Given the above stated observations, one may surmise that real estate agencies in France have attractive profit-making potentials, insofar as they operate in a market which attracts both domestic and international buyers and investors. While that may be the case, the fact remains that the potential of any real estate agency can only be realised through the efforts of its sales force and its agents. As Davis (2002) explains, the performance of individual real estate agencies is inextricably dependant upon the characteristics, activities and qualities of its sales force with it, therefore, being incumbent upon real estate agency managers to deploy such motivation techniques and strategies as would incite performance (Davis, 2002).
As may be deduced from the above, the dissertation proposes to undertake an analysis of the French real estate market and the performance of a select number of real estate agencies therein, with specific focus on the extent to which the deployment of motivation techniques may positively impact agency performance.
The importance f the study derives from the fact that it will examine the efficacy of implementing motivation theory as a means of inciting higher sales figures and improving the performance of sales teams. ...
Furthermore, while the study shall specifically focus on the mentioned in relation to the French real estate market, the theoretical models that shall be discussed and the recommendation that will be proposed, are applicable to the international real estate market and to those business firms whose performance is inextricably linked to the activities of its sales force. In other words, even though the study is of immediate importance to the French real estate agencies, its value extends beyond that to embrace real estate agency performance per se, irrespective of geographic location, and sales-based organisations and firms.
Numerous management researchers and scholars have emphasised the importance of motivation strategies as a tool for the maximisation of employee output and productivity (Igalens and Roussel, 1999; .Reinharth and Wahba, 1975; Kim, 1984). Few, if any, have disputed the fact that management's adoption of employee-targeted motivation strategies, especially as pertains to sales personnel, improves both individual employee output and overall firm performance but scholars, have, nevertheless, debated the most effective motivation strategies (Kallenberg, 2000; Wallace, 1995).
Silvester et al. (2003) maintain that empirical evidence suggests that the adoption of any of the existent motivation theories and the integration of their incentive guidelines into an organisation's management paradigm positively contributes to organisational performance and maximises employee output. To fortify their argument, the researchers undertake a comparative study of the effect of the implementation of an array of motivation strategies and theories on employee output and performance, maintaining that the study