{"id":108,"date":"2014-08-16T20:36:00","date_gmt":"2014-08-16T20:36:00","guid":{"rendered":"https:\/\/courses.candelalearning.com\/orgbehavior1xmaster\/?post_type=chapter&#038;p=108"},"modified":"2019-04-18T19:10:17","modified_gmt":"2019-04-18T19:10:17","slug":"10-9-exercises","status":"publish","type":"chapter","link":"https:\/\/courses.lumenlearning.com\/suny-orgbehavior\/chapter\/10-9-exercises\/","title":{"raw":"10.8 Sample Assignment: Salary Negotiation","rendered":"10.8 Sample Assignment: Salary Negotiation"},"content":{"raw":"<div class=\"textbox shaded\">\r\n<h3><strong class=\"im_emphasis im_bold\">\u00a0<\/strong><span style=\"color: #6c64ad;font-size: 1em;font-weight: 600\">Assignment<\/span><\/h3>\r\n<div class=\"im_section\">\r\n<div id=\"fwk-122425-ch10_s07_n03\" class=\"im_exercises im_editable im_block\">\r\n\r\nIdentify a job that you would like to have, or use the job that you currently have.\r\n<ol>\r\n \t<li>Imagine you have been offered this job, but the salary is about 15% below the market rate for this type of job.<\/li>\r\n \t<li>Work through the first five steps in the OB Toolbox \u201cSeven Steps to Negotiating a Higher Salary.\u201d<\/li>\r\n \t<li>Write a 2-page paper summarizing your preparation work, and explaining the strategy you expect to use in the negotiation.<\/li>\r\n<\/ol>\r\n<\/div>\r\n<\/div>\r\n<\/div>\r\n<strong style=\"font-size: 1rem;text-align: initial\">Seven Steps to Negotiating a Higher Salary<\/strong>\r\n<div class=\"im_section\">\r\n<div id=\"fwk-122425-ch10_s07_n03\" class=\"im_exercises im_editable im_block\">\r\n<ol>\r\n \t<li>Step 1: <em>Overcome your fear<\/em>.\r\n<ul id=\"fwk-122425-ch10_s04_s02_s02_l02\">\r\n \t<li>The first step is to overcome your fears. Many people don\u2019t even begin a salary negotiation. We may be afraid of angering the boss or think that because we are doing a good job, we\u2019ll automatically be rewarded. But, just because you\u2019re doing a good job doesn\u2019t mean you\u2019ll automatically get a raise. Why? If you don\u2019t ask for one, the boss may believe you\u2019re satisfied with what you\u2019re getting. So why should he pay you more? Imagine going into a car dealership and being absolutely delighted with a car choice. The sticker price is $19,000. Would you pay the dealer $23,000 just because you really like the car? Of course not. You probably wouldn\u2019t even offer $19,000. If the car was up for auction, however, and another bidder offered $20,000, you\u2019d likely increase your offer, too.<\/li>\r\n \t<li>That\u2019s what salary negotiation is like. Your boss may be thrilled with you but at the same time is running a business. There\u2019s no reason to pay an employee more if you seem satisfied with your current salary.<\/li>\r\n<\/ul>\r\n<\/li>\r\n \t<li>Step 2: <em>Get the facts<\/em>.\r\n<ul id=\"fwk-122425-ch10_s04_s02_s02_l03\">\r\n \t<li>Before you enter into the negotiation, do some background research. What are other companies paying people in your position? Check sites such as Payscale.com, salary.com, and salaryexpert.com to get a feel for the market. Look at surveys conducted by your professional organization.<\/li>\r\n<\/ul>\r\n<\/li>\r\n \t<li>Step 3: <em>Build your case<\/em>.\r\n<ul id=\"fwk-122425-ch10_s04_s02_s02_l04\">\r\n \t<li>How important are you to the organization? How have you contributed? Perhaps you contributed by increasing sales, winning over angry customers, getting feuding team members to cooperate, and so on. Make a list of your contributions. Be sure to focus on the contributions that your boss values most. Is it getting recognition for the department? Easing workload? If another employer has shown interest in you, mention that as a fact. However, don\u2019t use this as a threat unless you\u2019re prepared to take the other offer. Mentioning interest from another employer gets the boss to think, \u201cIf I don\u2019t give this raise, I may lose the employee.