Sales force remuneration schemes and SME operational performance: a case study of Gibson Nigeria enterprises.

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dc.contributor.authorBamigbade, Dayo
dc.contributor.authorJimoh, Abdulrazaq Taiye
dc.contributor.authorSakariyahu, Ola Rilwan
dc.date.accessioned2018-08-13T13:50:31Z
dc.date.available2018-08-13T13:50:31Z
dc.date.issued2014
dc.description.abstractThe role of the sales force in achieving a desirable sales volume is a key factor in attaining planned activity levels and by implication, expected operational performance of an entity. This study examined the effect of the use of fixed (salary) and variable (commission) remuneration schemes for the sales force of a Small and Medium Scale (SME) on the profitability of the entity. A significant difference was found at 5% level of significance between the operational performance of the enterprise when fixed remuneration scheme (FRS) was deployed and when a variable remuneration scheme (VRS) was used by the enterprise; with the VRS generating higher performance level. It is thus recommended that SMEs should consider the VRS for their sales force especially when a fixed remuneration for the sales force will constitute a huge portion of fixed costs of operation for the enterprise.en_US
dc.identifier.issn2408-5375
dc.identifier.urihttp://hdl.handle.net/123456789/1118
dc.language.isoenen_US
dc.publisherDepartment of Accounting, University of Ilorinen_US
dc.relation.ispartofseries1;2
dc.subjectRemuneration Schemesen_US
dc.subjectSales Forceen_US
dc.subjectSmall and Medium Scale Enterprisesen_US
dc.subjectSales Volumeen_US
dc.subjectOperational Performanceen_US
dc.titleSales force remuneration schemes and SME operational performance: a case study of Gibson Nigeria enterprises.en_US
dc.typeArticleen_US

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