Business Management Vol.
5 No 1 Februari 2026 p-ISSN:2828-7606, e-ISSN:2828-8203 DOI: 10.
58258/bisnis.
10340/https://ejournal.
org/index.
php/Bisnis The Effect of Training and Motivational Sessions on Sales Performance of Multi-Level Marketing Distributors Erwin S.
Yunandar1.
Sri Mulyani2.
FaAouzobihi3 Management.
Universitas Pertiwi.
Indonesia Article Info Abstract Article history:
Accepted: 10 February 2026 Publish: 12 February 2026 This study aims to analyze the effect of training and motivational sessions on the sales performance of Fohoway distributors.
Distributor performance is a key factor in the success of networkbased marketing systems (MLM), which rely heavily on individual capabilities in selling products, building relationships, and maintaining performance consistency.
This research employed a quantitative approach with an associative research design.
Data were collected through questionnaires distributed to Fohoway distributors who had participated in the Core Training Camp program and motivational sessions.
Data analysis techniques included validity and reliability tests, multiple linear regression analysis, t-test.
F-test, and coefficient of determination using statistical software.
The results indicate that both training and motivational sessions have a positive and significant effect on the sales performance of Fohoway distributors, both partially and These findings provide practical implications for Fohoway management in designing more targeted training and motivational programs to improve distributor performance.
Keywords:
Training.
Competence.
Distributor.
Performance.
Fohoway.
This is an open access article under the Lisensi Creative Commons Atribusi-BerbagiSerupa 4.
0 Internasional Corresponding Author:
Erwin S.
Yunandar Pertiwi University Email Coresspondent: esa.
yunandar@gmail.
INTRODUCTION
Human resources are a strategic asset in determining organizational success, including companies operating in network-based marketing such as Fohoway.
Individual performance plays a crucial role in achieving organizational targets because it is directly related to productivity and business sustainability (Dessler, 2.
The sales performance of distributors reflects individual capabilities in achieving sales targets, maintaining service quality, and building customer relationships (Mangkunegara, 2.
One of the key factors influencing performance improvement is training.
Training is defined as a systematic process aimed at enhancing individualsAo knowledge, skills, and work attitudes to enable them to perform their jobs more effectively (Sikula in Mangkunegara, 2.
In addition to training, work motivation is also a critical determinant of performance.
Robbins and Judge .
explain that motivation determines the intensity, direction, and persistence of an individualAos effort toward achieving work goals.
Previous studies have shown that training and motivation are positively related to employee performance (Wibowo, 2020.
Luthans, 2.
Although many studies have examined the relationship between training, motivation, and performance, most were conducted in formal organizational contexts such as manufacturing firms and government institutions.
There is still limited empirical evidence 245 | The Effect of Training and Motivational Sessions on Sales Performance of Multi-Level Marketing Distributors (Erwin S.
Yunanda.
Business Management e-ISSN : 2828-8203, p-ISSN: 2828-7606 that specifically examines the effect of training and motivational sessions on the sales performance of distributors in multi-level marketing (MLM) companies, which are characterized by independent work patterns, network-based operations, and strong reliance on intrinsic motivation.
Therefore, this study seeks to address this research gap by examining the effect of training and motivational sessions on the sales performance of Fohoway distributors.
Based on the above discussion, this study focuses on three main variables: training (X.
, motivational sessions (X.
, and distributor sales performance (Y).
Training is conceptualized as a structured learning process to enhance work-related competencies (Mangkunegara, 2.
, while work motivation refers to internal and external drives that influence individual work behavior (Robbins & Judge, 2.
Sales performance reflects individual achievement in meeting sales targets and service quality standards (Dessler.
METHOD This study employed a quantitative approach based on the positivist paradigm with deductive reasoning.
The research design was a cross-sectional survey, in which data were collected at a single point in time using a questionnaire instrument.
The research subjects were Fohoway distributors who had participated in training and motivational programs, with a total population of 37 individuals.
The sampling technique used was saturated sampling .
, in which all members of the population were included as research respondents .
= .
