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Joe Salatino, President of Great Northern American Case Study

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Joe Salatino, President of Great Northern American Case Study
The Great Northern American is a Dallas-based telemarketing company. The salespeople sell more than 20 million dollars in office, promotional, arts and crafts, and computer supplies to 60,000 businesses around the country, which includes particularly packaging tape, paper clips, pens, and pencils. Many of his salespeople earn more than $60,000 a year, and top producers earn more than $ 100,000. Mr. Salatino, the president of the company, believes that employees who have established solid relationships with their customers earn significantly more money than those who have not been able to foster good relationships with customers (Hellriegel & Slocum Jr., 2011). Employee rewards, bonuses, commissions or any incentive pay are powerful employee motivators to improve productivity and to build a strong customer relationship. Leaders must constantly review and evaluate both the sales people and the company’s selling strategy to see if there is a need for improvement. The most common improvement needy areas would be employee morale, encouragement, training programs, and the learning theories. The objective of this paper is to discuss the importance of how Mr. Salatino’s employees form perceptions and make attributions, and the learning theory that is most appropriate for his employees. It will also suggest how Mr. Salatino could apply the learning theory to improve employee performance and leverage an understanding of the value of self-efficacy to ensure he hires the most successful salespeople. Mr. Salatino stated that his employees are expected to take personal credit for the positive results as well as blame when things go bad (Hellriegel & Slocum Jr., 2011). Thus, it may be easy to determine the positive results because it is evidenced with the revenue growth. However, how would the employees determine

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