Volume 4 Issue 5
International Journal of Trend in Scientific Research and Development (IJTSRD) Volume 5 Issue 4, May-June 2021 Available Online: www.ijtsrd.com e-ISSN: 2456 – 6470 @ IJTSRD | Unique Paper ID – IJTSRD43702 | Volume – 5 | Issue – 4 | May-June 2021 Page 1666 The Effects of Personality Traits and Motivations on performance of Salespeople - The Mediating Effects of Organizational Commitment and Compensation Dong-Jenn Yang, Pham Thi Phuong Dung Department of Business Administration, I-Shou University, R.O.C., Kaohsiung, Taiwan ABSTRACT This study tested the relationship between the factors of intrinsic, extrinsic, extraversion, agreeableness personality traits, and salesperson’s performance and explored the moderating variables of organizational commitment and compensation. Questionnaires were distributed to 200 salespeople in various retail organizations and companies selling fashion products of Ho Chi Minh City in Vietnam and 196 valid copies were received. The SPSS and HLM were employed to analyze the data and to test the research hypotheses. The results showed that a positive significant effect of extrinsic, extraversion and agreeableness personality traits on salespeople’s performance and there is no relationship between salespeople’s intrinsic motivation and their performance. Additionally, the findings also verified the moderator factor as compensation on the relationship of intrinsic motivation and agreeableness on salesperson’s performance. Finally, some accommodating advantages for retail organizations as well as sales managers in making hiring and training decisions are provided in this research. KEYWORDS: Personality Traits, Organization Commitment, Organization Compensation, Salespeople Performance How to cite this paper: Dong-Jenn Yang | Pham Thi Phuong Dung "The Effects of Personality Traits and Motivations on performance of Salespeople - The Mediating Effects of Organizational Commitment and Compensation" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456- 6470, Volume-5 | Issue-4, June 2021, pp.1666-1673, URL: www.ijtsrd.com/papers/ijtsrd43702.pdf Copyright © 2021 by author (s) and International Journal of Trend in Scientific Research and Development Journal. This is an Open Access article distributed under the terms of the Creative Commons Attribution License (CC BY 4.0) (http: //creativecommons.org/licenses/by/4.0) INTRODUCTION According to Avlonitis and Nikolaos (2007) expanding global competition, low levels of financial growth and shrinking customer bases have heightened the need to discern determinants of real success within sales sector organizations. Because of the number of salespeople employed and the amount of money expended on their treatment, sales force management is critical in many organizations. After all, a salesperson's efficiency is also critical to a company's growth (Erdheim et al., 2006; Zoltners et al., 2009). Since salespeople deal with financial, product or object, and customer information that can quickly be moved from one company to the next, their performance is critical for businesses (Rahman et al., 2014a). Salespeople's efficiency and obligation to the company are crucial factors in the organizations' long-term growth (Buciuniene & Skudiene, 2015). According to observational research (Payne et al., 2001), maintenance reminders from sales managers enhanced sales productivity and, as a result, boosted sales. Furthermore, salespeople's output is vital to the industry's potential development and prosperity (Magandini & Tendai, 2015). In view of salespeople's success and direct interaction with customers, and the belief that this would impact sales results, this individual degree of business sector orientation, referred to as salespeople's performance presentation is of exceptional importance. Researchers calculated that evidence inside the industry organization promotes and supports market sector orientation based on the sale orientation (Rajagopal& Ananya, 2008). Salespeople’s expectations of their supervisors represent behaviors that are greatly related to confiding in the company director and, as a result, to both job satisfaction and overall sales performance in the business organization. Moreover, Terho etal. (2015) formulated that the role of sales managers in administration is critical. Managers or leaders have a major impact on their salespeople's embellishment habits and attitudes (Mulki, 2015). Furthermore, Marks and Gordon (2015) stated that salespeople tailor sales messages to each buyer's specific desires, and it has long been considered a benefit of personal selling over many other methods of interaction. Therefore, the effective management and supportive actions of the organization contribute to the success of the salesperson’s job performance. Salespeople, on the other hand, need specific communication and leadership skills in order to establish and strengthen consumer relationships. Despite this, no study has been performed on salespeople's efficiency (Deeter-Schmelz & Sojka, 2003). Talukder and Jan (2017) reported that the IJTSRD43702 International Journal of Trend in Scientific Research and Development (IJTSRD) @ www.ijtsrd.com eISSN: 2456-6470 @ IJTSRD | Unique Paper ID – IJTSRD43702 | Volume – 5 | Issue – 4 | May-June 2021 Page 1667 intrinsic motivation, extrinsic motivation, organizational commitment, and compensation of salespeople are all based on their success. The findings indicated that the five-factor model (extraversion, agreeableness, conscientiousness, emotional stability, openness to experience) has a positive impact on sales performance. When there are variations in an individual's distinctive attributes and features, personality plays an important part (Maslow et al., 1970). This research focused on the salesperson’s personal characteristics and organizational management mechanism how to influence salesperson’s job performance and the following are the research objectives: 1. Exploring what personal characteristicscan significantly influence salespeople’s performance. 