In recent decades, due to the growing problems of information asymmetry and measurement of work performance, the agency problem has become even more evident than before and is also present in many business relationships, not only between owner (principal) and manager (agent). This is particularly evident in companies where business success depends on intellectual labor, teamwork, and other forms of hard-to-measure work, where the agency problem can be recognized between managers (as principals) and key sales representatives (account managers) (as agents). In addition to the familiar cases of insurance salespeople and account managers in B2B telecommunications, this is certainly the case in the pharmaceutical industry, where key customers, such as pharmacies and physicians, are persuaded or pressured by competing pharmaceutical companies. Agents who deal with key customers on behalf of a pharmaceutical company work very autonomously, are relatively difficult to monitor by their superiors (principals), and the best of them are difficult to retain (bond). Therefore, dealing with the agency problem that occurs in this industry is key to their business success and a good showcase for several similar situations. The objective of this article is to determine the relationship between the level of agency costs, both monitoring and bonding, and the motivation and satisfaction of the employees of a pharmaceutical company. Thirty sales representatives of a pharmaceutical company were surveyed. Data were collected on employee motivation and key motivators, various influences on job performance, possible reasons for changing companies, etc. The results provide insight into the impact of the company's investment in monitoring and bonding sales force employees on their motivation and performance.