Caroline Chamba Domingos; Mayara Ribeiro de Araujo

DOI: 10.22167/2675-6528-202600658

Article prepared by the ResumeAI tool, an artificial intelligence solution developed by the Pecege Institute focused on synthesis and writing.

Abstract

The agribusiness sector holds strategic relevance in the Brazilian economy, requiring financial institutions to act with qualification in client prospecting. In this context, we investigated the factors that influence the motivation and performance of sales professionals in financial institutions operating in the agribusiness segment, focusing on the challenges of prospecting and organizational strategies for commercial engagement and effectiveness. The research, of an applied nature and with a descriptive quanti-qualitative approach, was developed through a survey with 40 professionals from financial institutions in the municipality of Cabreúva, São Paulo. Data were collected via a structured questionnaire and analyzed using descriptive statistics. The results revealed the predominance of intrinsic motivation, linked to competence, purpose, and satisfaction, over extrinsic motivation. It was identified that organizational recognition presented the lowest average among the evaluated factors, indicating gaps in feedback and appreciation. Prospecting in agribusiness proved to be challenging, characterized by bureaucracy, the need for trust-building, the centrality of in-person relationships, and limitations in adopting digital tools. It was concluded that the satisfactory performance of professionals is sustained by intrinsic motivation and adaptation to the sector’s demands, but requires greater institutional support for long-term sustainability.

Keywords: Rural credit; Digitalization; Professional engagement; Commercial relationship; Institutional appreciation.

1. Introduction

Brazilian agribusiness holds a fundamental strategic position in the national economy, serving as a pillar for the Gross Domestic Product, job creation, and export dynamics. Its relevance transcends primary production, encompassing complex chains that include logistics, technology, credit, and a range of specialized financial services. In this scenario, the interaction between the financial sector and the various agribusiness agents is crucial for economic sustainability and competitiveness, as highlighted by Gregorio et al. (2024), who associate competitiveness with organizational innovation, professional development, and the qualification of teams in strategic functions, such as sales and customer prospecting.

Financial institutions operating in the agricultural segment face specific challenges in attracting, serving, and retaining clients, particularly in rural areas. These challenges stem from both structural factors, such as the inherent risks of agricultural activities, the requirement for guarantees, and information asymmetry, as well as human and organizational aspects related to professional performance. Fitriana (2024) emphasizes that difficulties in agricultural financing highlight the importance of sales professionals as intermediaries between producers and financial institutions. Complementarily, Dahal and Thapa (2020) demonstrate the impact of agricultural credit on agribusiness growth, provided it is accompanied by effective intermediation and monitoring processes.

Within the organizational scope, literature indicates that the performance of sales professionals is intrinsically linked to work motivation, influencing engagement, persistence in the face of obstacles, and the quality of customer relationships. Di Domenico et al. (2022) affirm that motivation directly affects how the professional conducts their activities and manages results, especially in contexts that demand autonomy, involvement, and decision-making capacity. Self-Determination Theory, proposed by Deci and Ryan (2000), explains that motivation can be understood through different qualities, distinguishing between more autonomous and controlled forms. Autonomous motivation, linked to a sense of purpose, competence, and autonomy, tends to generate greater commitment and better results, while controlled motivation, based on external rewards, can reduce long-term engagement.

In the context of agribusiness, the discussion on motivation becomes even more relevant. Commercial performance requires not only meeting goals but also building trust, understanding the specificities of the rural producer, and adapting to the conditions of the business environment. Gregorio et al. (2024) reinforce that the absence of recognition and professional development opportunities is a significant factor for demotivation and difficulty in retaining talent in the sector. Milanović et al. (2022) demonstrate that internal appreciation and organizational recognition practices strengthen employee identification with the institution, positively impacting organizational and financial performance, indicating that professional engagement is a strategic element in agribusiness.

Digital transformation in the financial system has also redefined the prospecting and customer relationship practices in agribusiness. The use of digital platforms has expanded the reach of institutions and introduced new possibilities for service, monitoring, and negotiation. However, this process has revealed limitations in the rural context, where technological barriers, low familiarity with digital tools, and resistance to replacing face-to-face service by many producers are still observed (Kulikov et al., 2022). Thus, digitalization, while promoting operational efficiency, does not eliminate the importance of interpersonal relationships, requiring sales professionals to have additional skills such as empathy, cultural adaptation, and strategic communication.