2. Figuring out how organization commitment and compensation how to moderate the influence of these factors on salespeople performance. LITERATURE REVIEW Salespeople Performance Salesperson’s performance, according to Buciuniene and Skudiene (2009), is one of the main keys affecting sales volume, efficiency, consumer satisfaction, and unexpected expenses. This means that the company's purchases are going to have a direct effect on the total performance relationship. Furthermore, Miao and Evans (2013) agree that salesperson’s performance in the company enterprise is critical since they work with critical financial, product, and customer data that can easily be shared from one entity to the next. As a result, salespeople’s motivation and commitment to their companies are critical factors in their long-term success. Sales companies that have shown high degrees of efficacy up to that point are knowledgeable of sales management activities (Parvinen et al., 2013). While the previous study has recognized the significance of salesperson and sales organization appropriateness throughout sales management schemes (Longenecker et al., 2014). The aim of the previous research was to look at the impact of other hierarchical and administrative factors, aside from salesperson’s efficiency, on understanding the sales organization's adequacy (Buciuniene & Skudiene, 2009; Dey et al., 2016). It is suggested that as management engages with and tries to build up the sales team, companies will have better execution. Motivation They differentiated between various forms of motivation depending on the different motives or aims that lead to intervention in Self-Determination Theory (Deci & Ryan, 1985). Furthermore, the most important distinction is between intrinsic motivation (conducting something because it is computationally intractable or enjoyable) and extrinsic motivation (doing something just because it achieves a particular result) (Ryan & Deci, 2000). Over past decades of research had also appeared that the level of experience and success can be somewhat different when acting for intrinsic versus extrinsic purposes. Intrinsic Motivation According to Ryan and Deci (2000) intrinsic motivation means doing something for the purpose of doing so, and therefore the action is enjoyed for its own sake and continues to be maintained. Yousaf, Yang and Sanders (2015) specifically associated intrinsic motivation with the enjoyment and fulfillment gained from performing the task. Since it is proposed that the motivational power of job characteristics (thus intrinsic motivation) is correlated with employee success in doing their jobs, we anticipate a favorable relationship between intrinsic motivation and salesperson’s performance (Fried & Ferris 1987). According to Amabile, Hill, Hennessey and Tighe (1994), intrinsic motivation is concerned with the enjoyment gained by completing a mission. Moreover, Ryan and Deci (2000) stated that intrinsic motivation can also influence a person's performance of learning and satisfaction when performing a specific action, as previously mentioned. According to previous research findings, higher levels of intrinsic motivation typically contribute to a desire to spend more resources in a given task and, as a result, form a sense of ease (Ryan & Deci, 2001; Ayeh et al., 2013). Eventually, salespeople's success is linked to intrinsic motivation, which is influenced by occupational engagement (Yousaf et al., 2015). Therefore, the following is proposed: Hypothesis 1: Intrinsic motivation has a significant positive influence on salespeople performance. Extrinsic Motivation Extrinsic motivation is described by San Martn and Herrero (2012) as the assumption that customers would be required to carry out a movement if it were seen to be critical in securing prestigious results unique to the activity, such as increased work efficiency and advancement. According to Venkatesh et al. (2003), output expectancy is the degree to which a person feels that using the tool can assist him or her in enhancing the performance of a task or work. This variable is analogous to terms like extrinsic incentive and success expectation in this regard. Besides, the study by Haines, Saba and Choquette (2008), extrinsic motivation refers to the need to engage in certain behaviors in order to achieve specific goals or rewards. After that, extrinsic motivation is described as the assumption that customers may need to perform an action to achieve positive results that are exclusive to the operation, such as increased employment status and rewards (San Martn & Herrero, 2012). Extrinsic motivation, according to McCombs (2012), refers to a bonus that a person gets in addition to the challenge itself, such as praise or prizes. Furthermore, extrinsic information is