Such communications include periodic "attitude surveys" of our sales
force conducted by an outside firm.   In these surveys, every individual has the opportunity to express his or her feelings about salary, management, working conditions, as well as his or her feelings about the job itself.  These written surveys are, of course, unsigned and are compiled and evaluated by the outside firm.   They serve two purposes.   They help to give  the sales  force  the feeling  that  they will be heard;  and  they help us to  identify motivational problem areas,  and  to  institute changes where called for.

Another tool we use in measuring motivation is our "performance review" system. This program provides excellent two-way communication between a sales representative and his immediate superior. It provides the occasion for mutual goal setting, thereby making the sales representative aware that he is involved in decisions concerning his job and is, therefore, responsible for what does happen.

Another excellent means of measuring motivation level is the "exit interview."  Every sales employee who voluntarily leaves the company receives a confidential questionnaire in which he is invited to express his opinion of management, training, compensation, the company image, and all of his feelings about the job itself.   We can spot management problem areas through the careful analysis of these exit questionnaires. While "attitude surveys," "performance reviews," and "exit questionnaires" are communication programs to measure the motivational levels and needs of the sales force, we have many other on-going programs that we use to react to and fulfill these needs.