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integrative negotiation
integrative negotiation
strenths and weaknesses of negotiation
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1. The topic for my real world negotiation is to come to an agreement with my supervisor for a promotion as well as an increased salary. I currently work as a student assistant at the student services Planning, Enrollment Management, and Student Affairs (PEMSA) department. My goal is to increase my hourly pay from $10.15 to $12.70, a 25% increase. Having worked in this department for three years, I have taken on tasks not part of my job description such as processing return mail, data entry, and supervision.
2. This is primarily an integrative negotiation in the sense that I wish to resolve this conflict so that my supervisor and I may benefit. Although I hope to have a better salary and promotion, I don’t want it at the expense of my department’s failure. This is a win-win negotiation because with my pay increase I will be able to support my family, and my supervisor’s team will have more output as the responsibilities assigned will match the pay increase. This in turn will reflect positively on the supervisor, and he may receive recognition.
3. The issues to be negotiated (bargaining mix) are the fairness in compensation for assigned tasks as well as a promotion for exceeding expectations. Having worked at PEMSA for 3 years, I have often times completed tasks not in my job description. Although I was able to complete those tasks, I feel that I was not paid accordingly. Furthermore, the assistant supervisor position is available since the worker has graduated. The former assistant supervisor earned 30% more than what I earned. I have often taken the leadership role just as the assistant supervisor has, but was not paid extra despite doing more work. Despite doing more work than I am supposed to, I always complete my tasks bef...
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...s in stone. Rather, I will work towards a beneficial compensation package, if not a pay increase, then perhaps a higher title with concessions. The outcome of this negotiation should leave both sides satisfied. I will also research the department’s policy on compensation as well as reviewing my job description. Both of these are attainable in the Human Resources department. Furthermore, I will check websites that have listing of salaries and job descriptions to make sure my compensation is commensurate with my work. The scholarly article I will use to help plan out my tactics in my negotiation is “Dealcrafting: The Substance of Three-Dimensional Negotiations by David A. Lax, and James K. Sebenius”. This article explains that our understanding of negotiations are one dimensional. However, this new approach for a three dimensional negotiation can work in my favor.
Despite attempting to predict the eventual outcome of the negotiation, I did not anticipate the confrontations between Local H-56 and the management of Hotel Zinnia. Although they initially agreed to engage in integrative bargaining, the union and management subsequently entered an intense negotiation. When Local H-56 presented its proposal of wage increases and health insurance, management immediately responded with a counterproposal that surprised the union. Both the union and management eventually behaved confrontationally, accusing each other of bargaining unreasonably and focusing on the trivial aspects of the negotiation. Moreover, as the union and management felt increasingly frustrated, they suffered from a lack of unity in their teams. The union could not fulfill its objectives because its lead negotiator prevented other team members from contributing to the negotiation. On the other hand, several team members of management struggled to assert their authority as the lead negotiator. After observing these issues, I ultimately believe that the union and management failed to achieve their individual objectives. Moreover, by approaching the negotiation with a zero-sum strategy, I assert that the union and management failed to reach a mutually beneficial contract. At the same time, both sides of the bargaining table lacked cohesive teams and therefore struggled under the pressure of the negotiation.
Almost two years ago the company where I am employed, RGIS LLC, mandated a pay policy change for the hourly employees. Hourly employees make up over 95% of RGIS’s labor staff. This new, four-tier payment scale, aptly named “Pay 4 Performance” (p4), ultimately affected thousands of employees who had been with the company for years and had high pay rates simply as a result of longevity. The four new levels would have a matching pay scale based upon each individual employee’s production. These levels are what RGIS calls an ASET level: Auditor, Specialist, Expert, and TopGun, with each level advancing to a higher production and pay rank, respectively (Company).
Holley, Jr., W., Jennings, K. & Wolters, R. (2012). The labor relations process. (10th ed.). Fort
In the case of Ms. Julia Kate’s request for a salary assessment, several valid points were raised. Ms. Kate has been employed at the Counseling Center and effectively performing her job duties as represented based upon the scores of her performance evaluation. The hiring of two new employees has raised questions as it was noticed that her pay is much lower when compared to her new coworkers. In addition to the valid points that were raised more information regarding whether or not the company uses seniority as a factor to determine pay would be needed to make an accurate determination when adjusting her pay to a suitable grade.
The concept of having a two-tier wages program is an issue that continues to elicit mixed reactions. The rationale used in the adoption of a two tier wages plan is that organizations will be maintaining a high number of talented employees within the organization. However, the outcome of the two tier wages plan is not as one would expect. On the contrary, the inherent wage disparity for groups in the same job category causes differences in the level of motivation. The argument here is that the two tier wages plan provide an enormous amount of problems than it solves.