\u201d (By the way, if you don\u2019t feel you have a strong case for your raise, perhaps this isn\u2019t the time to ask for one.)<\/li>\r\n<\/ul>\r\n<\/li>\r\n \t<li>Step 4: <em>Know what you want<\/em>.\r\n<ul id=\"fwk-122425-ch10_s04_s02_s02_l05\">\r\n \t<li>Set your target salary goal based on your research and the norms of what your organization will pay. Now ask yourself, if you don\u2019t get this figure, would you quit? If not, are there other alternatives besides a salary increase that you\u2019d consider? For example, would you accept a higher title? More vacation time? Paid training to learn a new skill? Flexible hours?<\/li>\r\n<\/ul>\r\n<\/li>\r\n \t<li>Step 5: <em>Begin assertively<\/em>.\r\n<ul id=\"fwk-122425-ch10_s04_s02_s02_l06\">\r\n \t<li>Start the discussion on a strong but friendly tone. \u201cI think I\u2019m worth more than I\u2019m being paid.\u201d List the ways you\u2019ve contributed to the company.<\/li>\r\n<\/ul>\r\n<\/li>\r\n \t<li>Step 6: <em>Don\u2019t make the first offer<\/em>.\r\n<ul id=\"fwk-122425-ch10_s04_s02_s02_l07\">\r\n \t<li>Let your boss name the figure. You can do this by asking, \u201cHow much of a raise could you approve?\u201d However, if the boss insists that you name a figure, ask for the most that you can reasonably expect to get. You want to be reasonable, but you need to allow room to make a concession. Your boss will assume your opening number was high and will offer you less, so asking for the actual figure you want may leave you feeling disappointed.<\/li>\r\n \t<li>If the boss opens with, \u201cThe salary range for this position is $66,000 to 78,000,\u201d ask for the high end. If your goal was higher than that range, challenge the range by explaining how you are an exception and why you deserve more.<\/li>\r\n<\/ul>\r\n<\/li>\r\n \t<li>Step 7: <em>Listen more than talk<\/em>.\r\n<ul id=\"fwk-122425-ch10_s04_s02_s02_l08\">\r\n \t<li>You\u2019ll learn more by listening rather than talking. The more you listen, the better the boss will feel about you\u2014people tend to like and trust people who listen to them.<\/li>\r\n \t<li>If you can\u2019t get a raise now, get your boss to agree to one in a few months if you meet agreed-upon objectives.<\/li>\r\n<\/ul>\r\n<\/li>\r\n<\/ol>\r\n<\/div>\r\n<\/div>\r\n&nbsp;\r\n\r\n&nbsp;","rendered":"<div class=\"textbox shaded\">\n<h3><strong class=\"im_emphasis im_bold\">\u00a0<\/strong><span style=\"color: #6c64ad;font-size: 1em;font-weight: 600\">Assignment<\/span><\/h3>\n<div class=\"im_section\">\n<div id=\"fwk-122425-ch10_s07_n03\" class=\"im_exercises im_editable im_block\">\n<p>Identify a job that you would like to have, or use the job that you currently have.<\/p>\n<ol>\n<li>Imagine you have been offered this job, but the salary is about 15% below the market rate for this type of job.<\/li>\n<li>Work through the first five steps in the OB Toolbox \u201cSeven Steps to Negotiating a Higher Salary.\u201d<\/li>\n<li>Write a 2-page paper summarizing your preparation work, and explaining the strategy you expect to use in the negotiation.<\/li>\n<\/ol>\n<\/div>\n<\/div>\n<\/div>\n<p><strong style=\"font-size: 1rem;text-align: initial\">Seven Steps to Negotiating a Higher Salary<\/strong><\/p>\n<div class=\"im_section\">\n<div id=\"fwk-122425-ch10_s07_n03\" class=\"im_exercises im_editable im_block\">\n<ol>\n<li>Step 1: <em>Overcome your fear<\/em>.