Tactics of hierarchy negotiation

Personality and Individual Differences, 1996

Two important recent trends in personality psychology have been a resurgence of traditional trait research (e.g. five factor model) and the emergence of personal goal-based approaches (e.g. life tasks, personal projects, and personal strivings). We propose that rac,tics are useful units of analysis that can provide a bridge between these two research movements. To illustrate this approach, we examined the tactics of hierarchy negotiation-the means by which individuals maintain or improve their relative position or status. Studies I (N = 84) and 2 (N = 212) identify 26 tactics of hierarchy negotiation that were represented by five major factors: Manipulation.

Global Media Journal TR Edition 7 (13) Güz/ Fall, 2016

Studies showed that using influence tactics and polical behavior can be beneficial to employees because they affect human resource decisions such as performance evaluation and promotion decisions (Higgins et al., 2003). However, the type and frequency of the influence tactics employees engage in differ. Previous research has indicated employees' personality, motives, needs and career concerns as the employee-related antecedents of political behavior (Steensma, 2007; Zanzi et al., 1991). In the present study, we intended to examine the employee related antecedents of political behavior through invesigating the effects of personality, values and career concerns on the use of influence tactics. For that purpose, 294 full-time employees working in various firms were surveyed using the Big Five Inventory (John, Donahue, and Kentle, 1991), Portrait Values Questionnaire (Schwartz et al., 2001), Career Concerns Scale (adapted from Zanzi et al., 1991), and Political Tactics Questionnaire (Kipnis, Schmidt, and Wilkinson, 1980). The results of this study showed that, the internal career concern of skill development (learning new techniques, developing competencies, etc.) had stronger positive relations with the influence tactics of coalition and persuasion than the external career concerns (economic concerns), which had a weaker relationship with persuasion and an inverse relation with coalition building. With regard to the personality factors, the individuals who were low in conscientiousness and high in neuroticism were found to be the most engaged with various influence tactics at work. Finally, only the self-enhancement value dimension acted as a moderator between the personality dimension of conscientiousness and influence tactics, such that when this value was highly endorsed, the increase in the conscientiousness levels of individuals decreased their tendencies to engage in influence tactics. Moreover, an opposite relationship was found regarding the moderating effect of self-enhancement on the relationship between the two career concerns of skill development and autonomy on influence tactics. Hence, for those who endorsed self-enhancement at a high level, the presence of these career concerns increased the likelihood of engaging in influence tactics at work.

Psychological Reports, 2004

Recent studies have examined the relationship between motivation and influence tactics with mixed results. Barbuto and Scholl found several strong relationships between leaders' sources of motivation and the influence tactics used when influencing subordinates, but replication yielded weaker relationships between motivation and influence tactics. Examinations of moderating variables such as leaders' Machiavellian disposition were suggested as possible explanations for this difference. Several interacting effects between leaders' sources of motivation and Machiavellianism have been proposed as predictors of the influence tactic used. This study tested these relationships and found modest association between motivation sources and influence tactics. Some moderating effects of Machiavellianism on this relationship were evident; however, interpretation is cautioned given poor psychometric properties of the measure. These issues are discussed along with suggestions for research.

Human Performance, 2018

Based on decades-old reviews, many negotiation researchers have expressed doubts about the effect of personality on negotiation outcomes. More recent reviews have found significant associations between traits and outcome measures. Existing research has primarily used laboratory experiments; field studies are rare. In this study, we aim to fill that important gap. Traits measured using the Hogan Personality Inventory were correlated with supervisor ratings of negotiation performance across three occupations: marketing managers, lawyers, and construction supervisors. Ambition and likability independently predicted greater negotiation performance. Results generalized across these three samples with evidence for an interaction effect in the lawyer sample. For attorneys, greater ambition was not additionally helpful for those who were relatively more likable. Results establish the importance of negotiation effectiveness as a distinct component of overall job performance. Practical implications are considered in terms of division of labor, person-job fit, and the state-trait distinction.

European Journal of Personality, 2012

The present study examined how Big Five personality ratings of the same target individuals differ as a function of the power relation between the target and the judge. Our targets were 37 employees with leadership duties from two large organizations. The targets‘ subordinates (N = 352), peers (N = 186), and superiors (N = 62) constituted our groups of judges. The targets and judges also provided self–reports of personality. Subordinate judges showed higher consensus but not higher self–other agreement than peer or superior judges. Furthermore, the targets were judged as more extraverted, more emotionally stable, less agreeable, and less open to experience by their subordinates than by their superiors. The results suggest that (i) observer consensus, but not self–other agreement or assumed similarity varies as a function of real–life power; (ii) the effects of power on mean trait scores are mostly congruent with the previously observed effects of power on behaviour and on stereotypes...

