The business environment is currently typified by rapid and ongoing change, which causes the future to be increasingly unpredictable and unsettled. Companies are struggling to maintain their competitive edge and to survive. It is therefore important that management should ensure that the necessary competencies and abilities are available to enable the coordination of both diversifies and specialized functions within the organisation, providing for current and future requirements. The purpose of this study is to determine the relationship between embarking on the Competency Acquisition Process (CAP) learning program for account managers and work performance. In order to attain this goal, the primary focus of the literature study was investigating what a learning organisation is, the importance and principles of a learning organisation, the types of learning and characteristics and approaches to a learning organisation. The company as a learning organisation and CAP was defined. Learning is then linked to performance by looking at the relationship between the two variables and also comparing the traditional approach of training with learning as a process. A questionnaire was designed consisting of forced-choice questions and answers and some open-ended questions. The purpose was to survey a large number of people about the topic of the research. Percentage in sales growth per sales staff member was obtained from the sales database department, and correlations were made with CAP progress data on SAP HR. From the analysis of data the following results were apparent: <ul> <li>--Embarking on CAP improved the relationship between subordinates and management and also assisted in improving teamwork amongst team members.</li> <li>--Most sales staff believes that CAP significantly influenced their In Trade Outlet Survey (ITOS) ratings.</li> <li>--CAP assisted the company in gaining a larger market share.</li> <li>--The majority of the respondents strongly agreed that the competencies and knowledge gained through CAP assisted them in increasing their sales of carbonated soft drinks.</li> <li>--CAP is believed to have improved the company’s Customer Service Measurement.</li> <li>--CAP significantly improved the levels of confidence of the sales staff.</li> <li>--99 % of the respondents believe that the Value Chain learning outcome positively influenced their work performance.</li> <li>--99 % of the respondents believe that the learning outcome: Knowledge of how sales fits in the Value Chain positively influenced their work performance.</li> <li>--Every respondent in the survey believed the product knowledge module had a positive impact on their work performance.</li> <li>--CAP emerged to be the learning intervention that has the most impact on the work performance of sales staff, followed by coaching by managers and the Sales Academy.</li> <li>--The results of the survey indicated that 96 % of the respondents believe that CAP was a worthwhile initiative.</li> </ul> Significant differences were found in sales growth since embarking on CAP between different race groups. Significant differences for CAP progress were found in respect of different plants. The research aimed to prove the hypothesis that CAP improved work performance. The core measurement of sales staff is growing sales volume, with all the other measurements measured in the questionnaire supporting this core function. Copyright 2005, University of Pretoria. All rights reserved. The copyright in this work vests in the University of Pretoria. No part of this work may be reproduced or transmitted in any form or by any means, without the prior written permission of the University of Pretoria. Please cite as follows: Bergh, C 2005, The impact of a competency acquisition process on the work performance of sales staff, MCom dissertation, University of Pretoria, Pretoria, viewed yymmdd < http://upetd.up.ac.za/thesis/available/etd-06212005-084440 / > / Dissertation (MCom (Human Resources Management))--University of Pretoria, 2006. / Human Resource Management / unrestricted

The market scale of Taiwan department store expands unceasingly these years, and the competition is more intense than before. As a result, the research and discussion in the department store are more and more. The management style of department store in Taiwan becomes large scale, chain operation system, and internationalization. In addition to, might be joint venture or technological cooperation with overseas company. The major objective of this study is to examine the relationship among selling skill, service attitude, and job performance, moreover, using the psychology contract to an intermediate variable. To discuss, the intermediate effect to the selling skill, service attitude, and job performance. From this research, according to the analysis from six department stores with 349 sales staffs in Kaohisung. Analysis of the results will be present in below: First, the relationship between selling skill and job performance has positive correlation and effect significantly, then the satisfy level between selling skill and psychology contract has noticeable positive correlation and effect. The relationship between service attitude and job performance has positive correlation and effect obvious. Besides that, the satisfy level between service attitude and psychology contract also has positive correlation. In addition to, the satisfy level among psychology contract to the selling skill and job performance has intermediate effect partially, and the satisfy level among psychology contract to the service attitude and job performance also has a part of intermediate effect. Finally, the advice has been offered to the department stores, suppliers, sale staffs, and others researchers.

Due to the constant change of technology, companies’ battle to win customers becomes more and more intense. Maintaining customers and building long-term relationships is becoming more and more important and the customer relationship management (CRM) concept has evolved as a strategy rather than just a technological system. With an efficient CRM strategy and CRM system the company can learn which customers to keep, put more focus on and develop further relationship with and which ones to cut loose (Mendoza et al., 2006).    Sales and sales management are often critical personnel in an organization, because they are in charge of selling goods and services that generate the revenues and cash flows that support the firms’ existence (Wagner &amp; Zubey, 2007). This thesis focuses on how an organization can motivate stakeholders of the CRM system, within the sales department, to improve the usage, taking in consideration critical success factors (CSFs). To develop an understanding of the barriers that might influence the use of the CRM system and the CSFs that have been considered to motivate the stakeholders of the system, a case study was made at Strålfors Svenska AB. Interviews were held with the sales managers and the sales personnel to learn about the expectations of the CRM system use and about the actual use.   The results have lead us to the following conclusions; for the CRM system to be successful and to motivate the CRM stakeholders, the following factors are critical; top management involvement, clear communication of goals and objectives, integration between departments in the organization, sales staff commitment and involvement, education, feedback and evaluation.