\n<ul id=\"fwk-122425-ch10_s04_s02_s02_l02\">\n<li>The first step is to overcome your fears. Many people don\u2019t even begin a salary negotiation. We may be afraid of angering the boss or think that because we are doing a good job, we\u2019ll automatically be rewarded. But, just because you\u2019re doing a good job doesn\u2019t mean you\u2019ll automatically get a raise. Why? If you don\u2019t ask for one, the boss may believe you\u2019re satisfied with what you\u2019re getting. So why should he pay you more? Imagine going into a car dealership and being absolutely delighted with a car choice. The sticker price is $19,000. Would you pay the dealer $23,000 just because you really like the car? Of course not. You probably wouldn\u2019t even offer $19,000. If the car was up for auction, however, and another bidder offered $20,000, you\u2019d likely increase your offer, too.<\/li>\n<li>That\u2019s what salary negotiation is like. Your boss may be thrilled with you but at the same time is running a business. There\u2019s no reason to pay an employee more if you seem satisfied with your current salary.<\/li>\n<\/ul>\n<\/li>\n<li>Step 2: <em>Get the facts<\/em>.\n<ul id=\"fwk-122425-ch10_s04_s02_s02_l03\">\n<li>Before you enter into the negotiation, do some background research. What are other companies paying people in your position? Check sites such as Payscale.com, salary.com, and salaryexpert.com to get a feel for the market. Look at surveys conducted by your professional organization.<\/li>\n<\/ul>\n<\/li>\n<li>Step 3: <em>Build your case<\/em>.\n<ul id=\"fwk-122425-ch10_s04_s02_s02_l04\">\n<li>How important are you to the organization? How have you contributed? Perhaps you contributed by increasing sales, winning over angry customers, getting feuding team members to cooperate, and so on. Make a list of your contributions. Be sure to focus on the contributions that your boss values most. Is it getting recognition for the department? Easing workload? If another employer has shown interest in you, mention that as a fact. However, don\u2019t use this as a threat unless you\u2019re prepared to take the other offer. Mentioning interest from another employer gets the boss to think, \u201cIf I don\u2019t give this raise, I may lose the employee.\u201d (By the way, if you don\u2019t feel you have a strong case for your raise, perhaps this isn\u2019t the time to ask for one.)<\/li>\n<\/ul>\n<\/li>\n<li>Step 4: <em>Know what you want<\/em>.\n<ul id=\"fwk-122425-ch10_s04_s02_s02_l05\">\n<li>Set your target salary goal based on your research and the norms of what your organization will pay. Now ask yourself, if you don\u2019t get this figure, would you quit? If not, are there other alternatives besides a salary increase that you\u2019d consider? For example, would you accept a higher title? More vacation time? Paid training to learn a new skill? Flexible hours?<\/li>\n<\/ul>\n<\/li>\n<li>Step 5: <em>Begin assertively<\/em>.\n<ul id=\"fwk-122425-ch10_s04_s02_s02_l06\">\n<li>Start the discussion on a strong but friendly tone. \u201cI think I\u2019m worth more than I\u2019m being paid.\u201d List the ways you\u2019ve contributed to the company.<\/li>\n<\/ul>\n<\/li>\n<li>Step 6: <em>Don\u2019t make the first offer<\/em>.\n<ul id=\"fwk-122425-ch10_s04_s02_s02_l07\">\n<li>Let your boss name the figure. You can do this by asking, \u201cHow much of a raise could you approve?\u201d However, if the boss insists that you name a figure, ask for the most that you can reasonably expect to get. You want to be reasonable, but you need to allow room to make a concession. Your boss will assume your opening number was high and will offer you less, so asking for the actual figure you want may leave you feeling disappointed.<\/li>\n<li>If the boss opens with, \u201cThe salary range for this position is $66,000 to 78,000,\u201d ask for the high end. If your goal was higher than that range, challenge the range by explaining how you are an exception and why you deserve more.