HTML |
| Alternate Webpage(s) | http://jobeq.com/articles/ResearchConf2012.pdf |
| Language | English |
| Access Restriction | Open |
| Content Type | Text |
| Resource Type | Article |
