Who asks and who receives in salary negotiation
Version of Record online: 20 NOV 2009
Copyright © 2009 John Wiley & Sons, Ltd.
Journal of Organizational Behavior
Volume 32, Issue 3, pages 371–394, April 2011
How to Cite
Marks, M. and Harold, C. (2011), Who asks and who receives in salary negotiation. J. Organiz. Behav., 32: 371–394. doi: 10.1002/job.671
- Issue online: 20 NOV 2009
- Version of Record online: 20 NOV 2009
- Manuscript Accepted: 5 OCT 2009
- Manuscript Revised: 1 OCT 2009
- Manuscript Received: 14 OCT 2008
The influence of individual differences and negotiation strategies on starting salary outcomes was investigated. A sample of 149 newly hired employees in various industry settings participated in this study. Results indicated that those who chose to negotiate increased their starting salaries by an average of $5000. Individuals who negotiated by using competing and collaborating strategies, characterized by an open discussion of one's positions, issues, and perspectives, further increased their salaries as compared to those who used compromising and accommodating strategies. Individual differences, including risk-aversion and integrative attitudes, played a significant role in predicting whether or not individuals negotiated, and if so, what strategies they used. Copyright © 2009 John Wiley & Sons, Ltd.