Critical Review Negotiations

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Mount Kenya University *

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BAF 1201

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Management

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Nov 24, 2024

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Analysis of Online Negotiation: Mixed Motives and the DNA of Negotiation by Yashvi Patel Student ID 20449285 11.06.2023

Analysis of Online Negotiation: Mixed Motives and the DNA of Negotiation Introduction The act of negotiation is a fundamental component of human interaction, encompassing a multifaceted interplay of motivations, behaviours, and strategies (Caputo, et al., 2019). This critical analysis aims to examine an online negotiation that took place between the management team of Premier Bank Pty Ltd and Members Benefit Union (MBU) concerning three distinct matters. The main objective of this study is to detect the existence of "mixed motives" and assess the degree of concurrence between the negotiation strategies employed and the components of Fells' "DNA of negotiation" (Fells & Sheer2020). Furthermore, an evaluation will be conducted to determine whether the incentives of each participant resulted in distributive or integrative bargaining actions. Issue 1: Rosters The notion of mixed motives was apparent for both parties during the negotiation of roster arrangements. The management team endeavoured to enhance workforce efficiency while reducing labour expenses, whereas MBU prioritised safeguarding employee welfare and promoting a healthy work-life equilibrium. The existence of a fundamental conflict between the optimisation of productivity and the well-being of employees has resulted in a highly competitive negotiation atmosphere. The concept of reciprocity inherent in the negotiation process exerted a substantial influence on the incentives of the involved parties. The management team endeavoured to obtain concessions from MBU by proposing extended working hours and shortened break times in return for a higher allotment of annual leave. On the other hand, MBU advocated for

enhanced labour conditions and upheld a firm position in safeguarding the welfare of its workforce. Upon analysing the discourse regarding Premier Bank Management's response in Message 7 Options, it becomes apparent that the organization's inclination towards advocating for an increase in the number of working days to five was put forth, while simultaneously displaying a firm opposition towards the Members Benefit Union. The management team's authority over decision-making and resource allocation created power dynamics within the organisation. The existing power asymmetry had a significant impact on the incentives of both entities, as the management team utilised their superior position to extract concessions from MBU. Nevertheless, the ability of MBU to resist unfavourable terms was facilitated by their collective bargaining power and solidarity. As an illustration, directing focus towards the Members Benefit Union: Proposal. Unfortunately, there is no message provided to rewrite. Please provide the message you would like me to rewrite. The proposed option put forth by the union entails a full-time employment arrangement consisting of five shifts per week. The proposed work schedule consists of four workdays per week, each lasting eight hours, and one additional day with a six-hour duration. The implementation of a 6-hour workday on a weekly rotational roster basis, accompanied by a 45-minute break, would provide a convenient and equitable arrangement for all employees. Nonetheless, the intense competition and power dynamics are once again challenged by the proposal of a 30-minute break. Effective communication played a pivotal role in addressing this matter, as it was imperative for both parties to comprehend each other's apprehensions and preferences. The negotiation process was facilitated by effective communication, although the motivations of each party may have been affected by certain information asymmetries. The management

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team's possession of more comprehensive financial information may have facilitated their advocacy for cost-saving measures. The roster negotiation was primarily characterised by distributive bargaining, as both parties were motivated by divergent interests and aimed to optimise their individual benefits while compromising the other party's position. As an illustration, the utilisation of managerial resources by MBU, as emphasised in the section on the Management team: The message conveyed in Response, Message 9 Options, suggests that MBU yielded to the demands of MBU, who advocated for a 45-minute break instead of the management's proposed 30-minute break. Issue 2: Annual Leave The issue of mixed motives was comparatively less conspicuous in the negotiation of annual leave as opposed to the roster matter. The significance of employee well-being was acknowledged by both the management team and MBU, who endeavoured to establish equitable equilibrium between work and personal life. This facilitated a more collaborative negotiating atmosphere. According to Gates, (2022), the welfare of employees has emerged as a crucial subject in relation to their efficiency and effectiveness in the workplace. Reciprocity exerted a substantial influence in shaping the incentives of both entities involved. The management team recognised the significance of employee contentment and suggested the provision of supplementary time off in proportion to the amount of overtime worked. In contrast, MBU aimed to guarantee that its workforce was provided with an adequate amount of time for relaxation and revitalisation. The proposal put forth by the management team in Message 5, specifically under the section titled "Management Team:

