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PERCEIVED RELATIONSHIP BETWEEN SELECTED MANAGEMENT PRACTICES AND THE PERFORMANCE OF MARKETING EXECUTIVES IN SELECTED BANKS IN NORTH WEST, NIGERIA

CHAPTER ONE

 INTRODUCTION 

1.1 Background of the Study

 Markets today are dynamic in nature characterized by intense global competition, pressure on margins, changing customer expectations, fragmented communication channels, and proliferating of distribution channels. Competition in the industries has brought about innovations in terms of new product development, service delivery, customers' relationship and among others. Consequently, banks are adopting marketing and sales techniques and strategies to sell their products and remain afloat in business. They have realized that providing quality services and waiting for customers in the banking hall for business can no longer guarantee optimum results. According to Stanton (1981), organizations hoping' to record high level of success must give recourse to meaningful marketing effort to increase profitable sales. One of the popular marketing techniques used by banks to secure customers' patronage is through the engagement of sales force, commonly described as marketing executives. Stanton and Spiro (1999) described the sales force as “sales people who are gainfully employed to locate prospective buyers of a company's product, convert the prospects to customers, and ensure that they are continually satisfied so that they would make repeat purchase”. Considering the competitive nature of today's Nigerian banking industry, the role of sales force (marketing executives) is very crucial to the growth and survival of the industry. Marketing executives demonstrate aggressive selling efforts to push the bank services to the market win favorable market responses and persuade prospective customers to accept their offers, hence ensuring a high level of performance of the sales force would require development of new capabilities besides reassessing the capacities of the current workforce. High performing sales teams manage territories like businesses to build strong sales pipelines, advance their sales opportunities and grow relationships with selected accounts. In discharging their responsibilities, marketing executives’ activities may be influenced by the management actions and activities. Management in a general context involves the act of getting things done and evaluating performance which is known as controlling. Controlling is one important aspect of management that ensures that things are done orderly that is in a proper way. Globally, the activities of people in an organization have been shown to be influenced by the management decision and actions. According to Bingham, Eisenhardt, & Furr, (2007) management decision and practices directly affects the people, or human resources, who work for the organization. An abundance of research in leadership indicates that employees respond positively to behavior of mangers that is predominantly employee-oriented (Harris & Ogbonna, 2001; Jaramillo and Mulki, 2008; Rafferty and Griffin, 2006). In a related study Jaramillo et al., (2009) identified that the supervisor by exerting a direct influence on their subordinates play a crucial role in either motivating or demotivating their subordinates. While satisfactory relationship retains talented sales driven employees, dissatisfaction arising from poor boss – subordinate relationship drives sales people away from the business and it is a key factor in employees switching behaviour. Therefore, management practices have been found and regarded as a fundamental determinant of work performance (Chowdburry, 2004; Robbins, 2003). Ibok and Umana (2013) mentioned that supervisory behavioural factors determine employee job satisfaction and hence performance and that there are differences in how employees perceive supervisory behaviours across organizations that cannot be generalized. In Nigeria for example; contingent approving behaviour, upward influencing behaviours, achievement oriented behaviours, arbitrary and punitive behaviours, are the key supervisory behaviours which significantly affect switching behaviour and work performance of employees (Ibok, 2009; and Akpan 2010).

Project detailsContents
 
Number of Pages140 pages
Chapter one Introduction
Chapter two Literature review
Chapter three  methodology
Chapter  four  Data analysis
Chapter  five Summary,discussion & recommendations
ReferenceReference
QuestionnaireQuestionnaire
AppendixAppendix
Chapter summary1 to 5 chapters
Available documentPDF and MS-word format


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