This approach was chosen to ensure comprehensive representation of the actual conditions of Fohoway distributors.
Data were collected using a structured questionnaire developed based on indicators of training, motivational sessions, and sales performance.
All questionnaire items were measured using a Likert scale.
Instrument testing was conducted through validity and reliability tests to ensure data quality and consistency.
Data analysis techniques included classical assumption tests, multiple linear regression analysis, partial hypothesis testing .
-tes.
, simultaneous hypothesis testing (F-tes.
, and coefficient of determination (RA) to determine the contribution of independent variables to the dependent variable.
Data analysis was conducted using SPSS software.
RESULTS AND DISCUSSION
Respondent Characteristics Tabel 4.
Table 4.
1 Respondent Data by Distributor Level Rank Frequency Precentage Phoenix Ambassador 7 Star Director 5 Star Director 3 Star Director 1 Star Director Diamond Shappire 246 | The Effect of Training and Motivational Sessions on Sales Performance of Multi-Level Marketing Distributors (Erwin S.
Yunanda.
Business Management e-ISSN : 2828-8203, p-ISSN: 2828-7606 Emerald Platinum Source : Data processed using SPSS 29 macOS The respondents in this study consisted of 37 distributors from a multi-level marketing company operating in the research area.
The respondents represented various distributor ranks, ranging from Platinum.
Sapphire.
Diamond, 1 Star Director, 3 Star Director, and 5 Star Director, to Phoenix Ambassador as the highest honorary rank.
Descriptive Statistics of Research Variables Training Motivation Valid N .
Table 4.
2 Descriptive Statistics Descriptive Statistics Minimum Maximum Mean Std.
Deviation Source : Data processed using SPSS 29 macOS Based on the descriptive statistical analysis of 37 respondents, the training variable had a mean score of 35.
05 with a standard deviation of 7.
The motivation variable had a mean score of 26.
00 with a standard deviation of 5.
Meanwhile, the sales performance variable recorded a mean score of 39.
24 with a standard deviation of 8.
These results indicate that, in general, the levels of training, motivation, and sales performance among distributors were relatively high, with a reasonable variation in respondentsAo answers.
Instrument Quality Testing Table 4.
3 Validity Test Results for X1 (Trainin.
Validity Test for Variable X1 r - value r-value Result (Calculate.
X1.
1 0,931
0,325
Valid X1.
2 0,937
0,325
Valid X1.
3 0,911
X1.
4 0,915
X1.
5 0,887
0,325
0,325
0,325
Valid Valid Valid X1.
6 0,942
0,325
Valid X1.
7 0,942
0,325
Valid X1.
8 0,947
0,325
Valid Source : Data processed using SPSS 29 macOS Table 4.
4 Validity Test Results Validity Test for Variable X2 247 | The Effect of Training and Motivational Sessions on Sales Performance of Multi-Level Marketing Distributors (Erwin S.
Yunanda.
Business Management e-ISSN : 2828-8203, p-ISSN: 2828-7606 r - value (Calculate.
X2.
1 0,926
r-value .
0,325 Valid X2.
2 0,932
X2.
3 0,955
X2.
4 0,934
0,325
0,325
0,325
Valid Valid Valid X2.
5 0,878
0,325
Valid Result X2.
6 0,907
0,325
Valid Source : Data processed using SPSS 29 macOS Table 4.
5 Validity Test Results for Performance (Y) Validity Test for Variable Y
r-value r-value Result
Y1 0,948 0,325 Valid
Y2 0,963
0,325
Valid
0,957
0,909
0,921
0,754
0,325
0,325
0,325
0,325
Valid
Valid
Valid
Valid
Y7 0,921
0,325
Valid
Y8 0,889
0,325
Valid
Y9 0,928
0,325
Valid Source : Data processed using SPSS 29 macOS Table 4.
6 Reliability Test Results for X1 (Trainin.
Reliability Statistics Cronbach's Alpha N of Items Source : Data processed using SPSS 29 macOS Based on the reliability test results.
CronbachAos Alpha was 0.
Therefore, it can be concluded that the questionnaire items for variable X1 .
are reliable, as the CronbachAos Alpha value of 0.
