The loss of revenue, profits, brand, and corporate sustainability are possible for companies whose managers do not use strategies to motivate employee sales performance. The purpose of this multiple case study was to explore the strategies managers use to motivate sales employees' performance. A purposeful sample of 3 managers from U.S. companies with sales employees shared their strategies to motivate sales employees' performance. Methodological triangulation was used to review and analyze information from semistructured interviews, journal notes, member checking data, and review and analysis of relevant company documents. Additionally, coding indicated 4 main themes supporting the benefits of strategies to motivate sales employees' performance: sales personnel with self-motivation exhibit enhanced sales results earlier than nonself-motivated personnel; setting mandatory guidelines, and continuous checking to observe results motivates performance; financial rewards enhance performance; and sales employees receive motivation from recognition of their peer sales group and the organization. The study findings may contribute to social change by increasing the awareness of sales managers to motivate their sales employees, who will add revenue and profits to the organization thereby maintaining jobs, creating more jobs, and providing additional disposable income for health and well-being.

This research explores the relationship between personality traits, Psychological Capital and job performance amongst sales employees within an Information, Communication and Technology (ICT) sector in South Africa. The study was conducted through quantitative research. The study used the Basic Traits Inventory short form (BTI) to measure personality traits; the Psychological Capital questionnaire (PCQ) to measure the Psychological Capital; and the Job Performance questionnaire (JBQ) to measure individual performance. A biographical questionnaire was also used. The questionnaires were administered to a population of 145 sales employees, 85 of whom were based in the company’s Johannesburg office, with the rest dispersed in the company’s Cape Town, Durban, Port Elizabeth, Bloemfontein, wider Free State and Mpumalanga offices. In view of the fact that the sample was small, 100% of the population was included in the study. A theoretical relationship between the constructs was determined and an empirical study provided evidence of the degree of relationship that existed between them. The results reveal significant relationships to exist between some sub-scales; however, statistical significance could not be reached for some correlations. / Industrial and Organisational Psychology / M. Com. (Industrial and Organisational Psychology)