Myyntihenkilöstön sisäinen motivaatio ja sen vahvistaminen esimiestyön keinoin: Laadullinen tutkimus vähittäiskaupan toimialan kohdeyrityksessä
Why this work is in the frame
A frame that forgets how it found something cannot be audited. These are the routes that admitted this work.
Bibliographic record
Abstract
The aim of this study is to examine the formation of internal motivation of sales staff, and to find the means of managerial work by which the internal motivation of salespeople can be strengthened in sales work in the retail industry.Internal motivation does not require a visible reward or reinforcement for behavior, but is based on the pleasure caused by the activity.In sales work in retail stores, the role of internal motivation is emphasized in the absence of a typical monetary reward based on performance of sales work.This study approaches the topic on the assumption that internally motivated sales staff are efficient and committed, in other words, an asset to the organization.Internally motivated behavior is intentional, enjoyable, and provides sufficient reason to continue operating.The theory of self-determination (SDT) used as the main theoretical model of this study defines internal motivation as making, driven by interest, enjoyment, values, and meanings.Typically, salespeople with high intrinsic motivation value personal accomplishments and success because of the feelings caused by the challenge and usefulness of the job.At its best, work produces enjoyment, elevates self-esteem, and evokes a sense of pride.Factors like these contribute to job satisfaction and efficiency, so they also have an indirect impact on organizational performance.This study showed that the internal motivation of sales staff is the sum of many factors.In the target company, the salespeople felt that customer encounters and successes, a positive work atmosphere, optimal work planning, and receiving developmental feedback were especially important.In terms of maintaining motivation, the diversity, challenge and opportunities for advancement within the organization were emphasized.Trust and giving responsibility, an incentive approach in feedback situations, personal consideration, and the identification and utilization of abilities and areas for development in job planning are ways in which the supervisor was able to promote motivation in the target company.The supervisor was also expected to invest in creating a positive atmosphere, as well as providing training and development opportunities at work.
Fetched live from OpenAlex and de-inverted. Abstracts are not stored in this database: the inverted indexes are 8.6 GB of the frame’s 9.3 GB of text, and the host has 13 GB free.
Full frame distilled prediction
Teacher imitationNot calibrated prevalence, not ground truth. Human validation pending. Learned from the 10,348 direct Codex labels and 10,348 direct Gemma labels. Candidate is the union of thresholded teacher heads; consensus is their intersection. These outputs are machine_predicted_unvalidated and are not human labels or direct frontier model labels.
Codex and Gemma teacher scores by category
| Category | Codex | Gemma |
|---|---|---|
| Metaresearch | 0.002 | 0.001 |
| Meta-epidemiology (narrow) | 0.001 | 0.001 |
| Meta-epidemiology (broad) | 0.002 | 0.001 |
| Bibliometrics | 0.001 | 0.002 |
| Science and technology studies | 0.002 | 0.002 |
| Scholarly communication | 0.000 | 0.001 |
| Open science | 0.004 | 0.001 |
| Research integrity | 0.001 | 0.001 |
| Insufficient payload (model declined to judge) | 0.004 | 0.001 |
Machine scores (provisional)
The two teacher heads of the student model, read on this work. A score orders the frame for review; it never asserts a category, and the validation status ships verbatim with every row.
Baseline scores from an immature model (maturity gate not passed, 7 training rounds). Scores rank; they never assert a category.
score_only:v0-immature-baseline · verbatim from the scoring run: score_only means the number may rank works, and no category label ships from it