Human Resource Management Assignment: Interview Questions For Fast And Furious Tech

Question

Task:
Create an interview schedule for Fast and Furious Tech Company covering all the interview questions and also provide theoretical justification for the questions using HRM theories.

Answer

Part 1

Introduction
Fast and Furious Tech is a company selected in the human resource management assignment that requires select and recruit employees for the role of intensive customer care as well as customer interactions over the phone. The fast-paced and dynamic tech industry requires to provide the working individuals everything and fulfill their needs to make them have a positive attitude as well as skills to undertake the given job role (Hewettet al., 2018). A happy worker is also bound to be a productive worked. The report attempts to establish a thorough questionnaire for selecting and recruiting individuals for a customer service job role in Fast And Furious Tech Company. The questionnaire is also justified in the later section with appropriate HRM theories that have always established itself in the market.

There are certain specific questions that have been formulated in case of proceeding with the interviews. The questions are as follows:

Interview Questions

Group-A

1. Have you ever worked in a job position as same this?
2. How many years of industrial experience do you have in the customer service sector?
3. Are you comfortable making cold calls and interacting with the customers over the phone?
4. How much comfortable are you in taking cold calls?

Group-B

1. How would you rate yourself on the scale of 1 to 10 in terms of creativity?
2. Tell me about a time you had to think out-of-the-box to resolve a problem?
3. What are the innovative strategies would you apply in case of dealing with an angry customer over the phone?
4. Tell me a past incident in which you had to meet with a tight deadline? And Did you or did you not meet with it?

Group-C

1. How would your friends describe you? Do others consider you trust-worthy?
2. On a scale of 1 to 10, how much would you rate yourself as a good team-player?
3. Tell me about a situation that tested your integrity?
4. How much inept are you in learning from the environment that you are in?

Group-D

1. What type of work environment do you work best in?
2. Provide a brief insight about a job that you least enjoyed doing?
3. Would you prefer working over shifts if there is an availability of greater pay?
4. What made you resign from your previous job?

Part 2

Interview questions reflecting HRM Theories
Human resource theory is a generalized term for strategies, objectives as well as tactics that are used by various business owners as well as managers with the aim of administering various policies related to employee management (Mariappanadar, 2019). Here are some key Human Resource Theories in the light of which all the above-mentioned interview questions can be proven to have a link with.

Theoretical justification for questions ranging from 1-4 (Group-A)
One of the most sought-after theories of HRM considered in the present context of human resource management assignment is Human Capital Theory that was initially developed by "Gary Bercker'' in the year of 1964. Here human capital is seen as individual dispositions or groups of people in the very form of knowledge as well as viable skills that directly reflect their education as well as the years of experience they have gained as an individual. The interview questions of the group –A, which is from 1-4, can be resonated with this Human Capital Theory. This theoretical concept also considered individuals or employees as valuable assets and believed in the fact that one of the best investments that a company can invest in is in its people (Peltonen& Vaara, 2018). It is also assumed that the human capital of the founder has the most chances of improving the possibilities of survival of organizations. It also indicates that years of experiences are translated into proper knowledge as well as skills.

Thus, the length of industry experience or field-based experiences can act as a key factor in determining the expansion and growth of any business enterprise.

In a similar manner, questions from 1-4 ask employees about their industry-based experiences as well as the skills and knowledge gained by them in the same sector they are applying for. Having hand-on experience and knowledge of customer services would help the employees to have a better take on the daily responsibilities that would be entrusted to them, which automatically justifies the question1-4. Including questions whether the applicants have sound knowledge of the section, they are applying for if they have proper experience or expertise in customer-facing jobs, then this could entirely be justified with the theory of Human Capital where every employee brings with it viable

Theoretical justification for questions ranging from 5-8 (Group-B)
The Theory of Macro Contingency may be applied herein human resource management assignment as a justification for the questions of Group-B (5-8). The theory of Macro contingency that was proposed by Hickson and many more in the year of 1971 states that the growing body of a business enterprise is always subjected to constant change. In that scenario, employers are supposed to adopt certain specific measures in solving issues in case of coming across any complex or adverse situation (Blumberg & Pringle, 1982). In a broader selfsense, the theory has its focus on the “fit” that an organizational “design” and the task environment has between each other and the impact that this level of “fit” has on the overall performance of an organization.

In order to form a workforce having talented individuals, the organization can also take the assistance of various e-recruitment process of employee selection (Holm & Haahr, 2019). It consists of tasks and subtasks within the availability of changing their time duration, as to perform the tasks concurrently. The process can be characterized by the stages namely, “defining hiring objectives”, determining positions that are to be filled, necessary amount of candidates and expected retentions rate.

The questions from 5 to 8 indicate the company's curiosity knowing about how creative the applicants are when they would be dealing with a wide range of customers over the phone. The more creative they are in their approach, the greater becomes the chance of the company to gain a sound reputation within the industry. It also requires them to answer questions about resolving an issue in the course of the times when they were.

Theoretical justification for questions ranging from 9-12 (Group-C)
Questions numbering from 9 to 12 within the interview questionnaire can be justified with the assistance of the “Institutional Theory” that deals with change of situations as well as stability. It also indicates that the norms, values, attitudes and morale of the organization or the employees act as the driving forces of an organization's success (Mayrhofer, Gooderham & Brewster ,2019). This theory is reflected in the interview questions regarding values and ethics as well as the quality of works from the employees.

