An experimental analysis of the impact of a behaviour modification programme on salespersons' effort and performance behaviours

This study adapts a radical behaviourist ‐perspective in the study of the sales manager‐salesperson interaction, and analyses the impact of a behaviour modification programme on both the effort and performance behaviours of salespeople. To this end, a field experiment was conducted with the co‐operation of an industrial sales organization. Subjects were randomly assigned to control and experimental groups and a number of effort and performance indicators were measured via self‐report procedures. The treatment consisted of manipulations to the sales manager‐salesperson interaction in order to improve monitoring systems, introduce more structured feedback mechanisms, and make reinforcement more contingent upon actual behaviours. Results indicate that a number of effort indicator variables and performance outcomes showed significant increases for the experimental group relative to the control group.