975 exceeds the minimum acceptable threshold of 0.
Table 4.
7 Reliability Test Results for Variable X2 (Motivatio.
Reliability Statistics Cronbach's Alpha N of Items Source : Data processed using SPSS 29 macOS Based on the reliability test results.
CronbachAos Alpha was 0.
Therefore, it can be concluded that the questionnaire items for variable X2 .
are reliable, as the CronbachAos Alpha value of 0.
963 exceeds the minimum acceptable threshold of 0.
Table 4.
8 Reliability Test Results for Variable Y (Sales Performanc.
248 | The Effect of Training and Motivational Sessions on Sales Performance of Multi-Level Marketing Distributors (Erwin S.
Yunanda.
Business Management e-ISSN : 2828-8203, p-ISSN: 2828-7606 Reliability Statistics Cronbach's Alpha N of Items Source Data processed using SPSS 29 macOS Based on the reliability test results.
CronbachAos Alpha was 0.
Therefore, it can be concluded that the instrument for variable Y .
ales performanc.
is reliable, as the CronbachAos Alpha value of 0.
975 exceeds the minimum acceptable threshold of 0.
Classical Assumption Tests Table 4.
9 Normality Test Results One-Sample Kolmogorov-Smirnov Test Normal Parametersa,b Mean Std.
Deviation Most Extreme Absolute Differences Positive Negative Test Statistic Asymp.
Sig.
-taile.
c Monte Carlo Sig.
- Sig.
99% Confidence Interval Lower Bound Upper Bound Unstandardi Residual Test distribution is Normal.
Calculated from data.
Lilliefors Significance Correction.
Lilliefors' method based on 10000 Monte Carlo samples with starting seed 2000000.
Source : Data processed using SPSS 29 macOS Table 4.
8 Heteroscedasticity Test Results 249 | The Effect of Training and Motivational Sessions on Sales Performance of Multi-Level Marketing Distributors (Erwin S.
Yunanda.
Business Management e-ISSN : 2828-8203, p-ISSN: 2828-7606 Source : Data processed using SPSS 29 macOS Based on the scatterplot, the data points are dispersed above and below .
r aroun.
zero and do not cluster only on one side.
The distribution of points also shows no clear Therefore, it can be concluded that the data used in this study do not exhibit Results of the Coefficient of Determination Test Table 4.
3 Coefficient of Determination (RA) Results Model Summary Adjusted R Std.
Error of the Model R Square Square Estimate Predictors: (Constan.
Motivasi.
Pelatihan Source : Data processed using SPSS 29 macOS Table 4.
4 t-Test Results Coefficientsa Unstandardized Standardized Coefficients Coefficients Model Std.
Error Beta 1(Constan.
Pelatihan Motivasi Dependent Variable: Kinerja Sig.
887 <.
Source : Data processed using SPSS 29 macOS Table 4.
5 F-Test Results Source : Data processed using SPSS 29 macOS Effect of Training (X.
on Employee Performance (Y) The regression coefficient for Training was B = 0.
737, with a t-value of 5.
887 and a significance level of p < 0.
This indicates that Training has a positive and significant effect on Employee Performance.
In other words, an increase in training is associated with an increase in employee performance, assuming other variables remain constant.
Effect of Work Motivation (X.
on Employee Performance (Y) 250 | The Effect of Training and Motivational Sessions on Sales Performance of Multi-Level Marketing Distributors (Erwin S.
Yunanda.
Business Management e-ISSN : 2828-8203, p-ISSN: 2828-7606 The regression coefficient for Work Motivation was B = 0.
495, with a t-value of 2.
944 and a significance level of p = 0.
006 (< 0.
These results indicate that Work Motivation has a positive and significant effect on Employee Performance.
This means that an increase in employeesAo work motivation is associated with an improvement in their performance, assuming other variables remain constant.
Constant (Intercep.
The significance value of the constant was 0.
707 (> 0.
, indicating that the intercept is not statistically significant.
Methodologically, this is not problematic and does not affect the conclusions regarding the effects of X1 and X2 on Y.
