Putri, Lidia Tri (2004) ANALISIS FAKTOR MOTIVASI YANG MEMPENGARUHI KINERJA TENAGA PEMASARAN PT. AVON INDONESIA CABANG BOGOR. Masters thesis, Institut Pertanian Bogor.
Performance of the marketing personnel is one of the key factors for the success of a company in marketing its products. The performance is influenced by the motivation factors attached to the personnel. This study aims at identifying the motivation factors influencing the performance of the marketing personnel, analyzing the relationship of the factors which influences the performance of the marketing personnel, and designing an attempt to improve the performance of the marketing personnel in order to improve the selling performance of PT Avon Indonesia, Bogor Branch. This study is a descriptive study through case study by identifying the motivation factors influencing the performance of the marketing personnel. The marketing personnel are grouped into two groups, i.e. the group of sales managed supervisors and the group of sales representatives. The respondents are selected through census, i.e. four sales managed supervisors and 53 sales representatives (Avon Group Coordinators), so the total respondents are 57 people. Data processing and analysis are called of using factor analysis to find out various key performance factors, which become the determinants in the motivation factors influencing the performance of the marketing personnel. Then, using ANOVA analysis toward each factor to find out the difference of motivation among each component by age, length of service, and position level. The results of study showed that seventeen motivation factors influencing the performance of the marketing personnel of PT. Avon indonesia, respectively by the rank of interest, were:,1) Reward, 2) Involvement at Work, 3) Challenge. 4) Responsibility 5) Self-Development. 6) Achievement. 7) Work itself. 8) Conversation. 9) Management Policy; 10) supervision, 11) Relation with Colleague, 12) Relation With superior, 13) Reassurance, 14) Work Environment, 15) Status, 16) Company's Future, and 17) Benefits for Religious Holidays. Motivation factors were apparently different between the branch sales manager, the sales training assistant, and the Avon group coordinator. The branch sales manager had quite complex primary motivation factors, i.e. involvement at work, self development, work or self, supervision, relation with colleague, reassurance, and company's future. The sales training assistant had two primary motivation factors, i.e. reward and relation with colleague, while the primary motivation factor for Avon group coordinator was involvement at work. Different length of service also showed different primary motivation factors between the personnel working more than 15 years, those working between 11-15 years, those working between 6-10 years, and those working under 5 years. The first group had complex primary motivation factors, Le. involvement at work, self development, relation with colleague, relation with superior, company's future, and benefits for religious holidays. The second groups chose responsibility, while the third group chose involvement at work. The fourth group had two primary motivation factors, i.e. relation with colleague and benefits for religious holidays. Age difference showed different primary motivation factors between the personnel of 26-30 years old and those of 31-35 years old. The first age group regarded involvement at work as the primary motivation factor, while the second age group regarded relation with colleague as the factor.
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