There are many different subjects besides compensation that can be negotiated. These issues include a fairway to evaluate employee performance, protection for those who file grievances, proper training, opportunity for advancement, holding employers accountable, and safe work conditions among other things.
Again, in terms of gender, I am now aware that a potential limitation on distributive bargaining is that males might be more inclined to engage in this behavior. This approach uses leverage and learning information that can be used against the other party. Thus, a male’s trait of being dominate might draw them more towards this approach. While a potential limitation on integrative bargaining could be that women are more likely to engage in this approach. This approach uses resources that can be expanded or shared in ways that better meet the needs of both parties. Nevertheless, a strength of the integrative approach might be that because women engage in this approach more often than men, they are more likely to reach an agreement. Integrative bargaining seems to succeed much more than distributive bargaining because it is far harder to get anywhere in a negotiation with that
Deciding which pay form to use when compensating employees is extremely important to a company. Many things are taken into consideration: labor costs, the correlation between performance and pay, customer service, and the ability to attract and retain employees which is extremely important to FastCat’s need for innovation. We believe a single pay structure coincides with our single based plan for the organization. We want to keep things simple and understandable to all areas of the organization. This strategy will allow employees to understand how their performance and the performance of others relate to the success of the company through specific measures. It is also important that the strategies align with the objectives of FastCat. We beli...
In preparing of the negotiation, the job offer was dissected and each element was assigned a level of importance. The issues which were critical in importance were not relocating to Silicon Valley but remaining in Nashville and the annual salary. To a lesser degree of importance was the signing bonus and stock options. In addition, of least importance was the relocation bonus. With the issues prioritized, I was confident I would not lose perspective during negotiations and agree to less than an ideal contract.
My manager wanted to save money, while I wanted to gain extra money. In the end of the negotiation we had agreed that I would get my raise in a quarterly basis because getting the full amount of 8 dollars for a raise would be somewhat of a finical problem towards the company. My manager liked the idea of getting me a raise in a quarterly basis because it does not cause that much problems in terms of finical terms.
To accomplish these objectives, the Holland Enterprise will provide a compensation program that establishes and maintains competitive salary levels within the mark...
Meyer, H. H. (1975). The Pay-for-Performance Dilemma. Organizational Dynamics, 3, 39-50. Print. 8 Feb. 2014.
During this course, I have learned a lot about negotiating. We learned about almost every negotiating technique there is. We learned about cross-cultural negotiations, body language, Best Alternative To a Negotiated Agreement (BATNA), variables in negotiating, and many more. Before this course, I did not know that much about negotiating. I thought that negotiating was just about trading or convincing someone to give you what you want and you did not care about the other side, resulting in a win-lose. I now know that negotiating is about getting what you want, but also giving the other side what they want as well to result in a win-win. This paper is about how I am going to improve my negotiating skills over the next six months. In order for me to improve my negotiating skills, I believe I need to improve the following skills- my body language, communication, planning, and my interpersonal communications. By improving those skills, I can become an effective negotiator.
According to the Claremont Graduate University, “Salary negotiation is the process of reaching an agreement on what an organization will pay for your skills, knowledge, and experience. Contrary to popular belief, this is not an adversarial process. It is both the organization’s and your best interest to come to a mutually beneficial agreement.” When deciding if you should negotiate your salary, there are a variety of do’s and don’ts. First off, always do your research. When it comes time to researching you want to research the salaries for positions that are similar to yours. Basically, know what your worth is. As stated by “12 Dos and Don 'ts for Negotiating Salary in a Tough Economy” written by Dawn Dugan, when it comes to the don’ts for the research step she states, “Don 't assume that salary and/or benefits aren 't negotiable in this type of economy. Most organizations -- about 80 percent, in fact -- expect negotiations and leave themselves some wiggle room.” Next, you want to make a good impression. During your interview, you do want to spend a lot of time on getting to know the employer and also asking questions. Do not start your interview talking about your salary and benefits. As claimed by, “5 Salary Negotiation Tips that Work,” by Jerome Young, “There’s an old saying “The first person to bring up money, loses.” Starting a discussion about salary prematurely sends a signal
Compensation for today 's average worker has always been a highly sensitive topic for any employer. Determining fair compensation can be a overbearing task as there are many contributing factors that make up the general pay scale. When determining pay a company must always consider the hourly amount, the benefits that may be offered, any incentive that could potentially be incurred and ensuring that their employee have an established work life balance. For an employer to be successful in determining compensation for their associate they must remain grounded around 1 key principle. An employees compensation is determined by expertise, education and the daily duties performed by the employee.