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Article
Publication date: 28 February 2019

Kirsten M. Robertson, Brenda A. Lautsch and David R. Hannah

The purpose of this paper is to examine the processes underlying a systems perspective on work–life balance (WLB), with a particular focus on the tensions and role negotiations

1366

Abstract

Purpose

The purpose of this paper is to examine the processes underlying a systems perspective on work–life balance (WLB), with a particular focus on the tensions and role negotiations that arise within and across work and non-work roles.

Design/methodology/approach

The authors employed a qualitative methodology, conducting 42 interviews with lawyers at large law firms, which is a context notorious for long work hours.

Findings

While a cornerstone of a systems view is that balance is social in nature, and that negotiations occur among stakeholders over role expectations, the process through which this happens has remained unexamined both theoretically and empirically. The authors learned that negotiating around work and non-work role expectations are often contested, complex and fluid. The authors contribute to the literature by elaborating on how these negotiations happen in the legal profession, describing factors that inhibit or facilitate role negotiation and exploring how interdependencies within work systems and across work and non-work systems shape these negotiation processes.

Originality/value

The findings offer a more nuanced conceptualization of the system-level perspective on WLB, and in particular an enriched explanation of work and non-work role negotiation. The authors encourage employers who are interested in promoting WLB to ensure that their employees feel empowered to negotiate their roles, particularly with others in their work systems.

Details

Personnel Review, vol. 48 no. 2
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 10 April 2023

Noa Nelson, Noa Doron and Shachaf Amdur

The study tested the effects of gender on negotiation initiation in three topics: salary, work-role and work-home balance; and on employee's perceptions of Covid-19 as inhibiting…

Abstract

Purpose

The study tested the effects of gender on negotiation initiation in three topics: salary, work-role and work-home balance; and on employee's perceptions of Covid-19 as inhibiting or enhancing negotiation initiation in these topics.

Design/methodology/approach

The authors employed a mixed-methods approach in a sample of 387 Israeli employees (189 female). Analyses of variance tested for gender differences in negotiation initiation and in Covid-19's perceived effects. Participants' additional written explanations, specifying how the pandemic inhibited or enhanced negotiation initiation, were inductively analyzed.

Findings

Compared to male, female employees were less inclined to initiate negotiation in all three topics, and more likely to perceive Covid-19 as inhibiting salary and work-role negotiations. Qualitative explanations demonstrated gender-role-consistent motives for avoiding or initiating salary negotiations during Covid-19. They also suggested that the pandemic increased the legitimacy and significance of work-home balance negotiations, across gender.

Originality/value

The study provides new evidence on gender differences in negotiation initiation, particularly over work-role and work-home balance, and is among the first to test these differences in Israel. Moreover, it sheds light on the effects that Covid-19, as a world-wide crisis, had on employees' negotiations in general, and gender equality in employees' negotiations in particular.

Details

Employee Relations: The International Journal, vol. 45 no. 4
Type: Research Article
ISSN: 0142-5455

Keywords

Article
Publication date: 25 November 2020

Tuvana Rua, Zeynep Aytug, Nastaran Simarasl and Lianlian Lin

Based on the social role theory, role congruity theory and gender role conflict theory, this paper aims to investigate the mediating role of “relationship conflict” in the…

1691

Abstract

Purpose

Based on the social role theory, role congruity theory and gender role conflict theory, this paper aims to investigate the mediating role of “relationship conflict” in the association between traditional gender role (TGR) endorsement and objective and subjective negotiation outcomes.

Design/methodology/approach

Two experimental negotiation studies (n1 = 138, n2 = 128) were conducted at a US university.

Findings

This paper presents three original and noteworthy findings: One, in mixed-gender negotiations, as a dyad’s TGR endorsement increases, final agreements become significantly more likely to favor men than women. Two, in mixed-gender negotiations, TGR endorsement is significantly associated with a decreased ability to establish a pleasant, mutually satisfactory and successful business relationship, resulting in a possible future economic cost due to lost opportunity. Three, the heightened relationship conflict during the negotiation mediates the negative association between TGR endorsement and women’s economic outcomes.

Research limitations/implications

Empirical findings support social role theory, role congruity theory and gender role conflict theory. The use of a distributive negotiation case and laboratory research methodology may limit the generalizability of findings.

Practical implications

Findings about the detrimental effects of TGR in mixed-gender negotiations magnify the importance of becoming aware of our TGR orientations and their potential negative consequences on our long-term collaborations. Also, it is necessary to provide negotiation trainings to both genders with regard to gender-driven conflicts and offer tools to prevent or tackle such conflicts.

Social implications

Negotiations are among the most consequential of social interactions as their results have a substantial impact on individuals’ careers and financial outcomes. Understanding the effect of TGRs is paramount to improve female representation, participation and effectiveness in management and leadership. Mixed-gender negotiations such as collective equality bargaining, workplace social interactions, work-life balance discourse are critical to establishing gender equality and fairness in organizations and societies.