Based on the t-test results, it can be concluded that:
Partially.
Training (X.
has a positive and significant effect on Employee Performance (Y).
Partially.
Work Motivation (X.
has a positive and significant effect on Employee Performance (Y).
Therefore, the partial hypotheses (H1 and H.
are accepted, indicating that Training and Work Motivation each have a significant effect on Employee Performance.
CONCLUSION
The partial test results .
-tes.
indicate that training has a positive and significant effect on the sales performance of MLM distributors, with a regression coefficient of B = 0.
737, a t-value of 5.
887, and a significance level of p < 0.
The standardized beta coefficient ( = 0.
shows that training is the most dominant variable in the model compared to work These findings suggest that improving the quality of trainingAiparticularly in terms of product knowledge, sales communication techniques, and marketing strategiesAimakes a substantial contribution to enhancing distributorsAo sales performance.
Practically, training functions as a mechanism for transferring competencies that directly improves distributorsAo ability to perform sales activities.
This is further supported by the very strong correlation between training and performance .
= 0.
p < 0.
, indicating that the relationship between the two variables is not only statistically significant but also practically meaningful.
Therefore, the results of this study provide empirical justification that training is a key driver in improving the sales performance of MLM distributors.
The Effect of Competence on Employee Performance The t-test results indicate that work motivation has a positive and significant effect on the sales performance of MLM distributors, with a regression coefficient of B = 0.
495, a t-value 944, and a significance level of p = 0.
006 (< 0.
Although the effect is statistically significant, the standardized beta coefficient ( = 0.
indicates that the magnitude of the effect of work motivation is smaller than that of training.
These findings suggest that work motivation functions as an internal driving factor that helps distributors optimize their performance.
however, its effect is relatively weaker compared to improvements in technical competencies gained through training.
Conceptually, motivation without adequate competence tends to result in suboptimal effort, while competence without motivation may also not be fully utilized.
The very strong correlation between work motivation and performance .
= 0.
p < 0.
indicates that distributors with higher motivation tend to demonstrate better performance, although the magnitude of its contribution is not as dominant as training when examined partially in the regression model.
251 | The Effect of Training and Motivational Sessions on Sales Performance of Multi-Level Marketing Distributors (Erwin S.
Yunanda.
Business Management e-ISSN : 2828-8203, p-ISSN: 2828-7606 Therefore, the results of this study confirm that work motivation remains an important determinant of MLM distributorsAo sales performance, although its role is more supportive in nature compared to training.
Based on the results and discussion presented in the previous sections regarding the effects of training and work motivation on the sales performance of MLM distributors, the following conclusions can be drawn:
Training has a positive and significant effect on distributorsAo sales performance.
This finding indicates that the training provided is able to enhance distributorsAo knowledge, skills, and capabilities in carrying out sales activities, which directly contributes to improved sales performance.
Work motivation, partially, does not have a significant effect on distributorsAo sales This suggests that work motivation alone is not sufficient to improve sales performance if it is not supported by adequate skills and competencies acquired through Training and work motivation simultaneously have a significant effect on distributorsAo sales performance.
This indicates that improvements in sales performance will be more optimal when training that enhances distributorsAo technical capabilities is supported by work motivation that encourages consistency and enthusiasm in applying the outcomes of Thus, all research objectives have been achieved, and all research questions formulated in this study have been adequately addressed.
ACKNOWLEDGMENTS
The author would like to express sincere gratitude to Fohoway for granting permission and providing support during the research data collection process.
The openness and cooperation of the company greatly facilitated the smooth implementation of this study.
The author also extends appreciation to Universitas Pertiwi for its academic support and a conducive learning environment that enabled the successful completion of this research.
The author expresses the deepest gratitude to the supervisors and lecturers for their guidance, constructive feedback, and continuous support throughout the research and writing process.
Their scholarly insights and academic rigor contributed significantly to improving the quality of this article.
Finally, the author would like to thank his parents for their unwavering moral support, prayers, and encouragement, which made it possible to complete this academic journey
BIBLIOGRAPHY