Despite the relevance of agribusiness to the financial system and the importance of sales professionals in prospecting clients, there are still few studies that specifically investigate how motivational factors influence the performance of these professionals in this segment. The literature on sales motivation has focused on broader corporate contexts, with less attention to the particularities of rural credit, commercial intermediation in the agricultural sector, and relationships with rural producers. Therefore, a gap is identified in the understanding of the intrinsic, extrinsic, and organizational factors that affect the performance of sales professionals in financial institutions focused on agribusiness.

Given this scenario, it becomes pertinent to investigate how motivation, organizational recognition, and contextual prospecting challenges influence the performance of sales professionals in agribusiness. The present research is justified by its practical contribution, by offering subsidies for the improvement of management, incentive, and recognition strategies in financial institutions, and by its academic relevance, by broadening the discussion on work motivation and commercial performance applied to the agro-financial context. Thus, this study aims to analyze the factors that influence the motivation and performance of sales professionals in financial institutions operating in the agribusiness segment, focusing on the challenges faced in the client prospecting process and on organizational strategies that enhance engagement and commercial effectiveness.

2. Material and Methods

This research was characterized as applied, with a quanti-qualitative approach and descriptive nature. The study sought to analyze the factors that influence the motivation and performance of sales professionals in financial institutions operating in the agribusiness segment, focusing on the challenges faced in the customer prospecting process and the organizational strategies that enhance commercial engagement and effectiveness.

The study was developed through a survey research procedure, considered adequate for data collection from a set of respondents and for identifying perceptions, trends, and behavioral patterns in real organizational contexts, as highlighted by Gil (2017) and Bigaton et al. (2024). The study population comprised general sales professionals working in financial institutions focused on agribusiness services, including relationship managers, commercial consultants, and rural credit specialists.

The sample was of the non-probabilistic convenience type, with the questionnaire sent to approximately 50 professionals, of whom 40 responded. Participants were selected according to accessibility and availability for voluntary participation. The professionals worked in the municipality of Cabreúva, São Paulo, and were linked to different types of financial institutions, such as banks and credit unions. This type of sampling proved compatible with studies applied in organizational environments, where access to the entire population is restricted (Gil, 2017).

Data collection was carried out by applying a structured questionnaire, composed of 35 questions, 33 of which were closed-ended and 2 open-ended. The questions were elaborated based on the literature review and studies on motivation, performance, and professional recognition. The variables related to motivation were based on Self-Determination Theory, proposed by Deci and Ryan (2000) and discussed by Di Domenico et al. (2022).

The aspects related to organizational recognition, engagement, and commercial performance were based on studies applied to the context of agribusiness and organizational management, such as those by Gregorio et al. (2024) and Milanović et al. (2022). The questionnaire structure was organized into thematic blocks, covering the professional profile of the respondents, intrinsic and extrinsic motivation factors, organizational recognition practices, challenges faced in prospecting agribusiness clients, perception of technology and digitalization, and evaluation of professional performance.

The closed-ended questions related to participant perceptions were mostly measured using a 5-point Likert scale, with variations between “totally disagree”, “disagree”, “neither agree nor disagree”, “agree”, and “totally agree”. In addition to closed-ended questions, the instrument included open-ended questions, aiming to identify the main factors hindering agribusiness client prospecting and the actions that could be adopted by institutions to increase the motivation and performance of professionals.

The instrument was made available in electronic format through Google Forms and sent to participants via the WhatsApp application. The questionnaire was sent on March 1, 2026, and remained available for responses for a period of 30 days. The research was conducted in accordance with current ethical principles.

The project was submitted to the Ethical Guidance Form [FDE], as required by the MBA USP/Esalq institution, in order to verify the need for review by a Research Ethics Committee [CEP]. Considering the nature of the questions and the objective of the research, there was no need for submission to the CEP. The participation of the respondents occurred voluntarily, anonymously, and without the collection of information that would allow their individual identification or the nominal identification of the institutions involved.

Participation was given upon acknowledgment and agreement with the Free and Informed Consent Form [TCLE], in which participants were informed about the research objectives, anonymity, confidentiality of responses, and agreement to answer the questions. The data obtained were organized in an electronic spreadsheet and submitted to descriptive statistical analysis, using absolute frequencies, percentages, and means.

The analysis focused on identifying motivation levels, perception of organizational recognition, the most recurrent challenges in the prospecting process, and the relationship of these factors with professional performance. The procedures adopted allowed for a systematic and objective interpretation of the results, without anticipating empirical findings or analytical conclusions.