<\/li>\n<\/ul>\n<\/li>\n<li>Step 7: <em>Listen more than talk<\/em>.\n<ul id=\"fwk-122425-ch10_s04_s02_s02_l08\">\n<li>You\u2019ll learn more by listening rather than talking. The more you listen, the better the boss will feel about you\u2014people tend to like and trust people who listen to them.<\/li>\n<li>If you can\u2019t get a raise now, get your boss to agree to one in a few months if you meet agreed-upon objectives.<\/li>\n<\/ul>\n<\/li>\n<\/ol>\n<\/div>\n<\/div>\n<p>&nbsp;<\/p>\n<p>&nbsp;<\/p>\n\n\t\t\t <section class=\"citations-section\" role=\"contentinfo\">\n\t\t\t <h3>Candela Citations<\/h3>\n\t\t\t\t\t <div>\n\t\t\t\t\t\t <div id=\"citation-list-108\">\n\t\t\t\t\t\t\t <div class=\"licensing\"><div class=\"license-attribution-dropdown-subheading\">CC licensed content, Original<\/div><ul class=\"citation-list\"><li>An Introduction to Organizational Behavior. <strong>Authored by<\/strong>: Anonymous. <strong>Provided by<\/strong>: Anonymous. <strong>Located at<\/strong>: <a target=\"_blank\" href=\"http:\/\/2012books.lardbucket.org\/books\/an-introduction-to-organizational-behavior-v1.1\/\">http:\/\/2012books.lardbucket.org\/books\/an-introduction-to-organizational-behavior-v1.1\/<\/a>. <strong>License<\/strong>: <em><a target=\"_blank\" rel=\"license\" href=\"https:\/\/creativecommons.org\/licenses\/by-nc-sa\/4.0\/\">CC BY-NC-SA: Attribution-NonCommercial-ShareAlike<\/a><\/em><\/li><\/ul><\/div>\n\t\t\t\t\t\t <\/div>\n\t\t\t\t\t <\/div>\n\t\t\t <\/section>","protected":false},"author":311,"menu_order":9,"template":"","meta":{"_candela_citation":"[{\"type\":\"original\",\"description\":\"An Introduction to Organizational Behavior\",\"author\":\"Anonymous\",\"organization\":\"Anonymous\",\"url\":\"http:\/\/2012books.lardbucket.org\/books\/an-introduction-to-organizational-behavior-v1.1\/\",\"project\":\"\",\"license\":\"cc-by-nc-sa\",\"license_terms\":\"\"}]","CANDELA_OUTCOMES_GUID":"","pb_show_title":"on","pb_short_title":"","pb_subtitle":"","pb_authors":[],"pb_section_license":""},"chapter-type":[],"contributor":[],"license":[],"class_list":["post-108","chapter","type-chapter","status-publish","hentry"],"part":176,"_links":{"self":[{"href":"https:\/\/courses.lumenlearning.com\/suny-orgbehavior\/wp-json\/pressbooks\/v2\/chapters\/108","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/courses.lumenlearning.com\/suny-orgbehavior\/wp-json\/pressbooks\/v2\/chapters"}],"about":[{"href":"https:\/\/courses.lumenlearning.com\/suny-orgbehavior\/wp-json\/wp\/v2\/types\/chapter"}],"author":[{"embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/suny-orgbehavior\/wp-json\/wp\/v2\/users\/311"}],"version-history":[{"count":6,"href":"https:\/\/courses.lumenlearning.com\/suny-orgbehavior\/wp-json\/pressbooks\/v2\/chapters\/108\/revisions"}],"predecessor-version":[{"id":714,"href":"https:\/\/courses.lumenlearning.com\/suny-orgbehavior\/wp-json\/pressbooks\/v2\/chapters\/108\/revisions\/714"}],"part":[{"href":"https:\/\/courses.lumenlearning.com\/suny-orgbehavior\/wp-json\/pressbooks\/v2\/parts\/176"}],"metadata":[{"href":"https:\/\/courses.lumenlearning.com\/suny-orgbehavior\/wp-json\/pressbooks\/v2\/chapters\/108\/metadata\/"}],"wp:attachment":[{"href":"https:\/\/courses.lumenlearning.com\/suny-orgbehavior\/wp-json\/wp\/v2\/media?parent=108"}],"wp:term":[{"taxonomy":"chapter-type","embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/suny-orgbehavior\/wp-json\/pressbooks\/v2\/chapter-type?post=108"},{"taxonomy":"contributor","embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/suny-orgbehavior\/wp-json\/wp\/v2\/contributor?post=108"},{"taxonomy":"license","embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/suny-orgbehavior\/wp-json\/wp\/v2\/license?post=108"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}