Questions numbering from 9 to 12 can be justified with the help of this HRM theory that indicates the employees are the biggest revenue and growth drivers in a company (Viitala, Vesalainen& Uotila, 2020). If they bear the right set of attitude, ethical values and acumen in carrying out their task, then the business organization they are working for is bound to evolve. It is quite a difficult task to recruit people as they can be capricious, unpredictable and complex. However, this issue can be easily solved by various techniques. There are five methods noted in the human resource management assignment namely, - self-report, biographical data, test data, psychological data and observational data that can be used in people assessment whilst selecting and recruiting individuals (Furnham, 2017). It suggests liberation and expansion of an individual with the help of organizational learning that results in overall organizational productivity.

Theoretical justification for questions ranging from 13-16 (Group-D)
Questions ranging from 13 to 16 have also been raised in case of the key motivators or the factors that usually keep an employee motivated and committed to their work. This can be looked at with the assistance of Herzberg's Theory of Motivators and Hygiene factors. Psychologist Federick Herzberg asked a similar question in the 1960s in case of understanding the factors that employee satisfaction.

He has sought out to understand the effect of attitude on "motivation" by asking individuals to reflect on jobs that were awful (Koster, 2019). Some of the employees allude to a de-motivating environment, and some alluded to poor hygiene.

Thus, employee motivations are one of the pivotal factors in which determines the success as well as the failure of a company. Therefore, including an interrogative regarding the factors that can affect the motivation or commitment of the prospect employee may help in understanding the environment that individuals are looking for (Keegan et al., 2018). Creating an environment aligned with the motivating factors would automatically increase the productivity of the employees.

Questions numbering from 13 to 16 are entirely about the elements that help the applicants to remain passionate, productive as well as committed towards the jobs that they are assigned for. These questions to judge the applicant’s motivational fit can be justified with the theory as the theory an individual has certain factors that need to be met with in order to get optimal performance out of the same.

Conclusion
The report on human resource management assignment provide proper insights on the significant questions and interrogatives that are required to be asked to the individuals applying for the role of marketing, sales and customer service employees in the Fast and Furious Tech business enterprise. The questions are also justified in the later section with the orientation of suitable HRM theories and concepts that have already found its momentum in the practical as well as the corporate world.

Reference List

Blumberg, M., & Pringle, C. D. (1982). The missing opportunity in organizational research: Some implications for a theory of work performance. Academy of Management Review, 7(4), 560-569.https://journals.aom.org/doi/abs/10.5465/AMR.1982.4285240

Furnham, A. (2017). The Contribution of Others’ Methods in Recruitment and Selection. The Wiley Blackwell Handbook of the Psychology of Recruitment, Selection and Employee Retention, 202. https://onlinelibrary.wiley.com/doi/pdf/10.1002/9781118972472#page=221

Hewett, R., Shantz, A., Mundy, J., & Alfes, K. (2018). Attribution theories in human resource management research: A review and research agenda. Human resource management assignment The International Journal of Human Resource Management, 29(1), 87-126.https://www.tandfonline.com/doi/pdf/10.1080/09585192.2017.1380062

Holm, A. B., & Haahr, L. (2019). 11 e-Recruitment and selection. e-HRM: Digital Approaches, Directions & Applications.http://www.4cd.edu/gb/policies-procedures/guidelines/IG2006_01.pdf

Keegan, A., Bitterling, I., Sylva, H., & Hoeksema, L. (2018). Organizing the HRM function: Responses to paradoxes, variety, and dynamism. Human Resource Management, 57(5), 1111-1126.https://www.researchgate.net/profile/Anne_Keegan/publication/321982018_Organizing_the_HRM_function_
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Koster, F. (2019). Innovative HRM. A review of the literature. Journal of technology management & innovation, 14(2), 97-106.https://scielo.conicyt.cl/scielo.php?pid=S0718-27242019000200097&script=sci_arttext&tlng=

Mariappanadar, S. (2019). Sustainable HRM theories: Simultaneous benefits for organisations and stakeholders. Sustainable Human Resource Management: Strategies, Practices and Challenges, 104.https://QBAJ&.co.in/books?hl=en&lr=&id=YRyDDwAAQBAJ&oi=fnd&pg=PA104&dq=Mariappanadar,+S.+(2019).
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Mayrhofer, W., Gooderham, P. N., & Brewster, C. (2019). Context and HRM: theory, evidence, and proposals. International Studies of Management & Organization, 49(4), 355-371.https://www.tandfonline.com/doi/full/10.1080/00208825.2019.1646486

Peltonen, T., & Vaara, E. (2018). Critical approaches to comparative HRM. In Handbook of research on comparative human resource management. Human resource management assignment Edward Elgar Publishing.https://helda.helsinki.fi/dhanken/bitstream/handle/10138/27908/Peltonen%2C%20Vaara%2C%202011.pdf?sequence=1&isAllowed=y

Viitala, R., Vesalainen, J., & Uotila, T. P. (2020). SME managers’ causal beliefs on HRM as success factor of the firm.
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