Fatores Motivacionais e Desempenho de Vendedores de Varejo

Walerianne Ferreira de Sousa; Rodrigo Medici Cândido

DOI: 10.22167/2675-6528-202602431

Article derived from a Course Conclusion Work (TCC), with content based on the student’s original work and adapted to the editorial format of the E&S Magazine with the support of the ResumeAI tool, an artificial intelligence solution developed by Instituto Pecege for textual synthesis and organization.

Summary

In a dynamic and competitive retail scenario, understanding the motivational factors that influence salesperson performance is crucial. This study aimed to identify the motivational factors influencing salesperson performance in a retail company. A quantitative and descriptive survey was conducted, applying a structured questionnaire to salespeople working in units located in the states of Maranhão, Pará, Tocantins, and Goiás. The data were analyzed using descriptive statistics, Pearson correlation, and multiple linear regression. Descriptive analysis revealed positive perceptions for intrinsic motivation, transformational leadership, and recognition. The correlation indicated positive and significant associations between several motivational factors and perceived performance. However, multiple linear regression showed that, when considering the factors simultaneously, only intrinsic motivation statistically influenced performance. It was concluded that internal factors, such as interest and involvement with work, have a greater impact, with intrinsic motivation being the main explanatory factor for performance. The results reinforced the importance of managerial strategies that promote autonomy, engagement, and value alignment for sustainable results in retail.

Keywords: Sales performance; Sales management; Organizational justice; Intrinsic motivation.

1. Introduction

Brazilian retail has shown growth in recent years, despite economic fluctuations and changes in consumer behavior (IBGE, 2025). In this dynamic and competitive scenario, consumers are becoming increasingly demanding, which requires organizations not only strategic adaptation but also greater efficiency in managing their sales teams.

Macroeconomic factors do not fully explain retail performance, as significant variations are observed among sellers subjected to similar conditions. This indicates the influence of individual and organizational elements. The sales function is central to the sustainability and growth of companies, being the main source of revenue and market relationship (Chiavenato, 2022). The salesperson acts as a crucial agent, connecting business strategies to operational results.

The salesperson’s performance is not limited to technical knowledge or established goals. Motivational factors directly influence the willingness to achieve results and maintain consistency in sales activities (Castro, Neves and Cônsoli, 2018). Motivation, defined as the set of internal and external factors that direct human behavior towards specific goals (Moreno, Prado and Richarde, 2024), is a potentially determining element in the work environment.

The absence of motivation can reduce commitment and involvement with tasks, directly impacting the performance and productivity of teams. The practical challenge for organizations lies in identifying which motivational factors exert the greatest influence on salespeople’s performance. Studies indicate that variables such as recognition, financial rewards, autonomy, and work environment have different impacts on individual and collective results (Silva, Negreiros, and Faia, 2022).

Leadership also plays a relevant role in the motivational process, influencing the engagement and effort of salespeople, especially through goal communication and support (Moreno, Prado e Richarde, 2024). Vroom’s (1964) expectancy theory explains that individual motivation is linked to the perception that effort will result in good performance and that this will be satisfactorily rewarded. The perception of fairness in rewards directly influences motivation and performance (Schunck, Guissoni e Lourenço, 2023).

This study is based on theoretical axes that include the theory of work motivation, with the distinction between intrinsic and extrinsic factors (Deci and Ryan, 2000), Vroom’s expectancy theory (1964), and the contributions of sales management literature that address engagement, leadership, and organizational practices (Chiavenato, 2022; Castro, Neves and Cônsoli, 2018). These references are essential for analyzing the relationships between motivation and performance in retail.

Understanding the motivational factors that influence salesperson performance is a central point for sales management, offering subsidies for managers to plan more consistent incentive strategies and adopt leadership practices aligned with the team’s needs. Thus, the study of motivation in sales is a management tool that supports the achievement of sustainable results and the strengthening of organizational competitiveness. The objective of this study was to identify the motivational factors that influence the performance of salespeople in a retail company.