related to both salespeople's and the context's success, and these links are broken by organizational commitment (Yousaf et al., 2015). As a consequence, the following is proposed: Hypothesis 2: Extrinsic motivation has a significant positive influence on salesperson’s performance. Personality Traits The researcher concentrated solely on two factors: extraversion and agreeableness, which have the strongest links to salespeople's success (Waheed et al., 2017). Other experts have reported that extraversion and agreeableness from The Big Five have a positive effect on sales success (Warr et al., 2005; Warr et al., 1979). Extraversion According to Barrick and Mount (1991), extraverts are optimistic, enthusiastic, and ambitious in their acts. They also noted that this personality trait is connected to being talkative, initiating conversations, being enthusiastic, and behaving boldly. Furthermore, extraverts are engaged, sociable, enthusiastic, and relaxed individuals (Herzberg, 2003; Sung & Choi, 2009). Eventually, an extravert likes being at a company for a long time and enjoys working as part of a team. (Miller, 2015). International Journal of Trend in Scientific Research and Development (IJTSRD) @ www.ijtsrd.com eISSN: 2456-6470 @ IJTSRD | Unique Paper ID – IJTSRD43702 | Volume – 5 | Issue – 4 | May-June 2021 Page 1668 Barrick and Mount (1991) also noted extraversion and agreeableness are both dominant characteristics in the world of sales. Following that, Tadepalli et al. (1999) agreed that personality characteristics like agreeableness and extraversion have little bearing on sales efficiency. Widmier (2002), on the other hand, believes that people with elevated levels of extraversion personality characteristics do well in sales. Likewise, individuals who have a low level of emotional stability can struggle to succeed in sales. Since repeated research has validated this observation, Barrick and Mount (2005) hypothesized that extraversion will have a major positive association with salespeople's efficiency. Besides, Herzberg (2003) added that extraverted people are more involved in their daily activities. Thus, Extraversion is a personality trait that can play a major role in sales. Indeed, people with high extraversion have a lot of motivation and optimism, which encourages activities like finding gratification and proactively solving challenges, which can help them think more creatively and do well (Zhao & Seibert, 2006). Agreeableness Barrick and Mount (1991) showed that agreeableness is synonymous with politeness, flexibility, confidence, good- naturedness, forgiveness, cooperation, soft-heartedness, and tolerance. An individual with the agreeableness personality trait is often approachable and thoughtful (Arkin & Hassin, 1994). In the assessment of McCrae et al. (2005), a person who is accommodating has a high degree of trustworthiness, whereas a person who is disagreeable has a low degree of credibility, while a non-agreeable person is considered to be dishonest, cynical, and self-serving. As a consequence, academics refer to employee honesty as a predictor of agreeability. This is because, in order to achieve high levels of effectiveness, consumers must have a positive relationship with salespeople (Sackett, 2002). To support this argument, Swan, Bowers, and Richardson (1998) identified an important positive association between salespeople's success and customers' level of confidence in salespeople in one of the first meta-analyses of sales literature. As a result, one might argue that the efficacy of salespeople-customer partnership is the rationale for agreeableness against salespeople's performance's predictive validity (Thoresen, et al., 2004). Finally, Per Barrick and Mount (1991) also noted extraversion and agreeableness are both dominant characteristics in the world of sales. Following that, Tadepalli et al. (1999) agreed that personality characteristics like agreeableness and extraversion have little bearing on sales efficiency. Based on previous research, this study proposed the following hypotheses: Hypothesis 3: Extraversion personality trait has a significant positive influence on salesperson’s performance Hypothesis 4: Agreeableness personality trait has a significant positive influence on salesperson’s performance. Organizational Commitment There are few studies that have looked at organizational loyalty by long-term service salespeople (Akroush & Al- Mohammad, 2010; Rahman et al., 2014b). Buciuniene and Skudiene (2009) discovered that organizational engagement has a positive effect on salespeople's success in the company. According to the results of Zain and Jan's (2014) research, organizational engagement has a favorable effect on tenure. Besides, Meyer, Becker and Vandenberghe (2004) stated that determination can be an especially strong source of inspiration, leading to perseverance in a plan of action, even in the face of adversity. Next, intrinsic encouragement has an important positive effect on salespeople's work satisfaction and corporate engagement (Zain and Jan, 2014). Intrinsic motivation is linked to the success of salespeople, and this connection is influenced by occupational engagement (Yousaf et al., 2015).The following theories were proposed based on this literature: Hypothesis 5a: Organization commitment significantly moderates the influence of intrinsic motivation on salesperson’s performance. Hypothesis 