A reformulation of the intraorganizational bargaining process: The effects of accountability, self-esteem, and intraorganizational bargaining skill training on internal consensus

Do-Hwa Lee, Purdue University

Abstract

When looking at the literature on the intraorganizational bargaining process, one problem appears to be paramount. The theoretical models (e.g., Druckman (1977), Walton & McKersie (1965)) and empirical studies (mostly socio-psychological negotiation experiments) have taken separate paths without much of an attempt at integration. Thus, while the former theoretical works lack follow-up empirical studies, the empirical studies are for the most part devoid of theoretical perspectives from which to generate testable hypotheses. The purpose of the present study is, first, to build a theoretical framework explaining the intraorganizational bargaining process, and second, to test this model empirically. In our suggested model, intraorganizational bargaining is conceptualized as a bilateral influence process between a negotiator and his constituency. The constituents are seen as constraining the negotiator with their accountability pressures, while the negotiator attempts to bring the aspirations of his constituents into alignment with his own. The present study focuses on the first phase of this intraorganizational bargaining process, where the negotiator determines his representational bargaining preferences. More specifically, we are concerned with "what type of negotiator, in what circumstances, is more responsive to the constituency in determining his representational bargaining preference?" With regard to this question, our model hypothesizes that a negotiator's internal power (accountability), personality (self-esteem), and intraorganizational bargaining skill training are important factors in determining these representational bargaining preferences. The hypotheses were tested using a simulated labor-management negotiation in a laboratory experimental setting. Hierarchical regression analysis revealed that (1) low self-esteem negotiators were especially vulnerable to high accountability pressure from their constituents, while high self-esteem negotiators tended to be indifferent between the high and low accountability condition in their degree of agency for the constituency, and (2) intraorganizational bargaining skill training seemed to be effective in reducing accountability pressure for both high and low accountability negotiators. The implications of these findings in terms of negotiator selection and training, and for future research needs are discussed.

Degree

Ph.D.

Advisors

Dworkin, Purdue University.

Subject Area

Labor relations

Off-Campus Purdue Users:
To access this dissertation, please log in to our
proxy server
.

Share

COinS