2. Material and Methods

The present study was characterized as a research of an applied nature, with a quantitative approach and descriptive character. The research strategy adopted was the survey, carried out through a field study. This procedure involved the direct collection of data from salespeople working in units of a specific retail company, aiming to identify the motivational factors that influence their performance, according to the established objective.

The research was developed in units of a company in the retail sector, located in the states of Maranhão, Pará, Tocantins, and Goiás. The study population was composed of 264 salespeople working in these units. The sample, in turn, totaled 116 participants, selected by non-probabilistic convenience sampling, considering the professionals’ accessibility and voluntary participation in the study.

Data collection was carried out through a survey, using a structured questionnaire as the instrument. The statements contained in the questionnaire were evaluated on a five-point Likert scale, ranging from 1 (strongly disagree) to 5 (strongly agree). The collection period extended from January 29, 2026, to February 03, 2026, a method widely used in marketing and organizational behavior research (Malhotra, 2019).

For the construction of the data collection instrument, scales previously validated in the literature on work motivation were employed. The Motivation at Work Scale (MWMS), developed by Gagné et al. (2015) and adapted to the Brazilian context, was used as a basis. This adaptation allowed for the measurement of sales behavior associated with internal factors, such as personal satisfaction and interest in the activity, and external factors, such as rewards, recognition, and goal achievement, ensuring the consistency and validity of the data (Hair et al., 2020).

The dimensions analyzed in the study included intrinsic motivation and extrinsic motivation. Intrinsic motivation was defined as the salesperson’s engagement for internal satisfaction, interest, and pleasure, while extrinsic motivation was characterized as behavior driven by external rewards, recognition, and goals. Both dimensions were treated as quantitative variables, based on the scales by Gagné et al. (2015).

Data analysis techniques were selected in line with the study’s quantitative approach. Initially, a descriptive analysis was performed to synthesize the respondents’ profile and examine the distributions of the variables (Gil, 2019). Next, Pearson’s correlation analysis was carried out to verify the intensity and direction of the associations between motivational dimensions and sales performance. Finally, multiple linear regression was applied to assess the joint contribution of the independent variables to perceived performance (Hair et al., 2020).

Descriptive analysis was used to present means, standard deviations, and frequencies, in order to characterize the sample profile and the behavior of the variables. Pearson correlation was used to identify the strength and direction of the relationships between variables, seeking associations between motivation and performance. Multiple linear regression aimed to evaluate the joint influence of motivational variables, indicating the degree of explanation of performance.

Ethical considerations were observed throughout the research process. Participants were asked to sign a Consent agreement, which detailed the study’s objectives and guaranteed the secrecy of their identities and the confidentiality of the information provided. The data collected were used exclusively for scientific purposes, without any individual identification of the respondents. The researcher, active in the management of the studied units, ensured impartiality in data collection and analysis.

3. Results and Discussion

The analysis of the collected data allowed for an in-depth understanding of the motivational factors influencing the performance of salespeople in the retail sector, as per the central objective of this study. Initially, the characterization of the respondents’ profile provided a sociodemographic and professional overview of the sample, which was predominantly composed of young individuals with little experience in the role and working in street stores. This profile is crucial for the interpretation of subsequent results, as the characteristics of the workforce can modulate the perception and response to different motivational and organizational stimuli.

The age distribution of participants revealed a significant concentration of young sellers. It was found that 49.14% of respondents were in the 18 to 24 age group, and 43.10% were between 25 and 34 years old. Together, these groups represented over 90% of the total sample, indicating a profile predominantly formed by professionals at the beginning or intermediate stage of their careers. The age groups from 35 to 44 years corresponded to 6.90% of the sample, while a residual portion of 0.86% did not report their age. This predominance of young people suggests a greater sensitivity to factors related to professional development and recognition, as pointed out by Chiavenato (2022).

