NCJ Number
94070
Date Published
1983
Length
19 pages
Annotation
Some elements of the classic negotiation process are involved in (1) responding to new employees and their evolving expectations as they develop into productive workers, (2) improving the performance of established employees, and (3) dealing with employee problem behavior.
Abstract
In the case of the new employee, evolving expectations are the focus of discussion, and bargaining offers a convenient process for making explicit a wide range of otherwise implicit (but perhaps misunderstood) aspects of the psychological contract. In performance goal setting, the focus is on providing a constructive atmosphere for problemsolving. Recognizing the informal power of subordinates and putting them on a more equal footing with superiors improves the probability that such an atmosphere will develop. In employee problem counseling, the focus is on getting the individual involved in his/her own performance improvement. Bargaining is a vehicle for facilitating the involvement. For the subordinate, the implications of using bargaining approaches in these ways are decidely positive. The individual is afforded a clearer picture of his/her rights and responsibilities upon entering the organization, is given a role in determining his/her own employment outcomes, and is given more responsibility for improving inadequate performance. For managers, the perception that bargaining undermines authority and depletes a manager's power to control the organizational unit are to be expected; however, if management effectiveness is measured by improved employee performance, then the bargaining approach is to be embraced as an appropriate management style. Thirty references are listed.