Issues in the upcoming negotiation
The negotiation process will look at the possibility of either promoting the employee to the manager’s position or increase the salary by a considerable percentage based on the amount of work that the employee has to cover. This is because the employee has had the scope of his work increase at the same pay as he was getting at the time when he had a less complex tax.
Bargaining mix
The bargaining mix, in this case, is made up of the issues that could be considered in the negotiations. For example, the employee will discuss the amount of work that he has to do now that some of the managers have left the organization and he had to take up the position of the manager. His responsibility had added the amount of stress that he has to deal with more work than he had to do before the managers had left. Similarly, despite the increase in work, the organization has not given him a salary increment after he had to take up the work of the manager. For this reason, he would like the organization to consider either increasing his salary or promote him to a managerial position. If the two are not to be handled, then the employee should be allowed to continue with his previous job description. If he cannot be allowed to reduce his responsibility to that of an assistant manager, then he should be allowed to seek employment in another organization.
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Interests
The interests of the employee include having his salary increased as per the amount of work that he has to do after he was asked to take up a managerial position. Consequently, the employee wants to understand his future with the organization having worked there for a long time. It is also the interest of the employee to understand whether the organization looks forward to promoting him ( Marks & Harold, 2011) .
Resistance point
Based on research, the resistance point is the point furthest from the target point that the negotiator will go. However, the point can change. In this case, the resistance point is the best salary that the organization can give to the employee and the lowest salary that the employee can accept. In this case, the employee can have a resistant point of $49000 beyond which the employee will ask the organization to allow him to continue with his assistant managerial role.
Alternatives
The employee has four alternatives in this scenario. One of the alternatives is to have a promotion to a managerial position as he has been performing the roles of a manager. The second alternative is to have a salary increment. The third alternative to having his former job description back if the company cannot accept the other alternative. The forth alternative is to leave the organization if the leaders want him to continue performing the role of a manager. However, the fourth alternative should be the last option.
Target and asking price
The target point is the point at which the employee would like to conclude negotiations. The point is based on his optimal goal. In this case, the target point is halfway between the salary of the manager and that of the assistant manager in case the organization does not want to promote him to the position of the manager. Similarly, if the organization does not want to promote him or increase his salary, then he will request for a chance to go back to his older job description.
Constituents
The constituents, in this case, are the managers and the company management including the director. The company management wants the employee to perform the roles of a manager while still retaining the assistant manager status. This makes a part of the bargaining mix where the organization would like to keep the employee in the organization as a result of his experience, which means that they will have to listen to the employee.
Opposing negotiators
The opposing negotiator is the organization’s management that would like the employee to continue working as a manager while earning the salary of an assistant manager. Reviewing the salary of the employee while not reviewing those of the rest of the employees is detrimental as it may cause the uproar in the organization as the rest of the employees may seek the same root.
Strategy to be used
The negotiator will use the collaborative negotiations strategy in which the parties have both diverse and common interests. The two parties should value and seek the common interests. The aim of this is to ensure that both parties gain something at the end of the negotiation process ( Crothers et al., 2010) . Cooperation and creativity become the order of the day when it comes to the negotiation for the sake of dealing with the limited resources. The solution sought is one that is fair to all the parties. The employee should engage the management in discussion that will seek a solution to the issue. The employee may earn an increase in salary, and the organization will continue enjoying the services of the employee ( Shell, 2006) .
The protocol to be used is one that starts with the promotion. The employee will raise the first alternative, which is to be given a promotion. If this does not succeed then, the next alternatives should follow. If none of them can be agreed upon, then the employee will ask for permission to seek employment elsewhere.
References
Crothers, L. M., Hughes, T. L., Schmitt, A. J., Theodore, L. A., Lipinski, J., Bloomquist, A. J., & Altman, C. L. (2010). Has Equity Been Achieved? Salary And Promotion Negotiation Practices Of A National Sample Of School Psychology University Faculty. The Psychologist-Manager Journal , 13 (1), 40-59.
Marks, M., & Harold, C. (2011). Who Asks And Who Receives In Salary Negotiation. Journal Of Organizational Behavior , 32 (3), 371-394.
Shell, G. R. (2006). Bargaining For Advantage: Negotiation Strategies For Reasonable People . Penguin.