Originality/value

Understanding how gender influences negotiation processes and outcomes and using the findings to improve both genders’ negotiation success are crucial to establishing fairness and equity in society and business. This research attempts to close a gap in the literature by focusing on the potential function of gender role orientation in explaining gender differences in negotiation.

Details

Gender in Management: An International Journal , vol. 36 no. 2
Type: Research Article
ISSN: 1754-2413

Keywords

Book part
Publication date: 14 February 2022

Kandarp Harsiddh Mehta

The objective of this chapter is to understand the negotiation experience of women in the context of the family business. The study is based on interviews of 12 women in…

Abstract

The objective of this chapter is to understand the negotiation experience of women in the context of the family business. The study is based on interviews of 12 women in leadership or senior positions in their family firms. This investigation looks at how women overcome negotiation challenges and turn them into opportunities when negotiating in their family enterprises.

The study finds that principal challenges are (a) lack of recognition of legitimacy, (b) lack of negotiation power, and (c) role conflict. The challenges faced by women in negotiations in a family business are consistent with the extant literature. Women in leadership positions in a family business overcome these challenges by adopting strategies that help them handle a specific situation more strategically and enhance their overall negotiation skills. The main strategies adopted by women are (a) forming alliances, (b) showing evidence of competence, (c) formalization of the negotiation processes, (d) negotiating from the perspective of the family and the future, (e) having role models, and finally (f) employing positive stereotypes about women in the negotiation.

The author recommends that family businesses can become more inclusive and empower their female members by grooming them from an early age to become leaders, by formalizing negotiation processes and thereby reducing the influence of personal biases and, by exposing female members of the family, from a young age, to inspiring role models.

Details

The Power of Inclusion in Family Business
Type: Book
ISBN: 978-1-80117-579-1

Keywords

Open Access
Article
Publication date: 17 March 2020

Edward W. Miles, Jeff Schatten and Elizabeth Chapman

Face threat sensitivity (FTS) has been found to influence objective negotiated outcomes when the threat to face is activated. The purpose of this study is to extend that research…

4208

Abstract

Purpose

Face threat sensitivity (FTS) has been found to influence objective negotiated outcomes when the threat to face is activated. The purpose of this study is to extend that research by testing whether FTS – which is defined as a propensity to act – is associated with the outcomes of negotiators when the threat has not been specifically activated. Face theory specifies that face threats can cause individuals to take proactive steps to avoid threats before they might occur.

Design/methodology/approach

Drawing on face theory and social role theory, the authors conduct a negotiation experiment and use hierarchical regression to test hypotheses concerning the relationship between FTS for sellers and buyers on negotiated outcomes in both distributive and integrative negotiations. The authors also use moderated regression to test if gender moderates the relationship between buyer and seller FTS and negotiation outcomes.

Findings

Results show that, when the threat is not activated, high FTS buyers pay more than low FTS buyers. Consistent with face theory and social role theory, this effect is moderated by gender, with the association being stronger for women buyers than for men buyers.

Originality/value

This paper exhibits that FTS can influence negotiator behavior even when FTS is not activated. This is valuable to negotiation scholars and practitioners who are interested in the role that individual characteristics play in negotiation behavior.

Details

Organization Management Journal, vol. 17 no. 1
Type: Research Article
ISSN: 1541-6518

Keywords

Article
Publication date: 15 November 2022

Noa Nelson, Maor Kalfon Hakhmigari and Neta Horesh

Based on gender role theory, this study aims to test a moderated mediation model in which gender, mediated by shame, affected salary negotiation initiation and writing pay raise…

Abstract

Purpose

Based on gender role theory, this study aims to test a moderated mediation model in which gender, mediated by shame, affected salary negotiation initiation and writing pay raise justifications before the negotiation moderated gender effects, by boosting women’s negotiation initiation and lowering their shame.

Design/methodology/approach

Mixed-methods approach: in a scenario experiment, participants (N = 172; 92 women) imagined initiating salary negotiations with real employers, and shame and the inclination to actually initiate the negotiation were measured. About half the sample wrote pay raise justifications as part of the task. In the qualitative phase of the study, justifications were analyzed.

Findings

The model’s predictions were not supported. Women were neither less inclined to negotiate nor reported higher shame than men. Across gender, shame related to lower negotiation initiation and was alleviated by justifications’ preparation. Writing justifications did not affect men’s negotiation initiation, but lowered women’s. The qualitative analysis revealed that while all participants preferred communal themes in their justifications, women used themes of confidence, entitlement and power less than men.

Originality/value

The study provides original evidence in negotiation literature, on the effects of shame, on the practice of preparing pay raise justifications and on specific patterns in justifications’ content.

