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Another kind of intangible interest is respect. If you are a supervisor negotiating with subordinates, try to avoid embarrassing your subordinates in front of their peers. In some instances, this may necessitate a thorough discussion of the underlying issues only after the subordinates have been separated from their coworkers. If the subordinates appreciate your willingness to postpone the talks until they can be conducted away from other employees, they are more likely to consider your viewpoint. If, on the other hand, you fail to wait for a propitious time and you directly challenge a subordinate in front of his or her colleagues, an unpleasant reaction may result in a needless escalation of the controversy.
    Similar considerations apply to bargaining encounters with business partners. If certain proposals are likely to embarrass or anger your partners, soften those proposals when possible. Seemingly equivalent concessions maybe offered to minimize the negative impact of unpleasant discussions. Never permit your short-term interests to adversely affect your longer-term relationships, whether business or personal.
Felicia thought her two interviews went well and is pleased when she gets a call from the vice president of Andersen, the company she prefers, offering her a job. Andersen is a three-year-old retail establishment that has been selling high-tech gadgets through four retail locations and mail-order catalogs. Last year, Andersen began to expand its e-commerce and has generated increased Internet sales through its Web site. It needs a network manager who can advance its e-business capabilities. She has to meet tomorrow afternoon with the vice president to discuss the terms of her employment. The original position announcement described the basic employment conditions: a salary of “up to $60,000,” employer-paid health coverage, two weeks vacation per year, and a defined-contribution pension plan to which the firm contributes 8 percent of employee compensation.
From a friend at a similar company, Felicia has learned that most network managers at such firms earn from $58,000 to $70,000. Three to four weeks vacation is common, with pension contributions ranging from 7 to 10 percent. A few businesses have bonus programs, with bonus payments of $5,000 to $10,000 for exemplary employees during profitable years. Some have stock option plans that enable employees to purchase company stock at favorable prices. Several provide workers with company cars.
Salary is important to Felicia. She hopes to get $60,000 to $65,000. She plans to mention a $70,000 figure to the vice president to sensitize him to a number in the mid-$60,000 area. If she is unable to get $64,000 or $65,000, she plans to ask whether she could earn a several thousand dollar bonus for good performance. She will also ask whether the firm would consider a raise within six months if her work is excellent.
Felicia plans to ask for four weeks of vacation, hoping to get Andersen to offer at least three weeks. The 8 percent Andersen pension contribution seems fine, and she doesn’t need a company car. If necessary, however, she may mention the fact that several similar firms supply network managers with cars in an effort to obtain a higher starting salary or an extra week of vacation.
Although Felicia has a graduate degree in computer science, she wants to take several week-long training programs that pertain to specific software applications. Because these courses would enhance her value to the firm, she wants Andersen to pay for these classes and give her the time off. She also plans to ask the company to pay her dues in several professional associations. Since Bill’s agency would pay for most of their moving expenses, Felicia plans to use this item as a bargaining chip to obtain other benefits. She will mention the $5,000 they expect to incur in moving expenses, and agree to forego moving expense reimbursement if she can obtain permission to attend company-paid