<p>Fast changes and external demands have made companies to continuously needing to improve their performance. Banks in particular have come to make a complete changeover to keep up with the competition. They have gone from bureaucratic structures to become more sales oriented.</p><p>This has come to affect the management model banks use, meaning that the tools to control and navigate the company had to be modernized and adapted to measure new activities. Before the structure change, it was usually enough for a bank to use financial measurements only focusing on indicators such as ROI, when measuring performance. Today, banks have realized the value of the company’s employees, they are a crucial factor for reaching success. Therefore the banks have realized that they need to measure the employees performance. By measuring the employees the bank will be able to know how to improve their performance in order to reach greater success. However, measuring the employees performance has backsides, in some cases it has created unwanted behavior.</p><p>My problem definitions goes: How are the Swedish banks motives to reach sales goals, creating a conflict between employees actions towards customer relations and banks results? My purpose is to increase my and banks understanding in how sales goals affect the employees and their actions in a bank. I will increase my and banks understanding by finding what factors with the sales goals foster a certain behavior. I am also interested in finding a way to prevent certain behavior that occurs with sales goals.</p><p>In order to answer my purpose I have conducted seven qualitative un-structured interviews with bank employees. I believe that I can take part of their reality by interpreting their answers. Therefore I argue for a hermeneutic view. The theoretical framework includes theories which I believe are relevant in order to increase my understand about the situation. The theoretical framework will be brought together with the seven interviews and together they will act as a platform for my analysis.</p><p>I have conducted unstructured interviews, consisting of one sales manager and six bank employees. The interviews were conducted in one company, the purpose was to understand the actions in one context. During these interviews I used an interview guide as an aid. I found that employees are affected by the sales goals due to the fact that they have not participated in deciding them. Meaning that the goals are not of much value for them. Furthermore I found that the employees perceive that the bank is neglecting them, which I found was a result of how the manager values the management model. The behavior of the employees is affected by what parts of the management model the manager chooses to communicate.</p>

Fast changes and external demands have made companies to continuously needing to improve their performance. Banks in particular have come to make a complete changeover to keep up with the competition. They have gone from bureaucratic structures to become more sales oriented. This has come to affect the management model banks use, meaning that the tools to control and navigate the company had to be modernized and adapted to measure new activities. Before the structure change, it was usually enough for a bank to use financial measurements only focusing on indicators such as ROI, when measuring performance. Today, banks have realized the value of the company’s employees, they are a crucial factor for reaching success. Therefore the banks have realized that they need to measure the employees performance. By measuring the employees the bank will be able to know how to improve their performance in order to reach greater success. However, measuring the employees performance has backsides, in some cases it has created unwanted behavior. My problem definitions goes: How are the Swedish banks motives to reach sales goals, creating a conflict between employees actions towards customer relations and banks results? My purpose is to increase my and banks understanding in how sales goals affect the employees and their actions in a bank. I will increase my and banks understanding by finding what factors with the sales goals foster a certain behavior. I am also interested in finding a way to prevent certain behavior that occurs with sales goals. In order to answer my purpose I have conducted seven qualitative un-structured interviews with bank employees. I believe that I can take part of their reality by interpreting their answers. Therefore I argue for a hermeneutic view. The theoretical framework includes theories which I believe are relevant in order to increase my understand about the situation. The theoretical framework will be brought together with the seven interviews and together they will act as a platform for my analysis. I have conducted unstructured interviews, consisting of one sales manager and six bank employees. The interviews were conducted in one company, the purpose was to understand the actions in one context. During these interviews I used an interview guide as an aid. I found that employees are affected by the sales goals due to the fact that they have not participated in deciding them. Meaning that the goals are not of much value for them. Furthermore I found that the employees perceive that the bank is neglecting them, which I found was a result of how the manager values the management model. The behavior of the employees is affected by what parts of the management model the manager chooses to communicate.

This study sought to determine whether a relationship existed between individual salesperson's levels of goal-directed cognition and motivation and their professional success as determined by the percentage of sales goals achieved. Salespersons represented two companies with national sales forces: one from the financial services industry and one from the apparel manufacturing industry. Both groups of salespeople were responsible for complex selling tasks. The skill sets for these professionals included high levels of communication skills, extensive product knowledge, and competitive market knowledge. Survey research, both paper and pencil and online, was conducted using the Hope Scale developed by C. R. Snyder and associates (1991). Hope is defined as a two-dimensional construct of goal-directed thinking: resourcefulness, thoughtful planning to overcome obstacles to goals, and motivation, cognition to sustain momentum toward goal achievement. Theoretically, upon assessing salespersons' Hope scores, organizations would be better prepared to assist those with low Hope Scale Scores (HSS) in one of the two areas. Those with low resourcefulness scores could be trained in cognitive techniques to overcome obstacles to goal achievement. Those with low motivational scores would be identified for further analysis, from a developmental perspective, to better determine what personally initiates and sustains motivation to attain their goals (Snyder, 1991). This study affirmed two of three parts of the hope theory with regard to salespeople. High Hope scores showed significant correlations with high goal achievement, as did one of the subset scores, motivation. The resourcefulness subset score did not correlate significantly with high goal achievement, and also produced low reliability scores.