3. Results and Discussion

This section details the research findings, interpreting them in light of the study problem and relevant literature, as outlined in the introduction. The results revealed a complex interaction between intrinsic and extrinsic motivational factors, organizational recognition, the challenges inherent in agribusiness prospecting, and the perception of professional performance. It was observed that intrinsic motivation predominates among professionals, driving engagement and satisfaction, while institutional recognition presents a significant gap. Prospecting in agribusiness, in turn, is perceived as a challenging activity, requiring trust-building and in-person relationship management, with limitations in the adoption of digital tools.

Respondent Profile

The study sample consisted of 40 professionals working in customer prospecting for agribusiness in financial institutions. The gender distribution indicated a male predominance, representing 60.0% of participants, while 35.0% were female and 5.0% chose not to disclose. Regarding age group, the majority of respondents were concentrated between 26 and 35 years old, totaling 45.0%, followed by the 36 to 45 years group, with 35.0%. This data suggests a predominantly young workforce in the professional consolidation phase, which may influence the perception of growth and recognition opportunities, as discussed by Gregorio et al. (2024).

Regarding the level of education, the research revealed a high degree of formal qualification among the participants. It was found that 60.0% of the professionals held postgraduate degrees or MBAs, and 30.0% had completed higher education, resulting in 90.0% of the sample with higher education training. This data is relevant, as it indicates that professionals in the agro-financial segment invest in their qualification, which may be associated with the technical and regulatory complexity of rural credit and the need for in-depth knowledge of the sector, as pointed out by Fitriana (2024) when discussing the difficulties in agricultural financing.

Regarding the time of operation in the financial sector, 35.0% of respondents had between six and ten years of experience, and another 35.0% had more than ten years, indicating a base of experienced professionals. In specific service to agribusiness, 37.5% of participants had between two and five years of operation, and 27.5% between six and ten years. The majority of professionals held the position of relationship manager (45.0%), followed by sales consultant (35.0%) and rural credit specialist (15.0%). This distribution of positions and years of experience reflects the specialized nature and relationship focus that characterize customer prospecting in agribusiness, corroborating the importance of effective intermediation mentioned by Dahal and Thapa (2020).

Intrinsic and Extrinsic Motivation

The analysis of motivational factors revealed an expressive difference between intrinsic and extrinsic motivation. Intrinsic motivation achieved an overall average of 4.21 on a five-point Likert scale, surpassing the agreement threshold of 4.0. In contrast, extrinsic motivation registered an average of 3.83, falling below this level. This difference of 0.38 points suggests that professionals attribute greater value to internal aspects of work, such as meaning, autonomy, and competence, over external incentives. This finding corroborates the assumptions of Deci and Ryan’s (2000) Self-Determination Theory, which associates autonomous motivation with greater engagement and lasting satisfaction.

In the intrinsic motivation block, the results highlighted the perception of competence to perform the functions, with 92.5% of respondents fully agreeing or agreeing, achieving an average of 4.35. Personal satisfaction upon achieving good commercial results and the perception that the work has purpose and meaning also obtained high agreement, with 90.0% of participants for both variables, and averages of 4.32. These data indicate that professionals feel technically prepared and find meaning in their activities, crucial elements for autonomous motivation and effective performance, as discussed by Di Domenico et al. (2022).

Contact with agribusiness clients was recognized as a motivating factor by 87.5% of respondents, with an average of 4.22, suggesting that the sector’s specificity contributes positively to professional engagement. However, autonomy in daily decision-making showed relatively lower agreement, with 72.5% of participants and an average of 3.85. This aspect deserves attention, as autonomy is an essential component of intrinsic motivation, according to Self-Determination Theory by Deci and Ryan (2000), and its lower perception may indicate opportunities for improvement in team management.

In contrast, extrinsic motivation showed greater dispersion in responses and lower averages. Variable remuneration was recognized as an impact factor on performance by 82.5% of respondents, with an average of 4.10. Sales targets also influenced the motivation of 80.0% of participants, with an average of 4.05. These results show that direct financial incentives still play a relevant role in motivation, although they are not the main driver of engagement. The appreciation of variable remuneration is aligned with the nature of sales work, where achieving commercial objectives is directly rewarded.

However, institutional incentive programs obtained agreement from only 62.5% of respondents, with an average of 3.62, and only 57.5% stated that financial recognition is more motivating than non-financial recognition, with an average of 3.55. These data suggest that, although variable remuneration is valued, incentive programs may not be adequately structured or communicated, which reduces their perceived effectiveness. Di Domenico et al. (2022) highlight that intrinsic motivation, when predominant, can lead to lower sensitivity to generic external incentives, which explains the observed discrepancy.

