Academic journal article International Research Journal of Arts and Humanities

Arising Sales Force Motivation Due to Organizational Justice

Academic journal article International Research Journal of Arts and Humanities

Arising Sales Force Motivation Due to Organizational Justice

Article excerpt

(ProQuest: ... denotes formulae omitted.)

Introduction

Organizational justice (or fairness) is a significant subject in explaining employees' performances within the organization. It is evident from literature that organizational justice performs an important role in explaining employees' attitudes and behaviour (Choi, 2008). The impact of organizational justice on work outcome such as job satisfaction, organizational commitment and turnover intentions are clearly documented by the research literature (Williams, McDaniel & Nguyen, 2006). However, extensive searches of sales and non sales literature investigated the impact of organizational justice on employees' motivation. Distributive justice (DJ) and procedural justice (PJ) are the two categories of organizational justice (Greenberg, 1990; Konovsky, 2000). Perceived fairness of the outcomes (e.g. pay, status) comes under distributive justice; whereas PJ deals with the perceived fairness of the processes that eventually leads to the outcomes (Greenberg, 1990).

Motivation and performance are most important issues for all types of Independent Sale Personnel (ISP's) management (Tyagi & Wotruba, 1998). By using the proper and fair organizational justice (PJ, DJ) within the organization have multiple benefits for organizations like increase in ISP's motivation, job performance, pay satisfaction, productivity, and workers efficiency. Therefore many organizations uses fair organizational justice for the smooth functioning of organizational tasks (Tyagi & Wotruba, 1998). In Pakistan a very small number of researches were conducted to identify the effects as well relation between organizational justice and ISP's motivation. Therefore, the objectives of this research study are to find out the impact of organizational justice (PJ, DJ) on ISP's motivation and also to find out the relationship between organizational justice (PJ, DJ) and ISP's motivation. The organizational justice (PJ, DJ) is taken as an independent variable (TV's) whereas (ISP's) motivation is taken as a dependent variable (D.V). The study highlights the importance of organizational justice and its effects on ISP's motivation within the organizations of Pakistan. To meet the objectives of the research study the data was collected from four branches of the International Brand Limited (IBL) Company Pakistan.

The IBL Group is a diversified business house engaged in a wide range of business activities in Pakistan including international trading, local manufacturing, marketing, sales and distribution of various products and financial services. In mid 80s the Group management decided to diversify into manufacturing by creating strategic partnerships with some of the companies for which it had provided distribution services. As a result the ownership and management of the group companies was divided into two sub groups known as IBL Group. In 1991 a new company by the name of International Brands (Private) Limited was formed and since then, all its marketing and distribution activities are now undertaken in a Group. The IBL business department comprises of Gillette, Proctor & Gamble, Searle Pharma & Consumer, Shezan and Telecom.

The rest of the paper is organized as follows, the next section reviews the prior literature paper and develops research hypothesis. Section two also discusses the theoretical framework. The following section describes research methodology. Results of the study are presented in section four. The last section discusses these results and gives some suggestions.

Literature Review

It is evident from the research literature that distributive justice (DJ) and procedural justice (PJ) are the two main kinds of organizational justice (Greenberg, 1990; Konovsky, 2000). Perceived fairness of the outcomes (e.g. pay, status) comes under distributive justice; whereas PJ deals with the perceived fairness of the processes that eventually leads to the outcomes (Greenberg, 1990). …

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