Power is an ability to influence situations (Zahariadis, 2016). It cannot be said to be a bad nor a good thing, but its abuse or proper use are what define it as good or bad. Since power is an ability to influence situations, negotiation is a condition and power is in a position to influence it. Different types of power can affect the results of talks in a variety of ways. The kind of impact depends on the kind of authority; for example positional powers, which are conferred upon an individual by the organization in which they work, can influence the negotiations regarding the processes in their department. For example, a marketing manager can largely influence decisions in the marketing department. The second type of power is knowledge power also called expertise power. This form of power depends on its application, and can affect the direction that a negotiation will take in particular fields of competence. When an individual possesses a high level of skills required for a particular job, he/ she will have a power that can equal that of the boss during negotiations. The employer needs the skills as much as the employee needs the salary increment. Therefore, the power relationship between the manager and the worker are almost equal.
In my opinion, if I were negotiating with my boss about a pay increment, I would gather my negotiation powers from the skills I possess and from the kind of services, I have been offering through working in my position. Therefore, in as much as my employer will have some power courtesy of his post, i.e. positional power, I would not be disadvantaged because I would use my expertise as a tool to negotiate. In a way, we will reach a satisfactory balance since my employer would not want to lose the skill just as I would want a remuneration that matches my level of skill.
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Relationships also matter a lot when it comes to negotiations and whether one loses or gains from those negotiations. How is the relationship between the boss and the employee? It is important to note that the power of any negotiation depends significantly not only on the kind of the quality of the primary relationship existing between the two parties taking part in the bargaining process but also on the quality of the communication taking place during the process (Bookwala, 2016). A good relationship together with excellent communication between the concerned parties often yields favorable negotiations. The vice versa is also true; a weak relationship with poor communication is unlikely to realize any success in the whole process. The nature of communication on its side impacts a great deal on the kind of interaction that will take place; a good relationship yields an excellent communication while a bad one apparently spoils a conversation.
If I were negotiating for a pay increment with my boss, I would, first, examine the details of our day-to-day communication with my boss to anticipate the direction the negotiation would take. In any case, as a trained professional, I would be well equipped in advance with excellent communication and interaction skills, which, I suppose would have helped me all the while before thinking of the particular incidence when I would want a pay rise. However, one thing I can note is that depending on my relationship with my boss; the negotiation can succeed or fail. Therefore, in a nutshell, relationships have a significant influence on the outcomes of any negotiation. When one is in good terms with their boss, they will find favor from them, and the negotiation will be successful even if not all the requests of the employee will have been considered.
In cases where the boss has more negotiating power, for example, if I am doing a low-level job or one that requires less skill, I would have a lower bargaining power. When I look at it from the point of view that the other party; my boss, is also a human being like me, our human phenomenon will play a role in the negotiation. Factors, which affect a person and their relationships with other individuals, will fall into play in such a situation. This will imply that factors like trust, reputation, or justice will matter a lot in such an incidence. Confidence is an important aspect of effective negotiation. Trust refers to the one of trust has in another person. Therefore, if my boss believes in me, then it means he has confidence in me and is willing to offer an ear to what I have to say because I mean well for the two of us, and he cannot, therefore, anticipate any mischief in the whole process. The trust will dictate to an extent the direction the negotiation will follow and will influence the outcomes. If my boss believes in me, the chances are high that the negotiation will succeed; if he does not trust me, the contrary is also true.
Reputation and justice also impact the outcomes of negotiation in that, a person of good reputation is more likely to impress their boss as compared to one who has a bad reputation. A bad reputation causes mistrust and a lack of trust results in a failed negotiation. If I were a reputable employee, whom the organization relies on for essential services, then a negotiation between my boss and I are likely to be successful. Justice also influences the outcomes of a negotiation (Druckman, Wagner, 2016) in that, if the basis of the negotiation and its results touch on the matters of awarding or denying justice, most bosses would want to justify their actions. Therefore, if I were negotiating for a pay rise with my boss and he sees the point that justice would be served if I got the increment, our negotiation might yield a positive outcome.
Suffice to say, therefore, that, power and relationship can influence the results of a negotiation. Furthermore, trust, reputation, and justice have a place in negotiations, and they can mean success or failure of a negotiation.
Works Cited
Bookwala, J. E. (2016). Couple relationships in the middle and later years: Their nature, complexity, and role in health and illness . American Psychological Association.
Druckman, D., & Wagner, L. M. (2016). Justice and negotiation. Annual review of psychology , 67 , 387-413.
Zahariadis, N. (2016). Bargaining power and negotiation strategy: examining the Greek bailouts, 2010–2015. Journal of European Public Policy , 1-20.
