Job Candidate Role You will play the job candidate. You will negotiate seven topics. Each topic has been assigned a poin

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Job Candidate Role
You will play the job candidate. You will negotiate seven
topics. Each topic has been assigned a point value. The number of
points you can obtain for each topic is listed in the payoff table
(next page). Your goal is to get the highest number of points.
There are different levels of possible agreement on each topic. The
number of points varies for each topic and each level of agreement.
Some issues are more important to you than others. The reasons for
the relative importance of each issue are described below.
CANDIDATE PAYOFF TABLE
Issue
Options
Job Candidate Points
First year vacation
0 day
2 days
5 days
7 days
10 days
0
1,000
2,000
3,000
4,000
Starting date
August 1
August 15
September 1
September 15
October 1
0
300
600
900
1,200
Insurance effective date
Day hired
1 month
2 months
3 months
900
600
300
0
Annual Salary
$30,000
$33,000
$39,000
$41,000
$44,000
0
1,200
2,400
3,600
4,800
Date of first salary review
1 month
2 months
3 months
6 months
1 year
2,500
2,000
1,500
500
0
Professional development (tuition, professional memberships,
etc)
$0
$500
$1,000
$1,500
$2,000
$2,500
0
500
1,200
1,800
2,200
2,800
Job location
San Antonio
El Paso
Albuquerque
Phoenix
Los Angeles
2,800
2,100
1,400
700
0
Your BATNA is: You already have another
good job offer
Number of
point: 6,000
2) Plan your negotiation for that role (refer to the Plans step
in slide 17) by:
2a) For each issue (out of seven issues
shown in the Payoff Table in the second page of the information
sheet), identifying your initial offer (by marking “1” next to the
chosen option in the payoff table), target point (marking
“2”), and resistance points (“3”).
2b) Taking note of your BATNA (your BATNA is
reported in the information sheet at the bottom of page
2); Report it here.
3) Use the information sheets for both roles to
identify the types of issues as described in Slide 16.
Specifically, specify which issues are “Distributive”,
“Compatible”, or “Integrative”.
2) Plan your negotiation for that role (refer to the Plans step
in slide 17) by:
2a) For each issue (out of seven issues
shown in the Payoff Table in the second page of the information
sheet), identifying your initial offer (by marking “1” next to the
chosen option in the payoff table), target point (marking
“2”), and resistance points (“3”).
2b) Taking note of your BATNA (your BATNA is
reported in the information sheet at the bottom of page
2); Report it here.
3) Use the information sheets for both roles to
identify the types of issues as described in Slide 16.
Specifically, specify which issues are “Distributive”,
“Compatible”, or “Integrative”.
In the first step, Plans, we first need to identify the issues
which will be negotiated. Here it is assumed that we will need to
negotiate on multiple issues (not a single issue).
This assumption is generally true in most negotiation
situations.
There are three basic types of issues: Distributive,
Compatible, and Integrative.
SLIDE 16:
-Distributive issues: These
are issues in which the interests of the parties are
opposite, which means if one party
wins (i.e., gaining advantage on) the issues, the other party will
lose. An example of distributive issue in negotiation situation is
price of an item. If a seller wins (i.e., sell the item at a higher
price than usual), the buyer will lose. The opposite is also true,
that is, if the buyer wins (i.e., buys the item at a lower price
than usual), the seller will lose. Furthermore, for distributive
issues, both parties consider these issues equally
important. In other words, both parties place similar
weights on these issues. This point is critical as it
differentiates distributive issues from integrative issues
discussed below. Distributive issues are probably the most
common issues in negotiation situations
so most people approach negotiations believing all issues are
distributive (i.e., the fixed-pie mentality). However, it is not
always true because there are other types of issues, Compatible and
Integrative, which we’ll discuss next.
-Compatible issues: These are
issues in which the interests of both parties are the
same. That is, both parties want the same
outcomes in these issues. For example, both managers and
employees want better training for the employees.
-Integrative issues: These are similar to
distributive issues discussed above in the sense that for those
issues, the interests of the parties are opposite. However, there
is one important difference: The parties
do NOT consider integrative issues
equally important. That is, one party may consider an
issue more important than does the other party. For example, in a
car purchase negotiation at dealership, method of financing may be
an integrative issue. For a buyer who has prepared sufficient fund
for the purchase, he/she may prefer paying by cash to avoid
interests, while the car salesman may prefer dealer financing since
it will bring him/her more commissions. However, this issue may not
as important to the buyer (as long as the interest rate is not
excessively high) as it is to the car salesman.