Regarding gender, the sample demonstrated an expressive predominance of women, representing 97.41% of the participating sellers, while only 2.59% were men. This characteristic is frequently observed in certain retail segments, where customer service and interaction roles demand communication skills and dynamism. The combination of a predominantly female and young profile can influence the dynamics of commercial interactions and sellers’ perceptions of the work environment, especially concerning engagement and the quality of customer service.

The tenure in the role of salesperson also indicated a profile of less experience. It was found that 41.38% of respondents had less than one year of experience, and 47.41% had between one and three years of tenure. Combined, these groups represent approximately 89% of the sample, reinforcing the idea that the team is composed of professionals in the early stages of their careers. The categories with longer tenure, between four and six years, and more than six years, presented reduced participation of 2.59% and 8.62%, respectively. This scenario suggests a workforce in development, which may be more receptive to strategies of continuous learning and adaptation.

Regarding the type of store, the results revealed a strong concentration in the traditional retail model, with 94.83% of respondents working in street stores, and only 5.17% in outlet stores. This predominance of street stores, combined with the young and predominantly female profile of the sample, suggests a sales context that requires high face-to-face interaction with the customer and constant adaptation to the demands of the commercial environment. The nature of work in street stores can intensify the importance of factors such as the quality of service and building customer relationships, aspects that are influenced by the motivation and engagement of salespeople.

The distribution of respondents by Federative Unit indicated a geographical concentration of the research. The state of Maranhão represented 53.45% of the sample, followed by Pará with 25.86% and Tocantins with 17.24%. The state of Goiás had a reduced participation of 2.59%, and 0.86% of respondents did not report their location. This concentration in states of the North region and part of the Center-West reflects the accessibility of the analyzed units by the researcher, which, although it does not allow broad generalizations, offers valuable insights into the behavior of sellers in this specific context.

After the sample characterization, the descriptive analysis of the investigated constructs was carried out, which included intrinsic motivation, autonomy, transformational leadership, extrinsic motivation, recognition, organizational justice, and perceived performance. This stage aimed to examine the general behavior of the variables, identifying average levels, dispersion, and range of responses. The results of this analysis provide an initial overview of the intensity with which each construct is perceived by the participants, serving as a basis for subsequent inferential analyses and for understanding the relationships between motivation and performance.

Intrinsic motivation, which refers to employee engagement driven by interest, satisfaction, and personal accomplishment, showed a mean of 4.16 with a standard deviation of 0.66. This result indicates a high perception of this construct among salespeople, with low to moderate dispersion of responses. Such a finding suggests that professionals tend to engage in their activities driven by internal factors, which is a crucial determinant of job performance, according to Self-Determination Theory (Deci and Ryan, 2000). The high mean demonstrates that the pleasure and meaning inherent in the sales activity are strong drivers for the studied sample.

Autonomy, which represents the degree of freedom and independence perceived by the employee in conducting their activities, obtained an average of 3.86 with a standard deviation of 0.70. This moderate perception, with also moderate dispersion, indicates that salespeople recognize a certain margin of decision-making in their work routine. However, this autonomy may not be fully manifested, being influenced by organizational guidelines and established goals in the retail context. Literature, including Deci and Ryan (2000), points to autonomy as a relevant factor for motivation and commitment, and its moderate perception in the sample may indicate opportunities for managerial improvement.

Transformational leadership, characterized by the manager’s ability to influence, inspire, and develop collaborators, presented an average of 4.07 with a standard deviation of 1.01. Although the perception is relatively high, the high dispersion in responses suggests that leaders’ performance is not uniform among participants. This may reflect differences in leadership conduct among the analyzed units, impacting engagement and alignment with organizational objectives (Bass & Avolio, 1994). The variability in responses indicates that, despite a generally positive evaluation, there is room for greater consistency in the application of transformational leadership practices.