6a: Organization commitment significantly moderates the influence of extrinsic motivation on salesperson’s performance. Hypothesis 7a: Organization commitment significantly moderates the influence of extraversion personality trait on salesperson’s performance. Hypothesis 8a: Organization commitment significantly moderates the influence of agreeableness personality trait on salesperson’s performance. Compensation The scientific value of one aspect of the sales strategy arsenal: salespeople pay in the business enterprise, is under- appreciated. Indeed, behavioral scientists have studied the motivational impact of different monetary and nonmonetary incentives on salespeople's success (Darmon & Rouziès, 2015). Furthermore, Lopez et al. (2006) found that increasing sales pay improves salespeople's efficiency the most. The findings tend to show that a large number of deals pay could be preferable to a small amount of sales compensation. The high fast compensation scheme is seen in the corporate sector because of these considerations (Bomers et al., 2016). Any firms compensate salespeople a small portion of their pay per month as part of a long-term pay package. The benefit of this salespeople payout practice, according to Bomers et al. (2016), is that it allows sales operators to continue providing services to customers at all times, resulting in a less fleeting cantered. Be that as it may, in comparison to high fast salesperson’s rewards, the use of a leveled pay package can debilitate sales reps by slowing the accumulation of wealth. Accordingly, we proposed that: Hypothesis 5b: Compensation significantly moderate the influence of intrinsic motivation on salesperson’s performance. Hypothesis 6b: Compensation significantly moderate the influence of extrinsic motivation on salesperson’s performance. Hypothesis 7b: Compensation significantly moderate the influence of extraversion personality trait on salesperson’s performance. Hypothesis 8b: Compensation significantly moderate the influence of agreeableness personality trait on salesperson’s performance. International Journal of Trend in Scientific Research and Development (IJTSRD) @ www.ijtsrd.com eISSN: 2456-6470 @ IJTSRD | Unique Paper ID – IJTSRD43702 | Volume – 5 | Issue – 4 | May-June 2021 Page 1669 METHOD Research Design The research aimed to the influence of the factors as intrinsic motivation, extrinsic motivation, extraversion and agreeableness on salesperson’s performance. In addition, this study explores if there are significant moderating effects of organizational commitment and compensation on the relationships between these factors and salespeople performance. The framework of this study is shown in Figure 1. Figure 1 the framework of this study Sampling and Data Collection Data was gathered by participants who used to be or are currently a salesperson at retail companies or organizations selling fashion products in Ho Chi Minh City in Vietnam. A total of 196 valid data samples were collected by the Google Drive platform with questionnaire surveys and convenience for distribution and data collection from June to August 2019. Among them, 19.9% were males and 74.5% were females. Further, 91% were aged between 18 and 28years old. In terms of educational level, 82.7% were High and below and 17.4 were Bachelor. Finally, 16.8% were less than 1 year, 51% were 1-2 years, 32% were above 3 years of sale experience. Questionnaire Design and Reliability The questionnaire has five sections consisting of the demographics and the items that measure personality traits, motivation, organizational efforts, and job performance of salesperson. To measure extraversion 4 items and agreeableness 5 items personality traits from the five-factor model were adapted from Sung and Choi's analysis (2009). Every 4 items to measure intrinsic and extrinsic motivation were modified from the research of Yousaf, et al. (2015). Further, this study modified the items from Krishnan et al. (2015) to measure salespeople’s performance, with each having 5 items. Lastly, organizational commitment and compensation were measured using every 4 items from Talukder and Jan (2017). All items were scored using a 5-point Likert scale with 1 for strongly disagree and 5 for strongly agree. The Cronbach’s alpha obtained for the variables are as follows: Intrinsic motivation= 0.83;extrinsic motivation=0.89;extraversion= 0.86; agreeableness= 0.83; organization commitment = 0.85; compensation = 0.85 and job performance = 0.86. Since all Cronbach’s alpha obtained were higher than 0.7, this indicates that all constructs have good reliability. ANALYSIS AND RESULTS Descriptive Statistics The descriptive statistics of dependent, moderate and independent variables are presented in table 1 which 7 variables mean values from 4.07 to 4.14 and standard deviation (SD) values from .702 to .745. Table 1 Descriptive analysis Variables N Mean SD Intrinsic Motivation 196 4.09 .714 Extrinsic Motivation 196 4.10 .702 Extraversion 196 4.07 .717 Agreeableness 196 4.14 .728 Salespeople performance 196 4.11 .745 Organization Commitment 196 4.10 .731 Compensation 196 4.13 .729 International Journal of Trend in Scientific Research and Development (IJTSRD) @ www.ijtsrd.com eISSN: 2456-6470 @ IJTSRD | Unique Paper ID – IJTSRD43702 | Volume – 5 | Issue – 4 | May-June 2021 Page 1670 The Multiple Regression Model Multiple regression analysis was used to test the effect