Organizational Recognition

The organizational recognition block presented the lowest average among all evaluated dimensions, with 3.63, falling below the agreement threshold and strongly contrasting with the high importance attributed to recognition by the respondents themselves. Approximately 90.0% of professionals agreed that recognition increases their motivation, with an average of 4.32. However, only 57.5% stated that their professional effort is recognized by the institution, with an average of 3.50, and only 55.0% reported receiving clear feedback on their performance, with an average of 3.42. This discrepancy of 32.5 percentage points between perceived importance and effective practice constitutes a critical gap in organizational strategies.

The recognition of results by leadership was acknowledged by 62.5% of respondents, with an average of 3.60. Professional growth opportunities received the lowest agreement within this block, with only 50.0% of participants and an average of 3.32. These results indicate that, although professionals are intrinsically motivated and recognize the importance of feedback and recognition, institutions have not systematically met this expectation. The absence of recognition and professional development opportunities are significant factors for demotivation and difficulty in retaining talent, as argued by Gregorio et al. (2024).

The observed tension between high intrinsic motivation, with an average of 4.21, and low organizational recognition, with an average of 3.63, suggests that institutions may be underutilizing a strategic resource for retention and engagement. Milanović et al. (2022) reinforce that consistent appreciation practices strengthen the professional’s identification with the institution and broaden organizational commitment. The lack of formal feedback and recognition systems can compromise long-term performance sustainability, even in teams with strong autonomous motivation, leading to progressive burnout and disengagement.

Customer Prospecting in Agribusiness and Technology

Customer prospecting in agribusiness was identified as the dimension with the highest agreement among all evaluated, with an overall average of 4.39, the highest in the study. The results show that building trust over time was recognized by 97.5% of respondents, with an average of 4.65, representing the highest individual agreement in the entire survey. The perception that face-to-face relationships are fundamental was endorsed by 92.5% of participants, with an average of 4.50. These findings highlight that prospecting in agribusiness is perceived as a long-term relational activity, in which trust and physical presence are irreplaceable elements for commercial success.

Simultaneously, 92.5% of respondents agreed that prospecting in agribusiness is more challenging than in other segments, with an average of 4.40. Furthermore, 90.0% of participants indicated that bureaucracy negatively impacts the sales process, also with an average of 4.40. These findings suggest that the sector’s specificities impose relevant operational barriers, such as the requirement for a larger volume of documentation, the need for detailed analysis of the client’s productive and financial profile, dependence on guarantees, and delays in processing proposals and credit releases. Such factors make the commercial process more complex, slow, and costly.

These challenges are compounded by the seasonality of agricultural activities, the geographical dispersion of clients, and the need for frequent travel for in-person visits. Thus, prospecting in agribusiness is not limited to the initial client approach but involves a set of operational and relational steps that demand technical knowledge, continuous monitoring, and the ability to adapt to the sector’s specificities. The bureaucracy and complexity inherent in rural credit, mentioned by Fitriana (2024), are widely confirmed by professionals as significant obstacles.

Customer resistance to digital channels was recognized by 77.5% of respondents, with an average of 3.98, suggesting that although digitalization is valued by professionals, rural producers still face difficulties or prefer traditional channels. In the technology and digitalization block, 85.0% of respondents agreed that digital tools facilitate prospecting, with an average of 4.18. However, 82.5% acknowledged that customers have difficulty with digital platforms, with an average of 4.10, reinforcing the need for approaches adapted to the profile of rural producers. Kulikov et al. (2022) identified that rural producers face technological barriers and resistance to adopting digital tools, which requires sales professionals to use hybrid strategies that combine physical presence and digital support.

The technological support offered by the institution was agreed upon by only 67.5% of respondents, with an average of 3.75, the lowest average in the block. This indicates that, although professionals recognize the potential of digital tools, the institutional infrastructure may not be fully adequate to the sector’s demands. Digitalization was perceived as a factor for increasing commercial efficiency by 77.5% of respondents, with an average of 3.98. The difference of 7.5 percentage points compared to the perception that the tools facilitate prospecting, with 85.0%, suggests that practical implementation still faces obstacles. This tension between recognizing digital potential and the limitations of institutional support and customer adoption constitutes a strategic challenge for financial institutions operating in agribusiness.