Proposal," outlines their intention to provide additional annual leave time to employees as a means of promoting their overall well-being. Trust played a pivotal role in shaping the incentives to both request and consent to the terms of this negotiation. As previously stated by Kalogiannidis, (2021), trust plays a crucial role in achieving a successful outcome in any negotiation. Both parties exhibited trust by engaging in transparent discussions regarding their apprehensions and presenting resolutions that catered to the requirements of all parties involved. The implementation of this exercise aimed to cultivate a collaborative mindset towards negotiation by establishing trust among the parties involved. The issue at hand exhibited a reduced degree of power dynamics, albeit still present, as the emphasis transitioned towards the identification of outcomes that were mutually advantageous. As per the scholarly work of Beals, et al., (2020), Fells' "DNA of negotiation" elucidates the concept of power as a driving force behind negotiations. The significance of employee well-being was acknowledged by the management team, who also identified the possibility of enhanced productivity as a result of having motivated and well-rested employees. MBU remained steadfast in their position to safeguard the rights and well-being of their employees. As proposed in the document titled "Proposal for Union Member Benefits." The available choices for Message 6. MBU responded to the Fair Work Ombudsman's guidelines, deeming any amount of annual leave exceeding 8 weeks as "excessive." The exchange of information has been deemed pivotal in the establishment of transparency and equity (Ott, et al., 2016). Both parties exchanged information pertaining to employee leave entitlements, work demands, and employee preferences. This facilitated the

exploration of alternatives that satisfied the requirements of the personnel while being consistent with the objectives of the enterprise. The motivations of the parties involved in the negotiation of annual leave were primarily oriented towards integrative bargaining. The parties acknowledged the reciprocal advantages of attaining a resolution that equitably addressed the welfare of the employees and the productivity of the organisation, resulting in a collaborative endeavour to achieve a mutually acceptable accord. Issue 3: Work-from-Home (WFH) The concept of mixed motives was brought to the forefront during the negotiation of work-from-home arrangements. The management team's objective was to sustain operational efficiency, cost-effectiveness, and the capacity to effectively oversee and monitor employees. In contrast, MBU placed emphasis on providing its employees with flexibility, promoting a balance between work and personal life, and making accommodations for unique circumstances. However, the operational dynamics of a banking environment and the necessity for a physical workspace were influential factors in motivating certain decisions. Reciprocity played a crucial role in shaping the motivations of both parties involved. The management team has put forth a set of eligibility standards for remote work, which are contingent upon the duration of one's employment. This measure is aimed at ensuring that seasoned employees are able to take advantage of this arrangement. As an illustration, the proposal pertaining to Provision 3 concerns the management team. In Message 19's Options Menu, the eligibility criteria that will be utilised in the aforementioned process were emphasised. MBU highlighted the significance of unambiguous protocols and adequate training to guarantee the proficient execution of duties by remote staff.

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The issue at hand was significantly influenced by power dynamics, as the management team possessed the authority to grant or reject requests for remote work. The concept of power continues to be a prominent topic of discussion that challenges the limits of the negotiation process (Fells, and Sheer, 2019). The individuals in question exercised their authority to establish standards and prerequisites for telecommuting, whereas MBU leveraged their combined influence to champion the interests and choices of staff members. The establishment of trust played a crucial role in shaping the underlying motivations that drove the demand for and ultimate agreement in this negotiation. The establishment's management team was required to place confidence in the employees' ability to execute their duties while operating remotely, and the MBU was required to have faith in the company's capacity to offer essential assistance and preserve the privacy of its employees. The establishment of open and transparent communication facilitated the development of trust among the involved parties. Effective communication played a pivotal role in the negotiation process, as it was imperative for both parties to gain a comprehensive understanding of the advantages and obstacles associated with telecommuting (Szkudlarek et al. 2020). The management team presented information pertaining to productivity, communication tools, and security measures, whereas MBU emphasised the significance of employee welfare and the possibility of heightened job contentment. Consequently, MBU was compelled to endorse the hybrid work-from-home model, provided that employees maintained their productivity levels, as emphasised in the Proposal of Provision 3: Management Team. The 19th message presents an options menu. The negotiation pertaining to remote work arrangements demonstrated the presence of distributive and integrative bargaining elements in the motivations of both parties. The

