Job satisfaction and performance of the Greater Manila area salesforce of Magnolia Corporation non-carbonated beverages business unit

• Main Authors: Agbayani, Patricia D., Driz, Mary Lyn C., Salem, Fritzie C.
• Format: text
• Language: English
• Published: Animo Repository 1993
• Online Access: https://animorepository.dlsu.edu.ph/etd_bachelors/16735
• Institution: De La Salle University

This marketing research study on Magnolia Corporation's GMA salesforce in the Non-Carbonated Beverages Business Unit has the following objectives: (1) to describe the level of job satisfaction and performance of the salesmen, (2) to determine the relationship that exists between the dimensions of job satisfaction and the overall job satisfaction of the salesman, (3) to find out the relationship that exists between job satisfaction and performance. Data were gathered through face-to-face survey interviews, informal interviews, and observation. All of the seventeen regular plant-based salesmen of Magnolia Corporation NCB and their respective route helpers, Regional Sales Managers, and customers were the subjects of the study. The total number of customer's surveyed is three hundred sixteen. Majority of the salesmen (51.7%) expressed satisfaction with most of the different dimensions of job satisfaction. Majority of the route helpers (61.4%) gave the salesmen high performance ratings. Almost 50 percent (48.83%) of the customers strongly agreed that the salesmen are performing their duties and responsibilities very well. The ratings according to the Regional Sales Manager's evaluation show that, as a whole, most of the salesmen's performance ratings are either very good (25.5%) or simply good (43.1%). Considering those performance ratings, there is a need for reorientation of the salesmen, regarding their role in the customers' businesses. In the correlational results, it appears that there is no significant positive relationship between the salesmen's job satisfaction and performance according to the evaluation of the customers, Regional Sales Managers, and route helpers. However, significant positive relationship exists between the salesmen's satisfaction with their relationship with Regional Sales Managers and their performance as evaluated by the Regional Sales Managers.