Professional Performance

The professional performance block presented an average of 4.23, the second highest in the study, even surpassing intrinsic motivation, with an average of 4.21, and being close to the average prospecting in agribusiness, with 4.39. Regarding professional performance, the perception that motivation directly influences results was endorsed by 92.5% of respondents, with an average of 4.40. Furthermore, 90.0% agreed that recognition improves performance, with an average of 4.32, establishing direct connections between motivational dimensions and commercial results.

Commercial performance was considered satisfactory by 87.5% of respondents, with an average of 4.20. Additionally, 80.0% declared themselves engaged in institutional objectives, with an average of 4.00. These results indicate that, despite gaps in organizational recognition and technological support, professionals maintain a high commitment to their goals and perceive their performance as satisfactory. This resilience can be attributed to strong intrinsic motivation and the ability to adapt to the specificities of agribusiness, which partially compensate for institutional deficiencies.

The integrated analysis of the thematic blocks reveals that intrinsic motivation, with an average of 4.21, and professional performance, with an average of 4.23, present practically equivalent averages and above the agreement threshold. In contrast, extrinsic motivation, with an average of 3.83, and, especially, organizational recognition, with an average of 3.63, are at lower levels. This configuration suggests that professionals sustain their performance primarily from intrinsic factors such as competence, purpose, and personal satisfaction, in addition to adapting to the relational specificities of agribusiness, compensating for deficiencies in institutional recognition.

However, this compensation may not be sustainable in the long term. Di Domenico et al. (2022) warn that intrinsic motivation, although more durable, can be weakened by the absence of adequate organizational support. Gregorio et al. (2024) demonstrate that the lack of systematic recognition contributes to progressive motivational wear. Thus, the satisfactory performance observed in the sample strongly depends on intrinsic motivation and the professionals’ adaptation to the sector’s demands, but requires greater institutional support for its long-term sustainability, especially regarding recognition and appreciation practices.

Analysis of open questions

In addition to the quantitative results, the responses to the two open-ended questions in the questionnaire allowed for a deeper understanding of the challenges faced by professionals in prospecting agribusiness clients, as well as the institutional actions perceived as most relevant for strengthening motivation and commercial performance. In general, the responses showed high convergence with the findings observed in the thematic blocks, reinforcing the internal consistency of the research results and offering valuable qualitative insights for the interpretation of the statistical data.

Regarding the main factors that hinder customer prospecting in agribusiness, bureaucracy in credit and contracting processes and the need for a large volume of documentation stood out with greater recurrence. Delays in internal approvals were also frequently mentioned. Other factors include the resistance of some clients to the use of digital channels and platforms, the geographical dispersion of producers, and the importance of face-to-face relationships and gradual trust-building. These qualitative reports confirm the quantitative findings of the agribusiness prospecting block, in which building trust over time, face-to-face relationships, bureaucracy, and the greater complexity of prospecting in this segment showed high levels of agreement.

Aspects such as the seasonality of agricultural activity, which imposes specific time and demand challenges, and the logistical difficulties for field visits, given the vastness of rural areas, were also mentioned. Competition among financial institutions and the need for deeper technical knowledge about the reality of rural clients were other points raised. These elements reinforce the perception that prospecting in agribusiness is a complex activity, requiring professionals not only commercial skills but also a profound knowledge of the sector and the ability to adapt to its particularities.

The answers to the question about what actions the institution could take to increase the motivation and performance of sales professionals focused on some main axes. Greater institutional recognition, through performance appreciation programs and clearer, more frequent feedback, was a recurring suggestion. Continuous technical and commercial training, improvement of technological support, and simplification of internal processes were also pointed out as crucial. Furthermore, greater autonomy in decision-making and the definition of more realistic goals aligned with the characteristics of agribusiness were highlighted by the respondents.

Other suggestions included awards, logistical support for field operations, integration between internal areas, and strengthening leadership in team supervision. These qualitative results reinforce the findings from the blocks on organizational recognition, extrinsic motivation, and technology, in which important gaps were identified in the perception of effective recognition, growth opportunities, feedback clarity, and the adequacy of institutional support for the demands of commercial work in agriculture. The open-ended questions show that professionals attribute their difficulties not only to individual factors but also to structural and organizational limitations that directly interfere with prospecting and performance maintenance.