of intrinsic motivation, extrinsic motivation, extraversion and agreeableness personality traits on salespeople performance. From the results in table 2, the regression analysis is significant (p- value < 0.001). Table 2 ANOVA for the regression model of intrinsic motivation, extrinsic motivation, extraversion, agreeableness and salespeople performance Model Sum of Squares df Mean Square F p-value Regression 32.191 4 8.048 31.569 0.000b Residual 48.691 191 0.255 Total 80.882 195 A. Dependent Variable: Salespeople Performance B. Predictors: (Constant), Intrinsic Motivation, Extrinsic Motivation, Extraversion, Agreeableness Table 3 Coefficients for the regression model of intrinsic motivation, extrinsic motivation, extraversion, agreeableness and salespeople performance Variable B SE β t p-value (Constant) Intrinsic Motivation Extrinsic Motivation Extraversion Agreeableness 0.558 0.096 0.185 0.285 0.302 0.338 0.115 0.067 0.082 0.110 0.088 0.165 0.263 0.280 1.650 0.836 2.777 3.500 2.753 0.101 0.404 0.006 0.001 0.006 a. Dependent Variable: Salespeople Performance As the result shown in table 3, with the exception of p-value for intrinsic motivation = 0.404 is larger than the significant level of 0.05, hence the coefficients for organization commitment are insignificant. All p-value for extrinsic motivation = 0.006, extraversion= 0.001 and agreeableness = 0.006 are smaller than the significant level of 0.05; hence the coefficients for extrinsic motivation, extraversion and agreeableness are significant. Therefore, the Hypothesis H1 is unsupported and Hypothesis H2, H3 and H4 are supported. Hierarchical Regression Analysis Hierarchical regression analysis was used to test whether organizational commitment moderates the relationship among intrinsic motivation, extrinsic motivation, extraversion and agreeableness on salesperson’s performance. The model is set to examine Hypothesis 5a, 6a, 7a and 8a, as table 4. As the result shown in table 16, all p-value for Intrinsic Motivation x Organization Commitment = 0.376, Extrinsic Motivation x Organization Commitment = 0.502, Extraversion x Organization Commitment = 0.400 and Agreeableness x Organization Commitment = 0.262 are larger than the significant level of 0.05, hence the coefficients are insignificant. Therefore, the Hypothesis H5a, H6a, H7a and H8a are rejected. Table 4. Coefficients for the regression model of intrinsic motivation, extrinsic motivation, extraversion, agreeableness, organizational commitment and salesperson’s performance Model B SE β t p-value (Constant) Intrinsic Motivation Extrinsic Motivation Extraversion Agreeableness Compensation Intrinsic Motivation x Organizational Commitment Extrinsic Motivation x Organizational Commitment Extraversion x Organizational Commitment Agreeableness x Organizational Commitment 0.615 0.130 0.173 0.317 0.304 -0.071 0.156 0.073 0.105 -0.214 0.353 0.124 0.070 0.092 0.112 0.091 0.176 0.109 0.124 0.190 0.119 0.154 0.292 0.281 -0.069 0.106 0.041 0.067 -0.144 1.744 1.048 2.477 3.459 2.496 -0.781 0.887 0.673 0.844 -1.126 0.083 0.296 0.014 0.001 0.013 0.436 0.376 0.502 0.400 0.262 A. Dependent Variable: Salespeople Performance Hierarchical regression analysis was used to test whether compensation moderates the relationship among intrinsic motivation, extrinsic motivation, extraversion and agreeableness on salesperson’s performance. The model is set to examine Hypothesis 5b, 6b, 7b and 8b, as table 5. As the result shown in table 5, p-value for Intrinsic Motivation x Compensation = 0.060 (p value < 0.1) is close to significant level of 0.05, hence the coefficients for Intrinsic Motivation x Compensation are weakly significant. Similarly, p-value for Agreeableness x Compensation = 0.049 (p value < 0.05). Hence, the coefficients for Agreeableness x Compensation is significant. Unfortunately, both p-value of Extrinsic Motivation x Compensation = 0.438 and Extraversion x Compensation = 0.792 are larger than the significant level of 0.05, the coefficients consequently are not significant. Therefore, Hypothesis H5b and H8b are supported, while H6b and H7b are unsupported. However, the slope of the line of Intrinsic Motivation x Compensation is positive, it is on the contrary for Agreeableness x Compensation is negative. International Journal of Trend in Scientific Research and Development (IJTSRD) @ www.ijtsrd.com eISSN: 2456-6470 @ IJTSRD | Unique Paper ID – IJTSRD43702 | Volume – 5 | Issue – 4 | May-June 2021 Page 1671 Table 5. Coefficients for the regression model of intrinsic motivation, extrinsic motivation, extraversion, agreeableness, compensation and salesperson’s performance Model B SE β t p-value (Constant) Intrinsic Motivation Extrinsic Motivation Extraversion Agreeableness Compensation Intrinsic Motivation x Compensation Extrinsic Motivation x Compensation Extraversion x Compensation Agreeableness x Compensation 0.236 -0.076 0.172 0.319 0.253 0.273 0.335 0.091 0.034 -0.349 0.353 0.122 0.066 0.084 0.112 0.083 0.177 0.117 0.130 -0.231 -0.069 0.154 0.294 0.234 0.255 0.215 0.047 0.020 -0.231 0.667 -0.617 2.627 3.790 2.258 3.295 1.894 0.776 0.264 -1.979 0.506 0.538 0.009 0.000 0.025 0.001 0.060+ 0.438 0.792 0.049* A. Dependent Variable: Salespeople Performance CONCLUSION AND SUGGESTION The Influential Factors of Salespeople Performance Salespeople’s extrinsic motivation, extraversion and agreeableness personality traits have a significant positive influence