Sign Up Now
Get instant access to over 1 million+ study documents
OR
Already registered? click here to login
By creating your account, you agree to our terms of service, privacy policy and student honor code.
The job hunter must consider the fact that compensations may be entirely different between the military and civilian sectors; a quick scan of the general workforce compensation packages offered by these sectors would equip the job hunter with the necessary information that s/he needs to negotiate not only his/her salary, but his/her compensation package as well.
Sims (2006) suggested that job hunters make a checklist of the compensations that s/he want to receive from the companies s/he is applying for, with a comparison of these packages across all companies applied at. In this particular scenario, it is recommended that the job hunter should first list a comparison of compensation packages available between the military and civilian sectors, then create another checklist for all compensation packages offered among companies applied at in the civilian sector. This way, the job hunter is able to look into his/her application in the proper perspective, that is, to be not too demanding with what is being offered him/her, but allowing him/her also to demand a salary range and compensation package worthy of his/her being a Master degree holder.
In this scenario, the job hunter will be able to negotiate successfully is s/he will veer away from discussing compensation in terms of his/her experience as a military personnel. It is important to keep in mind that s/he is already a civilian who is well-qualified for the job not because s/he had been a member of the military, but because s/he has the knowledge and skills needed for the job/position. Adopting this perspective will smoothen the negotiation process and avoid creating tension and/or antagonism between the recruiter (who is a civilian) and the job hunter (who is making the gradual transition to being a civilian).
The last scenario to be discussed is a commonplace situation among employees: asking for a raise as an employee of the company. In this scenario, it is very essential that the employee carefully assess his/her skills, knowledge, and experience in order to create a solid and valid argument why s/he deserves a raise.
Lublin (2006) reported that the Internet has become an invaluable source of information for employees wanting to have enough...
In her report, it was found out that an online database contains information about salary ranges extant within a particular field of expertise or a specific industry. Equipped with this information, the employee can now assess and determine the salary range that s/he can put himself/herself in given her skills, knowledge, and experience.
What follows is the manner by which the employee can argue the salary range (and, eventually, the specific salary) she is negotiating with his/her employer. In negotiating the raise, it is important to mention the "average salary" for the position the employee is holding, or the expertise s/he is capable of. Once a "benchmark" has been mentioned during the negotiation process, the employer would be more receptive and may even contemplate the possibility that indeed, the employee deserves a raise and at the salary the employee cited/asked for.
This scenario demonstrates how scanning the industry one is in, combined with a thoughtful assessment of one's self as an asset to the company are the important elements that must be taken into account in order to be well-equipped and successful in the salary negotiating process.
Bibliography
Kaptik, L. (2005). "Negotiating strategies for new MBA grads." The Wall Street Journal Online. Available at http://www.careerjournal.com/salaryhiring/negotiate/20050602-kaptik.html?cjpartner=newsfeed.
Lublin, J. (2006). "Internet provides the means to check competing salaries." The Wall Street Journal Online. Available at http://www.careerjournal.com/jobhunting/negotiate/19980928-lublin.html.
Needleman, S. (2006). "How you can win a better pay package." The Wall Street Journal Online. Available at http://www.careerjournal.com/salaryhiring/negotiate/20060414-needleman.html?cjpartner=newsfeed.
Porter, C. (2004). "The dynamics of salary negotiations: effects on applicants' justice perceptions and recruitment decisions." International Journal of Conflict Management, Vol. 5, Issue 3.
Sims, K. (2006). "Making decisions and negotiating details." CSUSM Web site. Available at http://www.csusm.edu/careers/handouts/negotiating.htm.
Bibliography
Kaptik, L. (2005). "Negotiating strategies for new MBA grads." The Wall Street Journal Online. Available at http://www.careerjournal.com/salaryhiring/negotiate/20050602-kaptik.html?cjpartner=newsfeed.
Lublin, J. (2006). "Internet provides the means to check competing salaries." The Wall Street Journal Online. Available at http://www.careerjournal.com/jobhunting/negotiate/19980928-lublin.html.
Needleman, S. (2006). "How you can win a better pay package." The Wall Street Journal Online. Available at http://www.careerjournal.com/salaryhiring/negotiate/20060414-needleman.html?cjpartner=newsfeed.
Porter, C. (2004). "The dynamics of salary negotiations: effects on applicants' justice perceptions and recruitment decisions." International Journal of Conflict Management, Vol. 5, Issue 3.
Sims, K. (2006). "Making decisions and negotiating details." CSUSM Web site. Available at http://www.csusm.edu/careers/handouts/negotiating.htm.
Reward Strategy The concept of the reward strategy involves offering a reward to the opponent for any concessions they make. Wall (1977) uses the analogy of a car purchase negotiation. If the dealer makes a concession of $100, the buyer should then make a concession of $105 -- the $5 being the reward to the dealer for making the first concession. In this concept, first offers must be made with this
Negotiation Strategies and Techniques A good number of job seekers spend much energy and time arriving at the job offer level that could take weeks or months. Any job seeker could bank on the fact that s/he will experience a plethora of emotions as s/he waits for the offer to arrive and negotiate the offer. Such emotions may include excitement, anxiety, confusion, frustration, disappointment, and anger. Most individuals do not negotiate
Negotiation ExerciseA Negotiation SampleI have worked for Microsoft for the last four years as technical support. The role was very demanding, though it attracted low pay. Considering that I had worked for four years minus a salary increase, I felt it was appropriate for the company to consider better pay for me. As a result, I approached my manager one of the days and expressed why I needed a salary
Negotiation Skill Negotiations The 'negotiation' process, entailing conflicting parties' deliberation over the problem and arrival at a conclusion that works to all parties' advantage, constitutes a highly effective means of preventing tension and disputes. Disagreeing persons sit together, engage in open-forum problem discussion, bargain or negotiate, and arrive at a result satisfactory to every party. Successful communication leads to successful negotiation. Negotiations should be free from yelling and brawling; parties ought to
Negotiations In my opinion, Vanessa Abrams did indeed get herself in that position because she had almost no other alternatives and was too much dependent on S & G. Let's briefly refer to some of the circumstances that got her into a situation where she was forced to sign the agreement. First of all, this was not some silly obsession that Jerry had. Indeed, as we have seen in the case study,
) if the offer were closer to $200,000,000 then it would at least be realistic considering all that my clients have endured over the years. Attorney for defendant: Listen Mrs. Douglas, in total, we have been at this for some time now and we have made considerable progress throughout these negotiations. I feel as if we are close enough to reaching some type of agreement. We are currently offering $140,000,000 and