Abstract
The interview was conducted in Renault Guyancourt, the Renault Center, close to Paris. The interview was arranged by me since the salesperson interviewed is my cousin. First of all, I have to say that it was rather hard to manage a time when we were both available which is the reason why, I first had two phone interviews (on the 19th November for about half an hour, and on the 29th December for 40 minutes) with him in order to ask the most common question, but then I felt that a face to face interview was important to overachieve in my study, and moreover he proposed to make me visit the factory which was of high interest to me. I chose someone in the car selling industry since it represents for me one of the most important sectors for selling and when one thinks about a salesperson, car sellers often come to the mind. Plus, I have always liked the car industry and when I was young, I had already considered a possible career in the industry. I went to the company on the 1st of December, a Wednesday. Concerning the actual setting of the interview and the manner in which it was recorded was rather informal since I knew the interviewee pretty well, which I now think has been a strong asset since I did not over think or was not afraid to ask questions I wanted. All relative information obtained was written by taking an account on paper. I did not feel it was necessary to make a recording which could have made the interviewee feel uncomfortable.
Extract
[...] Levels of reward may be based on dissimilar criteria. Several method involve performance appraisal to decide whether an employee merits an assured reward, while others may be dependent on length of service, type of job, or team or company performance. The notion of a reward system is progressively replacing the conventional idea of a standard pay system, as it incorporates all aspects of employee compensation into one package. According to Rudy Carvazos of Money Management International, financial assistance programs have the potential to increase company loyalty as well as the productivity and happiness of workers. [...]
[...] It will make you confident and make it easier for a customer to trust you. You won't believe what you can accomplish. What is coming next for you? Kevin: Well, I still feel I am very valuable in my position and I want to reinforce it but I might consider to try an experience abroad since I never had the chance yet, I think I could learn a lot in the US or in Japan. How important do you think is the reward package for sales people? [...]
[...] Reward package reference: International Journal of Employment Studies. October 1999. Vol No 2. P.123/124. Criticisms of Job Evaluation reference: Academy of Management Journal. August 2000. Vol 43 No 4. P.761/762. Competence Based Pay reference: Dictionary of Human Resource Management P.48/49 competence-based pay http://www.library.dcu.ie/Portals/Business/Databases/e-journals.htm Employee Benefit News. September 2003 Vol 17 No 11. P.65. [...]
[...] Then, Kevin shared some of its selling secrets. What is one of your last accomplishments that you can tell us about? Kevin: Well, to be honest, I have often been in the average, not among the bests but recently, I finally succeeded to reach the top of the list. It had been an aim since I entered Renault sales team to reach this position and I am very proud of the sacrifices I made in order to be where I stand now. [...]
[...] (1998) 'Human Resource Management and the Theory of Rewards: Evidence from a National Survey', British Journal of Industrial Relations 227-247 P.229 Job Evaluation reference: Journal of Management Studies. P.295. March 2001. http://web.ebscohost.com.remote.library.dcu.ie/ehost/pdf?vid=25&hid=11&sid=233fe993-498c-49de-adcc-f0433e9c60e6%40sessionmgr4 Performance Based Schemes reference: Human Resource Management Review. P.144. Vol 2 No 2. 1992. Annual Hours reference: Works Management. November 2002. Vol 55 No 11. P.16. [...]