on their performance. In contrast, there is no relationship between salesperson’s intrinsic motivation and their performance in the fashion retail industry in the Vietnam context. Specifically, Talukder and Jan (2017) examined that extrinsic motivation has a positive and significant relationship with salespeople’s performance. Moreover, the findings of the current study confirmed the extraversion and agreeableness personality traits from Big Five Factors Model and other researches have a significant positive effect on sales performance in the Vietnam context (Barrick & Mount, 1991, 1993; Sung & Choi, 2009; Arkin & Hassin, 1994; Warr et al., 2005). The confirmation of these findings thus provides a cross-cultural validation. However, for H1, intrinsic motivation has no relationship to salespeople’s performance in the Vietnam context. There are some explanations to interpret for this result of the research. Firstly, Shipley and Kiely (1988) found that extrinsic motivation was shown to have a greater impact on salespeople's success in the company than inherent motivation. Next, Deci and Ryan (1985, 2000) mentioned that such environmental factors had an effect on employee motivation. This suggests that an intrinsically driven person's drive can be harmed by the lack of control provided by their surroundings. Therefore, it can be said that salespeople in fashion retail organizations in Vietnam are more impacted by extrinsic motivation such as money, fame, power, recognition, and so on than their intrinsic motivation as needs or hobbies. Lastly, Shipley and Kiely (1988), most salespeople are inspired by money (extrinsic motivation) rather than tenure. Perhaps, salespeople in the Vietnam context are more motivated by monetary which is the most direct practical benefit than other factors. Indeed, Siu (1992) having been formally or officially described that China allegedly used cash bonuses to control and boost salespeople's efficiency. Additionally, it is well proven in the results of H5b when compensation significantly increases the influence of salespeople’s intrinsic motivation on their performance. According to all the above assumptions, it gave a partial explanation of the reason why intrinsic motivation does not influence salespeople’s performance in the Vietnam context. The Moderating effects of Organization Commitment and Compensation The results showed that compensation only significantly moderates the influence of agreeableness personality trait on sales performance and just weekly effect on the influence of extrinsic motivation on sales performance. In contrast, there is no effect of organizational commitment on the influence of intrinsic motivation, extrinsic motivation, extraversion and agreeableness personality trait on sales performance. Moreover, compensation also has no effect on the relationships of intrinsic motivation and extraversion. As mentioned, Deci and Ryan (1985, 2000) proposed that such environmental factors can enhance or detract from employee morale to some degree. Therefore, salespeople with inner motivation tend to perform better when getting more benefits as monetary or rewards as a result of hypothesis H5b. For hypothesis H8b, Sung and Choi (2009) claimed that agreeable people really care for others and prefer to agree with others' views to avoid conflict; but, when they are worried with incentives, compensation, or other people's expectations of their success, their artistic performance declines even more. Furthermore, they are more likely to participate in cooperative, supporting activity, which is mostly motivated by the need to preserve established relationships. It can be seen that salespeople with a high degree of agreeability as a personality attribute remained in direct contact with their consumers for a long time, they give serious attention to customer’s thoughts or feelings when sold many products and they somehow want to keep this relationship, then their performance included compensation as individual’ interests are decreased effetely. The results indicated that sales managers or employers can take deep consideration in salespeople with those kinds of personalities when making hiring decisions. As a result, besides supporting sales managers, it is also useful for organizations and companies in terms of building sales teams with outstanding performance in order to improve their services. In addition, it can also be the cause of an increased customer loyalty or customers’ loyalty to the company's reputation, which may greatly boost the revenues and market shares often mainly focused by retail organizations and companies. References  Akroush, M. N., & Al-Mohammad, S. M. (2010). The effect of marketing knowledge management on organizational performance. International Journal of Emerging Markets, 5(1), 38-77. International Journal of Trend in Scientific Research and Development (IJTSRD) @ www.ijtsrd.com eISSN: 2456-6470 @ IJTSRD | Unique Paper ID – IJTSRD43702 | Volume – 5 | Issue – 4 | May-June 2021 Page 1672  Amabile, T. M., Hill, K. G., Hennessey, B. A., & Tighe, E. M. (1994). The Work Preference Inventory: assessing intrinsic and extrinsic motivational orientations. Journal of Personality and Social Psychology, 66(5), 950-967.  