Personality and Individual Differences, 2015

Organizational researchers increasingly recognize the need to consider the Dark Triad traits (i.e., psychopathy, Machiavellianism, and narcissism) when explaining undesirable work outcomes (e.g., counterproductive behaviors). However, little research has focused on the motivations of those who actually hold the traits. In this study (N = 361) we examined how the Dark Triad traits predispose individuals to perceive situations as competitive, prestigious, and comprised of restrictions (i.e., autonomy) which differentially predict job satisfaction. Individuals high on psychopathy and Machiavellianism perceived their workplaces as competitive, whereas individuals high on narcissism perceived their workplaces as prestigious and with fewer restrictions. Sex differences in perceptions were fully mediated by psychopathy and Machiavellianism. We discuss our results from an Evolutionary Industrial/Organization Psychology framework.

Frontiers in Psychology

The present study investigated relations between personality and values on the one hand and compensation preferences on the other. We hypothesized that HEXACO Honesty-Humility and self-transcendence versus self-enhancement values predict preference for higher relative compensation level and that HEXACO Openness to Experience and openness to change versus conservation values predict preference for compensation variability. Furthermore, we expected perceived utility of money and risk aversion to mediate the respective relations. The hypotheses were tested using a sample of 2,210 employees from a large international organization. The results provided support for the direct and mediated relations between personality and values on the one hand and preferences for compensation variability and level on the other.

The aim of the current study is to analyze motivational drivers important for the competitive and for the cooperative personality types which may have relevant implications for HR management. Nowadays, corporations in their search for efficiency should enhance their talent management and focus on the most relevant motivational factors. Today, another significant aspect of a dynamic corporation refers to the need for people who are both greatly cooperative and reactive to competitive forces within the corporation. Our analysis is based on a data collected via online questionnaire survey. The sample (N = 629) consists of Czech economically active population. Personality types (competitive and cooperative) are derived from the Neo (big five) personality inventory methodology. The study includes nine motivational factors such as financial reward, appreciation of work performance, stability of a job, potential for personal development, etc. Analytical methods used in the study include factor analysis, correlation analysis, and a three-dimensional graphical analysis - for better presentation of results and practical implications. The results correspond to the empirical expectations and at the same time bring an interesting insight which improves understanding of the psychological functioning of a personality as well as ways of efficient motivation of personnel in the corporate environment.

Scholedge International Journal of Management & Development ISSN 2394-3378, 2021

This paper examined the concept of negotiation and types of negotiation, namely distributive and integrative. It pondered on why people fail to keep to negotiation rules. Thomas Hobbes state of nature and Machiavelli’s concept of the human relationship used to explain this phenomenon. Furthermore, the article argues that this disposition is a consequence of people’s perception of negotiation as a game where one party’s gain is the other party’s loss. The significance of game theory in the negotiation is therefore emphasised. Personality factors were considered important in the negotiation process. The impact of the big-five personality on the negotiation situation was highlighted. Unethical practices could make the negotiation process difficult, thereby affecting the quality of decision reached during negotiation. The study concludes by suggesting some ways of succeeding in negotiation.

SSRN Electronic Journal, 2000

Purpose: The motivation for the research is to identify whether personality traits can help explain the outcomes that arise in bargaining outcomes. Design: Experiments with subjects playing the alternating-offers bargaining game are considered. Both full information and asymmetric information treatments are considered. Subjects also complete standardized Myers-Briggs Type Indicator assessments. Findings: Personality type measurements are shown to help explain the opening offers, rejections, and resulting wealth in the negotiations. It is shown that interactions between the personality dimensions are important and that the interaction between personality and information play a key role in bargaining outcomes. Research limitations/implications-The research utilizes laboratory experiments to generate data. This expands our understanding of individual level behaviour, but suffers from the limitation of not replicating realistic bargaining situations. Practical Implications: The work should serve as a guide to organizations to identify traits of effective negotiators. Social Implications: Bargaining is a central economic activity. Being able to identify the root of differences in outcomes from negotiations should be able to inform institutional design issues. Originality/Value: Little work has been done connecting the rich literature in social psychology and management on personality to economic outcomes. The research on bargaining neglects to incorporate individual-level traits into the process. This research begins to bridge this gap and informs both bargaining theory as well as emphasizes the importance of personality in application.