Qualitative Analysis Flashcards

1
Q

Why did you choose interpretivism?

A

Subjective opinions of managers → knowledgeable agents → interpretivist

We see the interview’s answers to be true in the context. The organization is a social construct therefore answers can change by time and depending on who you ask.

According to Gioia, the interviewees should be seen as having the answer to your question, and thereby take what they say as the answer.

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2
Q

Which are the 3 analysis levels of Gioai’s systematic approach to concept development?

A

1st-order analysis - informant-centric terms and codes (Concepts)
You take the answers for what they are to develop concepts
2nd-order analysis - researcher-centric concepts, themes, and dimensions (Themes)
You interpret what they say using previous knowledge and theories to develop themes.
Aggregate dimensions (Dimensions)

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3
Q

What are the 5 dimensions in the qual model?

A
  • Business strategy
  • Corporate DNA
  • Sales representative
  • Performance management
  • Rewards
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4
Q

What are the values of WAG? (5)

A

be humble, build open and honest relationships, create growth, it’s all about people, do more with less.

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5
Q

What is the business strategy of WAG?

A

Low margin, high sales volumes

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6
Q

What is WAG competitive advantage and why?

A

They want to be differentiated for their customer service –> happy customers.

Why? Because of the type of product, there is long between customers come back again, therefore it is important to have happy and loyal customers that act as ambassadors.

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7
Q

How does the value “it’s all about the people apply”?

A

They want to have happy customers but also happy employees.

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8
Q

What is WAG goals?

A

Want to grow and be 1 in the Nordic

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9
Q

Why CSA look for sales representatives with distinctive characteristics?

A

They look for sales representatives with distinct characteristics:
o Why? : Competitive reflected in salary model and high level of transparency

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10
Q

What are the characteristics of CSA sales reps?

A

high level of ambition, self-motivated, achievement-oriented, and committed

  • broad expertise within the field
  • Be able to perform with freedom under responsibility
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11
Q

How is the HR policy of CSA distinctive?

A

it focus more on progress, and performance-based pay

Why? To attract a certain type of employee and promote a certain type of behavior.

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12
Q

How is the vertical and horizontal job loading in CSA?

A

Simple task
· (-) job enlargement (horizontal)
· Try to make job enrichment (vertical)

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13
Q

Which are the main KPI’s in CSA and how are weighted?

A

NPS (Net promoter score) and gross profit sustainable in the long run

is it about balancing the two (espoused values), however, there is miscommunication/aligment as profit is communicated as most important (enacted values)

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14
Q

How do the managers practice performance management?

A

Follow the performance management cycle to some degree.

  1. The managers assess past performance, identify possible reasons for any performance gap
  2. the managers assess past performance, identify possible reasons for any performance gap
    · 2. the manager decides on performance targets in collaboration with the employee
    · 3. the managers use the reports to help guide the progress of the sales representatives
    · 4. Last month’s performance is discussed and guide the allocation of rewards
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15
Q

What do the managers say is the main motivator in CSA?

A

The main motivator is their salary model motivated to strive for high performance, since the outcome is a desired salary OR if you consistently perform well and ensure to have a high salary every month, the importance of salary as a motivator takes a back step

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16
Q

Explain the findings in terms of the expectancy theory

A

more narrow steps will encourage more effort compared to what the reward is valued.
effort-to-performance expectancy is rather high, butence of reward might be low – therefore no motivation

17
Q

Argue why pay is a hygiene or motivational factor

A

Mention also the Effect of the cap on salary model

18
Q

How do the managers motivate through job enrichment?

A

Task significance, more meaningful job, learn and inspire others job enrichment

19
Q

How is supervision perceived and why ? (hygiene or motivator?

A

Supervision is seen as a demotivator, because they would be dissatisfied if not present but only leaves to no-dissatisfaction when present

20
Q

Why include performance management cycle?

A

PMC is the key to the link, if something doesn’t work here there will not be a link between rewards and performance. It is important to look if something needs to be altered here, for instance, communication of goals.