Extrinsic motivation, related to external stimuli such as financial rewards and benefits, obtained an average of 3.43 with a standard deviation of 0.92. This moderate level of perception, with also moderate dispersion, suggests that, although external factors are relevant, their influence tends to be less expressive when compared to intrinsic motivation, which presented a higher average in the present study. Deci and Ryan (2000) differentiate these types of motivation, and the results here indicate that, for this sample, internal incentives outweigh the strength of purely external stimuli in the perception of salespeople.

Recognition, which refers to the appreciation and perceived return by the employee in relation to their performance, presented an average of 4.00 with a standard deviation of 0.83. This high perception, with moderate dispersion, indicates that salespeople generally perceive recognition practices in the organizational environment positively. However, the perception is not entirely uniform among participants, suggesting that, although recognition is valued, its application may vary. Chiavenato (2022) highlights that recognition, whether through praise or formal incentives, is an important factor for motivation.

Organizational justice, which involves the perception of fairness in the organization’s practices, decisions, and treatments, obtained an average of 3.63 with a standard deviation of 0.93. This moderate perception, with moderate to high dispersion, suggests that although salespeople recognize some level of fairness, this perception is not uniform. The variability may be related to the level of engagement and trust in the organization, according to the literature by Colquitt (2001). The perception of justice is fundamental for maintaining motivation and performance, and its inconsistency can be a point of attention for management.

Perceived performance, which is the employee’s self-assessment of their work performance, showed a mean of 3.95 with a standard deviation of 0.57. This moderate to high perception, with low dispersion of responses, indicates that salespeople tend to evaluate their own performance positively, although there are occasionally lower evaluations. Chiavenato (2022) emphasizes that performance encompasses the achievement of goals, productivity, and quality of activities. The low dispersion suggests a certain homogeneity in positive self-assessment, which may reflect the work environment or the self-assessment culture itself.

In an integrated manner, the descriptive results indicate that internal factors, such as intrinsic motivation, are the most highlighted in the analyzed context, with the highest averages. Elements such as autonomy, organizational justice, and extrinsic motivation manifest moderately and with greater variability among respondents. Recognition and leadership are perceived positively, but not entirely uniformly. These findings suggest that the organization can enhance salesperson performance by strengthening practices that stimulate internal engagement, while also seeking greater standardization in leadership actions and the application of organizational policies, especially regarding justice and external incentives.

Pearson’s correlation analysis revealed positive and statistically significant associations between several constructs. A strong association was observed between transformational leadership and recognition, with a correlation coefficient of 0.798 and p < 0.01. This suggests that leaders who inspire and develop their collaborators are also perceived as those who value and recognize the team’s work. This interconnection is vital for a motivating work environment, where the appreciation of effort is perceived as an integral part of effective leadership, as discussed by Moreno, Prado, and Richarde (2024).

Another positive and significant correlation was identified between organizational justice and intrinsic motivation, with r = 0.571 and p < 0.01. This result indicates that the perception of fairness in organizational practices and decisions is associated with greater internal engagement and personal satisfaction of salespeople with their activities. When employees feel they are treated fairly, their motivation to perform the work out of self-interest is strengthened, which is consistent with Vroom’s (1964) expectancy theory and the contributions of Schunck, Guissoni, and Lourenço (2023) on the perception of justice in rewards.

Perceived performance showed positive and significant correlations with intrinsic motivation (r = 0.398; p < 0.01), recognition (r = 0.332; p < 0.01), and organizational justice (r = 0.294; p < 0.01). These findings suggest that internal factors, such as interest and pleasure in work, along with perceived value and equity in the organizational environment, are associated with better performance levels. In contrast, extrinsic motivation showed no significant correlations with most constructs, indicating a lower association with the other factors analyzed in the context of this research.

These correlation patterns reinforce the idea that salespeople’s performance is more associated with internal factors and the organizational environment than with purely external stimuli. The sample profile, predominantly composed of young professionals, women, and with less time working in street stores, may intensify the importance of aspects such as recognition, organizational justice, and job involvement in performance perception. Castro, Neves, and Cônsoli (2018) also highlight the interdependence between motivational factors and sales performance, corroborating the relevance of these findings.