Arkin, E. M., & Hassin, R. (1994). Approximation algorithms for the geometric covering salesman problem. Discrete Applied Mathematics, 55(3), 197- 218. Avlonitis, G. J., & Panagopoulos, N. G. (2007). Exploring the influence of sales management practices on the industrial salesperson: A multi- source hierarchical linear modeling approach. Journal of Business Research, 60(7), 765-775.  Avlonitis, G.J. & Nikolaos, G.P. (2007). Exploring the influence of sales management practices on the industrial salesperson: A multi-source hierarchical linear modelling approach. Journal of Business Research, 60(7), 765-775.  Barrick, M. R., & Mount, M. K. (1991). The big five personality dimensions and job performance: a meta-analysis. Personnel Psychology, 44(1), 1-26.  Barrick, M. R., & Mount, M. K. (1993). Autonomy as a moderator of the relationships between the big five personality dimensions and job performance. Journal of applied Psychology, 78(1), 111.  Barrick, M. R., Parks, L., & Mount, M. K. (2005). Self-monitoring as a moderator of the relationships between personality traits and performance. Personnel Psychology, 58(3), 745-767.  Bomers, J.V., Cole, P.J., & Reimink, T. (2016). 2015 Financial Institutions Compensation Survey: Supply and Demand Drives Compensation Strategies. ABA Banking Journal, 108, 41.  Bučiūnienė, I., & Škudienė, V. (2009). Factors influencing salespeople motivation and relationship with the organization in b2b sector. Engineering Economics, 4(1), pp. 78-85.  Bučiūnienė, I., & Škudienė, V. (2015). Factors influencing sales people motivation and relationship with the organization in b2b sector. Engineering Economics, 64(4), 78-85.  Darmon, R.Y. & Dominique, R. (2015). The effects of a salesperson’s utilities on optimal sales force compensation structures in uncertain environments. In: Proceedings of the 1993 World Marketing Congress (p. 71). Springer International Publishing.  Deci, E. L. & Ryan, R.M. (1985). Intrinsic motivation and self-determination in human behavior. New York and London: Plenum.  Deci, E. L., & Ryan, R. M. (2000). The" what" and" why" of goal pursuits: Human needs and the self- determination of behavior. Psychological Inquiry, 11(4), 227-268.  Deeter-Schmelz, D.R. & Sojka, J.Z. (2003). Developing effective salespeople: Exploring the link between emotional intelligence and sales performance. The International Journal of Organizational Analysis, 11(3), 211-220.  Dey, B. L., Pandit, A., Saren, M., Bhowmick, S., & Woodruffe-Burton, H. (2016). Co-creation of value at the bottom of the pyramid: Analysing Bangladeshi farmers' use of mobile telephony. Journal of Retailing and Consumer Services, 29, 40-48.  Erdheim, J., Wang, M., & Zickar, M. J. (2006). Linking the Big Five personality constructs to organizational commitment. Personality and Individual Differences, 41(5), 959-970.  Fried, Y., & Ferris, G. R. (1987). The validity of the job characteristics model: A review and meta-analysis. Personnel Psychology, 40(2), 287-322.  Haines, V. Y., Saba, T., & Choquette, E. (2008). Intrinsic motivation for an international assignment. International Journal of Manpower, 29(5), 443-461.  Herzberg, F. (2003). One more time: How do you motivate employees? Harvard Business Review, 81(1), 87-96. Hurtz, G. M., & Donovan, J. J. (2000). Personality and job performance: The Big Five revisited. Journal of Applied Psychology, 85(6), 869- 879.  Krishnan, V., Peterson, R., & Groza, M. D. (2015). The effect of sales people, processes and provisions on performance: The 4p-sales management model. Ideas in Marketing: Finding the New and Polishing the Old. Springer International Publishing, p. 12.  Longenecker, C.O., Ragland, C.B., & Mallin, M.L. (2014). Developing high performance sales managers: key practices for accelerating growth. Development and Learning in Organizations, 28(2), 10-13.  Lopez, T. B., Hopkins, C. D., & Raymond, M. A. (2006). Reward preferences of salespeople: How do commissions rate? Journal of Personal Selling & Sales Management, 26(4), 381-390.  Magandini, M. & Tendai, N. (2015). The effects of salesman personality on sales performance of internet service provider in the telecommunication industry: Zimbabwean perspective. British Journal of Marketing Studies, 3(1), 11-21.  Marks, R. B., & Badovick, G. J. (2015). The relationship between adaptive selling, task-related sales behaviour and commitment to performance-some promising results. Proceedings of the 1997 Academy of Marketing Science (AMS) Annual Conference. Springer International Publishing, 178-184.  Maslow, A. H., Frager, R., Fadiman, J., McReynolds, C., & Cox, R. (1970). Motivation and personality (3rd ed.). Harper & Row New York. Retrieved from http://scottbarrykaufman.com/wpcontent/uploads/ 2015/01/Maslow-1954.pdf  McCombs, J. (2012). A path analysis of the behavioral intention of secondary teachers to integrate technology. Society for Information Technology & Teacher Education International Conference, 3392- 3399. Association for the Advancement of Computing in Education (AACE).  McCrae, R. R., & Terracciano, A. (2005). Personality profiles of cultures: aggregate personality traits. Journal of personality and social psychology, 89(3), 407-425 McDaniel, C. & Gates, R. (1999). Contemporary Marketing Research, (4th ed.). Cincinnatti, Ohio: South Western University Publications.  Miao, C.F., & Evans, K.R. (2013). The interactive effects of sales control systems on salesperson International Journal of Trend in Scientific Research and Development (IJTSRD) @ www.ijtsrd.com eISSN: 2456-6470 @ IJTSRD | Unique Paper ID – IJTSRD43702 | Volume – 5 | Issue – 4 | May-June 2021 Page 1673 performance: A job demands–resources perspective. Journal of the Academy of Marketing Science, 41(1), 73-90.  