Bajarūnaitė, A., UAB “ERMITAŽAS” konsultantų – pardavėjų mokymo programos tobulinimas ekonominės krizės metu. [Rankraštis]: bakalauro baigiamasis darbas: vadyba ir verslo administravimas. Vilnius, ISM Vadybos ir ekonomikos universitetas, 2009 SANTRAUKA Šio bakalauro baigiamojo darbo tema yra UAB “ERMITAŽAS” konsultantų – pardavėjų mokymo programos tobulinimas ekonominės krizės metu. Darbo tikslas — pateikti įmonei sprendimus, kaip patobulinti konsultantų-pardavėjų mokymo programą ekonominės krizės metu. Siekiant darbo tikslo yra užsibrėžti šie uždaviniai: • atlikti įmonės UAB”ERMITAŽAS” vidinės ir išorinės aplinkos analizę. • atlikti empirinį tyrimą, kurio tikslas nustatyti konsultantų-pardavėjų mokymosi poreikį bei jų mokymo galimybes. • pateikti vadybinius sprendimus, kaip mokyti konsultantus-pardavėjus. Baigiamąjį bakalauro darbą sudaro trys dalys: situacijos analizė, empirinis tyrimas ir vadybiniai sprendimai. Situacijos analizės dalyje yra pateikta bendra informacija apie įmonę, atlikta vidinė ir išorinė įmonės analizė, taip pat pristatyta iškilusi probleminė situacija. Empirinio tyrimo dalyje aprašyta tyrimo metodika, koks tyrimas buvo atliktas, kaip vyko tyrimo eiga. Taip pat pateikti tyrimo rezultatai ir išvados. Vadybinių sprendimų dalyje pateikiami sprendimai iškeltai problemai spręsti. Šio darbo rezultatas — pateikti sprendimai įmonei UAB“ERMITAŽAS“, kaip patobulinti konsultantų-pardavėjų mokymo programą ekonominės krizės metu. / Bajarūnaitė, A., UAB “ERMITAŽAS” Sales Staff Training Programme Improvement during Economic Recession. [Manuscript]: Bachelor Thesis: Management and Business Administration. Vilnius, ISM University of Management and Economics, 2009. EXECUTIVE SUMMARY The subject of this paper is UAB “ERMITAŽAS” sales staff training programme improvement during economic recession. The main goal of this paper is to prepare and provide solutions for the company how to improve sales staff training programme in times of economic crisis. To achieve this goal following objectives are defined: • to perform company’s internal and external analysis. • to perform empirical research with the purpose to assess sales staff training need and sales staff training possibilities. • to prepare managerial solutions, how to improve sales staff training programme. This Bachelor Thesis consists of three parts: situation analysis, empirical research and managerial solutions. General information about the company, internal and external analysis of the company and the main problem, the company have to deal with are presented in situation analysis. Empirical research part includes detailed description of research, how it was proceeding as well as results of the research. In managerial solutions part there are presented decisions which shoud help the company to solve the existing problem, how to improve sales staff training programme during economic recession. The result of this paper is prepared... [to full text]

Se relaciona inteligencia emocional y clima organizacional en 208 vendedores de una empresa de alimentos de Lima – Perú. Se usaron, Escala de Inteligencia Emocional de Wong-Law, adaptada por Merino-Soto, Lunahuaná-Rosales y Kumar (2016) y el Cuestionario de Clima Organizacional de Litwin y Stringer adaptada por Seminario (2017), instrumentos con adecuadas propiedades psicométricas. Los resultados evidenciaron que existe correlación positiva entre inteligencia emocional y clima organizacional (.384), se reportan correlaciones significativas y positivas en las cuatro dimensiones de Inteligencia Emocional con Clima Organizacional ya que los coeficientes son válidos (P valor es -0.05). Al comparar las dimensiones de Inteligencia Emocional por antigüedad en el cargo, la categoría de 10 a 15 años trabajando presenta mayores puntajes; en Clima Organizacional el mayor puntaje corresponde a los de 10 a 15 años trabajando. La media de inteligencia emocional presenta puntajes altos en las 4 dimensiones y en clima organizacional presenta puntajes medianamente altos. / Se relaciona inteligencia emocional y clima organizacional en 208 vendedores de una empresa de alimentos de Lima – Perú. Se usaron, Escala de Inteligencia Emocional de Wong-Law, adaptada por Merino-Soto, Lunahuaná-Rosales y Kumar (2016) y el Cuestionario de Clima Organizacional de Litwin y Stringer adaptada por Seminario (2017), instrumentos con adecuadas propiedades psicométricas. Los resultados evidenciaron que existe correlación positiva entre inteligencia emocional y clima organizacional (.384), se reportan correlaciones significativas y positivas en las cuatro dimensiones de Inteligencia Emocional con Clima Organizacional ya que los coeficientes son válidos (P valor es -0.05). Al comparar las dimensiones de Inteligencia Emocional por antigüedad en el cargo, la categoría de 10 a 15 años trabajando presenta mayores puntajes; en Clima Organizacional el mayor puntaje corresponde a los de 10 a 15 años trabajando. La media de inteligencia emocional presenta puntajes altos en las 4 dimensiones y en clima organizacional presenta puntajes medianamente altos. / Tesis