Multiple linear regression analysis was performed to assess the joint contribution of motivational variables on perceived performance. The regression model was statistically significant (F = 4.005; p = 0.001), explaining approximately 18.1% of the variance in perceived performance (R² = 0.181). Although this percentage is not extremely high, it indicates that the factors included in the model are relevant in explaining performance, and the statistical significance of the model as a whole validates its applicability for understanding the investigated relationships.

Among the variables analyzed simultaneously in the regression model, only intrinsic motivation showed a positive and statistically significant coefficient (β = 0.262; p = 0.011). This result demonstrates that intrinsic motivation exerts a direct and consistent influence on salesperson performance. The other variables, including autonomy, transformational leadership, extrinsic motivation, recognition, and organizational justice, did not show statistical significance when considered together in the model. This suggests that, although they may have isolated correlations with performance, their unique and independent contribution is limited when intrinsic motivation is present.

This finding is central to the study, indicating that, although different factors may be related to performance, internal involvement with work stands out as the main explanatory element. This pattern can be attributed to the sample profile, where young professionals, with less time in the field and working in street-level stores, may value more the aspects related to interest and engagement in professional activity. Self-Determination Theory (Deci and Ryan, 2000) supports that intrinsic motivation is associated with higher levels of engagement and performance, as behavior is driven by personal interests and values, which aligns perfectly with the results obtained.

The regression results reinforce the contributions of Castro, Neves, and Cônsoli (2018), who highlight the importance of the professional’s involvement with their activity to achieve better sales results. Complementarily, Chiavenato (2022) emphasizes that internal factors, such as satisfaction, interest, and personal fulfillment, play a central role in individual and organizational performance. Thus, intrinsic motivation, which encompasses the pleasure and meaning attributed to work, emerges as the main determining factor of performance in the analyzed context, overcoming the direct influence of other factors when evaluated together.

In summary, the findings of this study indicate that intrinsic motivation is the main explanatory factor for the performance of salespeople in the retail company investigated. Although transformational leadership, recognition, and organizational justice show positive associations with performance in isolated analyses, multiple linear regression demonstrated that, when all factors are considered simultaneously, only intrinsic motivation maintains a statistically significant influence. This suggests that interest, involvement, and the meaning attributed to work are the most consistent drivers of performance, while other factors act as supporting elements that can indirectly strengthen this internal motivation.

4. Conclusion

The present study aimed to identify the motivational factors that influence the performance of salespeople in a retail sector company. It was found that intrinsic motivation, transformational leadership, and recognition were perceived highly by salespeople, while autonomy, extrinsic motivation, and organizational justice presented moderate perception. Pearson’s correlation analysis indicated positive and significant associations between intrinsic motivation, recognition, and organizational justice with perceived performance. However, multiple linear regression demonstrated that, when considering the factors simultaneously, only intrinsic motivation statistically influenced salespeople’s performance. This central finding reveals that interest, involvement, and the meaning attributed to work are the main drivers of performance, surpassing the direct influence of other factors when evaluated together. The study’s main contribution lies in reinforcing the importance of internal factors for sales performance, offering subsidies for managerial strategies more focused on intrinsic engagement.

From a managerial perspective, the results suggest that organizations should prioritize strategies that strengthen intrinsic motivation, such as promoting autonomy, aligning individual and organizational values, and providing continuous feedback. Although transformational leadership, recognition, and organizational justice are associated with performance, they act more as supporting elements that can indirectly strengthen this internal motivation. As a limitation, the sample’s concentration in specific regions and the use of convenience sampling are highlighted, which restricts the generalization of the results to the entire retail sector. For future research, it is recommended to expand the sample and include new variables, aiming to deepen the understanding of factors influencing sales performance. The evidence obtained, however, is relevant for similar organizational realities.

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Article originating from the Final Course Project of the Specialization in Sales Management of the MBA USP/Esalq

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