It is important that employees work hard to achieve both company objectives and personal objectives. In order to set better terms and conditions for their services, it is essential that negotiations with employers are sought. This paper outlines some of the key issues that an employee should raise, the powers and the development of a strong BATNA for best deal. An employee seeking raising and changing working hours uses a case-by-case example.
In this case, the key issues for the employee are:
Additional funds are available through an increase in basic salary
An additional weekday
The important issues to the employee in this case include:
Having additional funds at disposal by increasing the basic salary
Having an extra weekday off through reduction of working hours
Flexible working hours
Efficient time utilization
longer stretches of time at work, necessary for some routine tasks
The employee’s BATNA is a promotion to a managerial position for a greater contribution to the company’s growth and development. Additionally, such a position has fewer responsibilities, an aspect that will provide flexibility regarding time management. The other BATNA is an offer from another employer with better conditions of service
The new price should be higher than the current basic salary, preferably a 5,000 US dollars; it should also include additional bonuses that should be enjoyed by an employee depending on the number of years an individual has worked in the company (Rynes &Gerhart, 2000). To ensure that the business does not incur losses by increasing my salary I will identify several areas where I can more value, thereby compensating for the raise
Although there is no specific target regarding the exact amount of salary increase, I am willing to negotiate for the highest amount the company is willing to pay. To achieve this, I will set the wage increase high, above what the company will offer, and then we can meet in the middle during the negotiation process.
There are several sources of power that an employee can use at the negotiating table to make sure that they achieve the best deal possible. In this case example, the source of authority for the employee include:
A strong BATNA is one of the sources of power as it means that the negotiator knows the best alternatives to an agreement with the supervisor; this ensures that the employee has the authority to walk away from an unappealing deal offered by their employer.
Psychological control is also another aspect that provides the best source of bargaining power. Displaying a powerful feeling even if it’s not objectively the case helps boost the confidence, thereby improving the outcomes of the negotiations.
To the opponent, there are important issues that they are against regarding the employee seeking a raise. Such factors include:
The current income of the worker
The working schedule followed
The achievement of organizational goals and objectives
Value addition to the company, as a result, a salary raise
In the negotiation process, the opponent’s BATNA is hiring another candidate to replace the outgoing employee. This alternative is determined by the position and impact of the employee in question to the organizational operations. For instance, if the particular employee has rare skills, the opponent have to negotiate since there are no better alternatives (Mayer, 2011). In the same way, if the skills are shared among other members, the opponent has many options on the table.
During the bargaining process, the employer will provide the best offer to the employee; however, there is still room for change depending on the power of both parties.
Eventually, there is a target where the opponent is aiming at, beyond which they cannot make a deal with the employee.
Since the employee is negotiating with the supervisor, the opponent’s high status in the company is the best source of power. As such, the employee might at some point need to cede to the employer’s preferences. Moreover, depending on the skills and qualifications of the employee, the employer can have more power on the bargaining table (Lewicki, Saunders, Minton, Roy & Lewicki, 2011). If the employee has standard skills in the organization, the manager can present the alternative of replacement.
Although the negotiating process is uncomfortable, especially for the worker, the first strategy will be to create a calm and peaceful environment to ensure everyone is relaxed. Additionally, the negotiator should have their facts rights to avoid misunderstandings with the opposing party. Having prepared adequately for the process, the employee can then proceed to table their facts to the employer.
Salary raise for any employee is an exercise that requires thorough preparation to ensure that one achieves the best deal. As such, it is of the essence to make sure that as an employee, you know what you want, look at the competition outline. Conduct sufficient that will provide information about others in your position are earning and what new employees are being offered. It is significant to know your value and impact to the company; for instance, have you improved a process, helped in saving the business’s money among other factors. The process will indicate to the opponents your value as their employees, increasing the chances of the salary raise. Since you are the best source of information about yourself, bring to the negotiating table all accomplishments to show why you deserve the raise (Bui & Shakun, 2006). The opponent cannot step up and advocate for your compensation; it is an individual’s effort to prove that to their boss.
It is evident that in this case example, the supervisor has the legitimate power over the employee. It is, therefore, important for the employee to gain more authority in the bargaining process to achieve the wage increment. Firstly, it is important to poses negotiation skills as they will play a significant role in reaching your goals. Having conducted enough research on the company’s reviews, terms, and conditions of other employees, the employee can table all the facts to the opponent. Additionally, it is crucial for the negotiator to provide evidence of the value and effects of the contribution to the organization’s daily operations (Stevens & Gist, 2007). The confirmation will show the value of the individual in as far as achieving the goals and objectives to the company, as well as consistent growth and development. Also, the employee should have an alternative in place, which is the lowest deal they are willing to accept in the negotiations. As a result, the two parties can complete the process in a win-win situation, with every party satisfied with the outcomes.
Bui, T.X., & Shakun, M.F. (2006). Negotiation processes, evolutionary systems design, and negotiator. Group decision and negotiation, 5(4-6), 339-353.
Lewicki, R.J., Saunders, D.M., Minton, J.W., Roy, J., & Lewicki, N. (2011). Essentials of negotiation. Boston, MA: McGraw-Hill/Irwin.
Mayer, B. (2011). The dynamics of power in mediation and negotiation. Conflict Resolution Quarterly, 1987(16), 75-86.
Rynes, S.L., & Gerhart, B. (2000). Compensation in organizations. Current Research and Practice, 12 Edition in SIOP Frontiers Series.
Stevens, C.K., & Gist, M.E. (2007). Effects of self‐efficacy and goal‐orientation training on negotiation skill maintenance: what are the mechanisms? Personnel Psychology, 50(4), 955-978.