Recommended actions to increase professionals’ motivation and performance

Based on the integration between quantitative and qualitative results, five priority areas for institutional improvement are identified, which can significantly contribute to increasing the motivation and performance of sales professionals in agribusiness. The first area refers to strengthening organizational recognition, which emerged as the main gap in the study. The implementation of a structured recognition and feedback program is suggested, with clear definition of performance valorization criteria, periodic feedback, recognition of results, and also of the relational effort employed in building agribusiness portfolios. This action is justified because respondents strongly recognize that recognition increases motivation and improves performance, but perceive low institutional effectiveness in this dimension, according to the research findings.

The second action consists of improving technological support and adopting hybrid prospecting strategies. Considering that professionals value digital tools but report limitations in institutional support and difficulties with platforms for clients, it is recommended to invest in systems better suited to the reality of agribusiness, more agile technical support, and continuous training for the use of these tools. In parallel, the centrality of in-person relationships should be preserved, adopting a hybrid model that combines technology and proximity in service. This approach aligns with the need to adapt to technological barriers and the resistance to adopting digital tools by rural producers, as observed by Kulikov et al. (2022).

The third proposal involves the simplification of internal processes and the reduction of operational bureaucracy. As bureaucracy appeared recurrently in both closed and open responses, it is recommended to review approval flows, documentation requirements, and communication between areas such as sales, credit, and backoffice. The reduction of rework and slowness tends to favor prospecting agility, improve customer experience, and decrease the wear and tear of the sales team. This measure aims to mitigate one of the main challenges identified by professionals, which directly impacts efficiency and job satisfaction.

The fourth action concerns the expansion of commercial autonomy with alignment of goals to the reality of agribusiness. The data indicated lower agreement regarding autonomy in daily decisions, while participants reported sector-specific challenges, such as seasonality, travel, and the need for long-term relationships. Thus, it is recommended to offer greater decision-making leeway to teams on operational matters and to adapt goals and indicators to the regional context, the production cycle, and the profile of the clients served. This flexibility can strengthen intrinsic motivation, which is a pillar of professional performance, according to Self-Determination Theory by Deci and Ryan (2000).

The fifth and final action corresponds to strengthening technical training and continuous professional development. Open-ended responses indicated that work in agribusiness requires technical knowledge, relational skills, and mastery of specific financial products. Thus, it is suggested to offer periodic training on rural credit, producer profiling, consultative negotiation, use of digital tools, and portfolio management. In addition to contributing to the technical security of professionals, this measure can enhance the sense of competence and strengthen the intrinsic motivation already identified as a strong point of the sample, promoting a virtuous cycle of learning and performance.

In summary, the analysis of the results demonstrates that the satisfactory performance of sales professionals in agribusiness is strongly driven by intrinsic motivation and the ability to adapt to the sector’s particularities, such as the need to build trust and the value of in-person relationships. However, this performance is sustained despite significant organizational weaknesses, especially regarding institutional recognition and technological support. Bureaucracy and clients’ digital resistance also represent persistent challenges. Thus, the study reinforces the importance of financial institutions investing in concrete actions for structured recognition, technological improvement, process simplification, increased autonomy, and continuous training to sustain and enhance long-term commercial engagement and effectiveness.

4. Conclusion

This study aimed to analyze the factors influencing the motivation and performance of sales professionals in financial institutions operating in the agribusiness segment, focusing on prospecting challenges and organizational strategies for commercial engagement and effectiveness. It was found that intrinsic motivation, linked to competence, purpose, and personal satisfaction, predominated among professionals, driving their engagement. In contrast, organizational recognition emerged as the main weakness, with evident gaps in feedback, appreciation, and growth opportunities. Prospecting in agribusiness was observed to be a challenging activity, marked by bureaucracy, the need for trust-building, and the centrality of in-person relationships, with limitations in clients’ adoption of digital tools. Despite these barriers and the deficiency in recognition, commercial performance was perceived as satisfactory, sustained by strong intrinsic motivation and professionals’ adaptability to the sector’s specificities.

The main contribution of this work lies in the identification that satisfactory professional performance, although robustly supported by internal motivation, can be compromised in the long term without more effective institutional support. Financial institutions can improve their management and incentive strategies by investing in structured recognition, enhancement of technological support, simplification of internal processes, expansion of commercial autonomy, and continuous team training. The research, being a survey in a specific municipality, has limitations regarding the generalization of results. For future studies, it is suggested to conduct longitudinal research or studies with broader samples, which can evaluate the impact of implementing the recommended actions and the sustainability of motivation and performance in different contexts of Brazilian agribusiness.

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