Article
Publication date: 1 March 2003

Paul J. Taylor and Ian Donald

This paper outlines 4 assumptions behind attempts to explain the sequential organization of communication behavior during conflict. These assumptions were supported by an analysis…

Abstract

This paper outlines 4 assumptions behind attempts to explain the sequential organization of communication behavior during conflict. These assumptions were supported by an analysis of behavioral sequences coded from 9 hostage negotiations and 20 divorce mediations. Analyses showed that negotiators use only a small proportion of available responses to other party's behavior, and that this proportion rapidly decreases as sequence length increases. Critical to this channeling in behavior was the triple‐interact (i.e., cue‐response‐cue‐response), which represents the maximum sequence length required to enable accurate prediction of negotiators' future behavior. More detailed analysis showed that the triple‐interact reduced uncertainty in behavior by over 70%, which compares to less than 1% from knowledge of negotiation context and approximately 10% from knowledge of individual differences.

Details

International Journal of Conflict Management, vol. 14 no. 3/4
Type: Research Article
ISSN: 1044-4068

Article
Publication date: 1 April 1991

Om P. Kharbanda and Ernest A. Stallworthy

We are negotiating all the time: with customers, suppliers, tradeunions, our family ‐ indeed, all with whom we come into contact. Inbusiness, in particular, negotiation needs…

8682

Abstract

We are negotiating all the time: with customers, suppliers, trade unions, our family ‐ indeed, all with whom we come into contact. In business, in particular, negotiation needs management. There are said to be eight stages in negotiation: prepare, argue, signal, propose, present the package, bargain, close and agree. At the proposal stage one must be clear about what one must achieve, what one intends to achieve, and what one would like to achieve. The approach to constructive and competitive negotiation, the role of consultation, how to cope with deadlock and conflict, cross‐cultural negotiation, and the art of compromise are reviewed. The development and use of teams in negotiation is also an important factor, needing careful assessment. Negotiation will nearly always involve conflict, but steps must be taken to ensure that the participants remain on friendly terms.

Details

Journal of Managerial Psychology, vol. 6 no. 4
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 27 April 2010

Arif Nazir Butt and Jin Nam Choi

This paper aims to enrich the literature on negotiation by theorizing and empirically validating that power is an important moderator of the relationship between negotiator…

1914

Abstract

Purpose

This paper aims to enrich the literature on negotiation by theorizing and empirically validating that power is an important moderator of the relationship between negotiator emotion and behavior.

Design/methodology/approach

Data were collected from 322 students of an MBA program and executive education programs. The students participated in a two‐stage, mixed‐motive negotiation simulation during which they reported pre‐negotiation emotion, as well as their negotiation behavior.

Findings

The empirical analyzes showed that the relationship between negotiator emotion and behavior was stronger for high‐power negotiators than for their low‐power counterparts. Interestingly, high‐ and low‐power negotiators' emotions were more predictive of their dominating and yielding behavior, respectively. Perhaps, because of their dependence, low‐power negotiators were more sensitive and responsive to the emotions of their high‐power counterparts than vice versa. The results also showed that low‐power negotiators' gratitude substantially reduces their distributive outcome.

Originality/value

The analysis revealed that the strength and the nature of the relationship between emotions and negotiator behavior depend on the power of the negotiator. The paper highlights the need for further theoretical specification with regard to boundary conditions for understanding the role of emotional states in the negotiation context.

Details

International Journal of Conflict Management, vol. 21 no. 2
Type: Research Article
ISSN: 1044-4068

Keywords

Article
Publication date: 26 April 2011

Jose M. Leon‐Perez, Francisco J. Medina and Lourdes Munduate

This paper aims to examine the relationship between self‐efficacy and the outcomes that individuals achieve when they manage conflict at work. The authors propose that…

1407

Abstract

Purpose

This paper aims to examine the relationship between self‐efficacy and the outcomes that individuals achieve when they manage conflict at work. The authors propose that self‐efficacy is related to performance following a positive linear or curvilinear model depending on the outcomes assessed (objective versus subjective outcomes) and the conflict setting considered (transaction versus dispute).

Design/methodology/approach

Two studies were conducted. Study 1 was a face‐to‐face transaction in which self‐efficacy was measured using a survey. In study 2, participants were involved in a dispute and their self‐efficacy was manipulated using a false feedback technique.

Findings

Results suggest that high self‐efficacy participants obtain better objective (economic/substantive) outcomes. However, there is a curvilinear relationship, in a U‐inverted shape, between self‐efficacy and subjective (relational) outcomes, indicating that an increase in self‐efficacy improves subjective outcomes, but there are certain levels at which self‐efficacy may be dysfunctional.

Originality/value

Recent controversial findings in research into the relationship between self‐efficacy and performance are addressed in these studies. The present paper is one of the first to explore the role of self‐efficacy in a dispute and to consider the effects of self‐efficacy on subjective outcomes. Practical implications are discussed in light of the results.

Details

International Journal of Conflict Management, vol. 22 no. 2
Type: Research Article
ISSN: 1044-4068

Keywords

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