This study uses value structures to explain industrial
salespersons' perception of rewards. The study suggests
that salespersons' preference for a reward system depends
on their dominant value structures. Reward systems
may therefore be designed to reflect the dominant
values. The degree of congruence between salespersons'
values and values ascribed to the organization also
influences the perception of rewards. Companies with
high value congruence should emphasize job security,
promotion and social recognition. Where value congruence
is low, the reward system should emphasize financial
remunerations in the short-run. Recruitment and selection
of new salespeople may also be based partly on values.
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