The Bargaining Mix Consider The Following Scenario And Answe

The Bargaining Mixconsider The Following Scenario And Answer The Quest

The scenario involves a managerial employee at a retail outlet planning to negotiate for either a promotion with a salary increase or at least a pay raise, due to increased responsibilities and workload. The employee currently earns $44,000 annually, with the average salary for a manager being $54,000 plus an additional week of paid time off. The employee has expressed frustrations before but was told no changes are possible. They are considering strategies based on negotiation planning, including identifying issues, interests, resistance points, alternatives, targets, constituencies, opposing negotiators, overall strategy, and protocol.

Paper For Above instruction

Negotiation is a critical skill in the professional landscape, particularly when addressing compensation and role responsibilities. In the scenario provided, the employee, a long-term assistant manager, seeks to secure a promotion and/or a salary increase to reflect their expanded duties and responsibilities. Key issues, bargaining strategies, and approaches must be carefully considered for an effective negotiation outcome.

Issues in the Upcoming Negotiation

The primary issues to be negotiated include compensation, role/title, and additional benefits, such as paid time off. The employee desires a promotion to a management position with a corresponding salary that reflects market standards and the added responsibilities. If this is not feasible, a basic salary increase or a modest raise is sought. The employer's resistance stems from their assertion that financial adjustments are not currently possible, which could be driven by organizational budget constraints or policies. The employee must also navigate the issue of their continued responsibilities, workload, and recognition within the organization.

Bargaining Mix

The bargaining mix consists of several interconnected issues: salary, promotion, additional benefits (paid time off), and role responsibilities. The primary issue is salary, as it directly correlates with responsibility and recognition. Promotion is linked to compensation; a promotion generally entails a salary increase and acknowledgment of expanded duties. Additional benefits like extra paid time off reinforce the value of the compensation package. These issues are connected because acceptance or rejection of one influences the others—the employee's willingness to accept a modest raise might depend on gaining some form of recognition or future promotion prospects.

Interests

The employee's core interests include fair compensation that reflects increased workload, job satisfaction through recognition and career advancement, job security, and work-life balance. They seek acknowledgment for their extra responsibilities, either through a promotion or a pay raise. The employer's interests likely revolve around maintaining budget constraints, organizational stability, and retaining qualified employees without increasing fixed costs significantly.

Resistance Point / Walkaway

The resistance point, or walkaway point, for the employee is a salary that minimally compensates for the added duties—say, a raise of $5,000 to bring the salary to roughly $49,000—or a guaranteed promotion, even if with a modest increase, say 10%. If the employer refuses both, the employee’s walkaway point is to seek employment elsewhere, especially considering job opportunities with other organizations, such as the colleague interested in hiring them.

Alternative

The alternative to reaching an agreement with current employer is accepting a position at another organization, which may offer higher compensation, better growth prospects, or both. The employee considers this alternative due to dissatisfaction with current organizational responses and their friend’s offer. This alternative provides leverage in negotiations, highlighting the importance of maximizing current employment benefits or securing a future opportunity.

Targets and Asking Price

The employee's target is to secure a promotion to a managerial role with an annual salary of approximately $54,000, aligning with market averages and the organizational benchmark. Their initial asking should be slightly above, perhaps $56,000, to give room for concessions. If negotiations focus solely on compensation, an initial request of $56,000 would be reasonable, with an acceptance threshold around $50,000 to $52,000. The goal is to arrive at a compensation figure that recognizes the added responsibilities and aligns with market standards without jeopardizing the employment relationship.

Constituents

The employee’s constituents include themselves, their immediate team members, the management team, and the organization’s leadership. The employee aims to demonstrate value and justify their request through performance and increased responsibilities. The organization’s leadership seeks to retain skilled employees without exceeding budget limits, maintaining productivity and morale.

Opposing Negotiators and Their Wants

The opposing negotiators are the employer's management team, primarily the employee’s direct supervisor and HR representatives. Their interests include adhering to organizational policies, controlling payroll expenses, and ensuring staffing stability. They may be hesitant to approve raises or promotions due to budget constraints or current organizational policies that restrict salary modifications amid financial pressures.

Overall Strategy

The employee should adopt a collaborative (win-win) strategy, emphasizing mutual benefits. This involves presenting evidence of contributions, responsibilities, and market data to justify their requests, and being prepared to negotiate multiple issues simultaneously. Building rapport and framing the discussion around organizational goals—such as increased productivity, employee morale, and internal growth—can help foster cooperation.

Protocol and Conduct

The negotiation should follow a respectful, professional protocol, starting with setting a collaborative tone, clearly articulating interests and proposals, listening actively to counterpoints, and remaining flexible in the approach. It’s important to establish a fair dialogue, avoid ultimatums, and seek common ground. Documentation of discussions and agreements is essential for clarity and future reference.

Conclusion

The negotiation scenario outlined demands strategic planning, understanding of issues, and effective communication. Balancing the employee’s interests with organizational constraints requires a thoughtful approach grounded in negotiation theory and practice. Regardless of the outcome, preparation and professionalism are key to successfully navigating this process and achieving a favorable resolution.

References

• Fisher, R., Ury, W., & Patton, B. (2011). Getting to Yes: Negotiating Agreement Without Giving In. Penguin.
• Lewicki, R. J., Barry, B., & Saunders, D. M. (2015). Negotiation. McGraw-Hill Education.
• Thompson, L. (2015). The Mind and Heart of the Negotiator. Pearson Education.
• Rahim, M. A. (2017). Managing Conflict in Organizations. Routledge.
• Shell, G. R. (2006). Bargaining for Advantage: Negotiation Strategies for Reasonable People. Penguin.
• U.S. Department of Labor. (2022). Occupational Outlook Handbook: Management Occupations. https://bls.gov/ooh/management/home.htm
• Cascio, W. F., & Boudreau, J. W. (2016). The Search for Global Competence: Are We There Yet? Journal of World Business, reviewed as needed.
• Gelfand, M., & Neale, M. (2001). Negotiation and Culture. International Journal of Psychology, 36(2), 123-135.
• Harvard Business Review. (2019). How to Negotiate Effectively. https://hbr.org/2019/12/how-to-negotiate-effectively
• Rowe, D., & Wood, J. (2013). Negotiation Excellence: Successful Deal-Making. Negotiation Journal, 29(2), 161-173.