management team prioritised operational efficiency and cost-effectiveness, which was consistent with the principles of distributive bargaining. Nonetheless, the authors acknowledged the advantages of offering adaptable work schedules and catering to the demands of staff members, which is indicative of an integrative bargaining approach. The organisation MBU prioritised the welfare of its employees and the balance between work and personal life, thereby exhibiting a collaborative stance. Conclusion The examination of online negotiation through a critical lens reveals the coexistence of divergent incentives in three discrete domains: staffing, vacation time, and remote work agreements. The behaviours of the parties involved were shaped significantly by Fells' "DNA of negotiation," which had a notable influence on their motives. The underlying factors that shaped the parties' motivations were impacted by the fundamental elements of Fells' negotiation DNA, which included key aspects such as reciprocity, trust, power dynamics, and information exchange. The process of negotiating the roster demonstrated a predominant preference for distributive bargaining, wherein the competing concerns of labour efficiency and staff well-being were the central topics of discourse and consideration. The annual leave negotiation displayed elements of both distributive and integrative bargaining, as the parties involved recognised the importance of employee well-being and sought to attain mutually beneficial outcomes by agreeing to an augmentation in annual leave. In addition, the governing body has enforced a regulation mandating that staff members be apprised of the need to utilise a minimum of one week of their yearly vacation allowance upon attaining the compulsory six-week annual vacation threshold. The discussions surrounding remote work arrangements exhibited a combination of distributive and integrative bargaining tactics, as the management team

emphasised operational efficiency while acknowledging the benefits of accommodating employee flexibility. Overall, the virtual negotiation demonstrated a seamless interplay between incentives, actions, and tactics. The negotiation process was influenced by several factors, such as the personal interests of the parties, power dynamics, trust-building, and information sharing. While distributive bargaining was identified in specific instances, the parties involved also demonstrated a cooperative approach in achieving outcomes that fairly addressed both the objectives of the organisation and the well-being of its staff. By utilising mixed motives and negotiation frameworks based on DNA, a deeper understanding of the complex process of achieving mutually beneficial settlements can be attained. .

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References Fells, R. and Sheer, N., 2019. Effective negotiation: From research to results . Cambridge University Press. Beals, F., Kidman, J. and Funaki, H., 2020. Insider and outsider research: Negotiating self at the edge of the emic/etic divide. Qualitative Inquiry , 26 (6), pp.593-601. Szkudlarek, B., Osland, J.S., Nardon, L. and Zander, L., 2020. Communication and culture in international business–Moving the field forward. Journal of World Business , 55 (6), p.101126. Kalogiannidis, S., 2021. Business Trust and Communication as Predictors of Business Growth. WSEAS Transactions on Business and Economics , 18 , pp.1512-1522. Gates, S., 2022. The negotiation book: Your definitive guide to successful negotiating . John Wiley & Sons. Caputo, A., Ayoko, O.B., Amoo, N. and Menke, C., 2019. The relationship between cultural values, cultural intelligence and negotiation styles. Journal of Business Research , 99 , pp.23- 36.

Ott, U.F., Prowse, P., Fells, R. and Rogers, H., 2016. The DNA of negotiations as a set theoretic concept: a theoretical and empirical analysis. Journal of Business Research , 69 (9), pp.3561-3571. Fells, R and Sheer, N 2020, Effective negotiation: from research to results, 4th edn, Cambridge University Press, Cambridge.

Critical Review Negotiations

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