| Summary: | 碩士 === 大同工學院 === 事業經營研究所 === 82 === Walker, Churchill, and Ford 於1977年提出一銷售人員激勵和績效模型
。此模型的激勵構成要素是基於Vroom 1964 提出的激勵期望理論，並且
在非銷售人員之激勵上也獲得相當實證的支持。在國外，有相當多關於期
望 (expectancy) 和工具性 (instru-mentality)的實證研究來預測激勵
。但反觀國內，相關文獻卻付之闕如。本研究目的在於驗證(1)銷售人員
個人特徵與其工作、組織和環境等知覺 性知覺之間的關係，且本研究所
抽樣的對象是T公司服務站及 OA站的銷售人員。結論： 1.期望估計： 、
特定自尊、結構和銷售限制是顯著的預測變數，結論支持 Walker et
al. 的假設。 2.工具性估計:內外控是顯著的預測變數，此結論也支持
Walker et al. 的假設。 吨韏{式是一個顯著的預測變數。結果指出銷售
人員知覺 q時，他們更相信好績效將產生自我實現的感覺及改善顧客和公
司關係。 H員的顧客和公司關係負相關。此發現意謂著允許員工參與決策
反而降低了顧客和公司關係。技能多樣性發現與顧客關係正相關，但與公
司關係負相關。工作完整性與自我實現正相關，但與直接績效表揚負相關
。 n性知覺與他們的工作狀態正相關。此發現說明當銷售人員知覺到他們
的工作是重要時會相信好績效將改善工作狀態。 菪D性知覺與他們的直接
績效表揚正相關。這發現說明銷售人員認為他們能獨立自主時，會相信好
績效將造成報償。最後，工作回饋性與銷售人員的直接績效表揚和自我實
現正相關。
Walker, Churchill, and Ford outline a model of the motivation
of the industrial salesperson. The motivation componemts of the
based on the expectancy theory of motivation developed by Vroom
considerablempirical support with respect to the motivation
ofoyees. This study is undertaken to examine the relationships
betweenrson's individual characteristics, his or her
perceptions of task, andas well as environmental variables and
(2) his or her perceptions of expectncies and instrumentality.
And the subject of this study is (exclusive of the head of the
station) working in T company'sons and OA stations. Conclusion:
1. Expectancy Estimate The locus of control, generalized self-
esteem, specificitiation of structure, and selling constraints
are significant predictorequently, the results support the
hypothesis by Walker et al. 2. Instrumentality Estimates The
internal/external orientation variable is a significantble;
consequently, the results support the hypothesis by Walker et
al. Initiation of structure is a significant predictor in the
equation. The results for the instrumentality componemts
indicatens who have initiation of structure supervisors are
more likely tood performance will tend to produce fellings of
self-fulfillment andr and company relationships. Participation
is found to be related negatively to theestimate on the
salesperson's customer and company relationships. Skill variety
is found to be related positively to customer but negatively to
company relationships. Perceived task identication is
significantly positively related to self-fulfillment
instrumentality. But taskis found to be related negatively to
direct performance recognition.
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