Miller, A. (2015). Death of a salesman. Bloomsbury Publishing. Retrieved from https://books.google.com/books?id=ZzSTCgAAQBAJ &printsec=frontcover&dq=Death+of+a+alesman  Mulki, J.P. (2015). Regulation of emotions, interpersonal conflict and job performance for salespeople. Journal of Business Research, 68(3), 623- 630.  Parvinen, P., Aspara, J., Kajalo, S., & Hietanen, J. (2013). Sales activity systematization and performance: differences between product and service firms. Journal of Business & Industrial Marketing, 28(6), 494-505.  Payne, A., Sue, H. & Pennie, F. (2001). "Relationship value management: Exploring the integration of employee, customer and shareholder value and enterprise performance models. Journal of Marketing Management, 17(8), 785-817.  Rahman, M. K., Abdul, J., Arphan, A., Abdullah-Al- Mamun, S. D., & Moklesur, R. (2014a). Determinants of Students’ Interest in Sales Job as Potential Profession: An Empirical Investigation in Malaysia. Journal of Marketing Management, 2(1), 65-79.  Rahman, M. K., Mohamad, M., & Khan, A. (2014b). What motivational factors influence students’ interest in sales career? An empirical investigation in Malaysia. Journal of Business and Management, 16(3), 73-79.  Rajagopal. & Ananya, R. (2008). Team performance and control process in sales organizations. Team Performance Management: An International Journal, 14(1/2), 70-85.  Ryan, R. M., & Deci, E. L. (2000). Intrinsic and extrinsic motivations: Classic definitions and new directions. Contemporary Educational Psychology, 25(1), 54-67.  Ryan, R. M., & Deci, E. L. (2001). On happiness and human potentials: A review of research on hedonic and eudaimonia well-being. Annual Review of Psychology, 52(1), 141-166.  Sackett, P. R. (2002). The structure of counterproductive work behaviors: Dimensionality and relationships with facets of job performance. International journal of selection and assessment, 10(1-2), 5-11.  San Martín, H., & Herrero, Á. (2012). Influence of the user’s psychological factors on the online purchase intention in rural tourism: Integrating innovativeness to the UTAUT framework. Tourism Management, 33(2), 341-350.  Shipley, D., & Kiely, J. (1988). Motivation and Dissatisfaction of Industrial Salespeople—How Relevant is Herzberg's Theory? European Journal of Marketing, 22(1), 17-30.  Siu, W.S. (1992). Philosophies of salesforce management in the People's Republic of China: An ethnographic approach. Marketing Intelligence & Planning, 10(2), 18-21.  Sung, S. Y., & Choi, J. N. (2009). Do big five personality factors affect individual creativity? The moderating role of extrinsic motivation. Social Behavior and Personality: an international journal, 37(7), 941-956.  Swan, J. E., Bowers, M. R., & Richardson, L. D. (1998). Customer Trust in the Salespeople: An Integrative Review and Meta-Analysis of the Empirical Literature. Journal of Business Research, 44, 93–107.  Tadepalli, R., Moreno, A., & Trevino, S. (1999). Do American and Mexican purchasing managers perceive ethical situations differently? An empirical investigation. Industrial Marketing Management, 28(4), 369-380.  Talukder, K. I., & Jan, M. T. (2017). Factors Influencing Sales Peoples Performance: A Study of Mobile Service Providers in Bangladesh. Academy of Marketing Studies Journal, 21(2), 1-20.  Terho, H., Andreas, E., Alexander, H. & Wolfgang, U. (2015). How sales strategy translates into performance: The role of salesperson customer orientation and value-based selling. Industrial Marketing Management, 45, 12-21.  Thoresen, C. J., Bradley, J. C., Bliese, P. D., & Thoresen, J. D. (2004). The big five personality traits and individual job performance growth trajectories in maintenance and transitional job stages. Journal of Applied Psychology, 89(5), 835-853.  Venkatesh, V., Morris, M.G., Davis, G.B., & Davis, F.D. (2003). User Acceptance of Information Technology: Toward a Unified View. MIS Quarterly, 27, 425-478.  Waheed, A., Yang, J., & Webber, J. (2017). The effect of personality traits on sales performance: An empirical investigation to test the five-factor model (FFM) in Pakistan. Interdisciplinary Journal of Information, Knowledge, and Management, 12, 139-157.  Warr, P., Bartram, D., & Martin, T. (2005). Personality and sales performance: Situational variation and interactions between traits. International Journal of Selection and Assessment, 13(1), 87-91.  Warr, P., Cook, J., & Wall, T. (1979). Scales for the measurement of some work attitudes and aspects of psychological well-being. Journal of occupational Psychology, 52(2), 129-148.  Yousaf, A., Yang, H., & Sanders, K. (2015). Effects of intrinsic and extrinsic motivation on task and contextual performance of Pakistani professionals. Journal of Managerial Psychology, 30(2), 133-150.  Zain, O.M. & Jan, M. (2014). The extent of factors influencing automobile salesperson’s career tenure in Malaysia. Asian Journal of Business Research, 4(1), 43- 63.  Zhao, H., & Seibert, S. E. (2006). The big five personality dimensions and entrepreneurial status: A meta-analytical review. Journal of applied psychology, 91(2), 259-271.  Zoltners, A. A., Sinha, P., & Lorimer, S. E. (2009). Building a winning sales force: Powerful strategies for driving high performance: AMACOM Div American Mgmt Assn.