Mediation and Negotiation Techniques

Mediation and Negotiation Techniques

Part 1: Describe Your Mediation or Negotiation Scenario

1. The setting

A manufacturing company that deals with the manufacturing and packaging of various products distributed in different regions. Workers usually work in shifts and may be required to work overtime based on the number of products scheduled for delivery on the next day. Compensation is made through an hourly wage, and overtime hours are also compensated. Employees are allowed to have a one-hour break during lunchtime and may get permission from the supervisor to take a break as long as they have a justifiable reason.

2. The parties involved and each person’s role within the setting and in the conflict

The parties involved are the supervisors, workers, and the employer. The supervisors are complaining that the productivity of workers has been reduced, and most of them extend their 1-hour break and only report back to work after being pressured to do so. On the other hand, workers are complaining that they are being overworked for less pay and are threatening to strike unless the company increases their hourly wage and extends the resting period. The employer is contributing to the conflict by refusing to address the workers’ grievances and arguing that the company cannot afford to increase wages due to reduced demand for its products.

3. The sequence of events that led up to the possible need for mediation or negotiation and the actions and motivations of each of the parties involved

The company laid off some workers to reduce operational costs due to COVID-19 disruptions that have reduced the demand for its products. The company also reduced the hourly wage paid to the remaining workers despite making no changes to their working hours. The workers sent their supervisors to talk to the employer about a raise in the hourly wage or a reduction in working hours. Still, the employer has refused to address their concerns and is insisting that the company cannot afford to increase wages due to reduced profit margins caused by the impact of COVID-19 on demand for its products. The employer has also refused to reduce working hours because doing so would affect the company’s ability to meet delivery deadlines.

4. The stage within the lifecycle of conflict is at which the parties are at this point.

The parties are at the escalation stage because they are not willing to listen to each other and are only focused on ensuring that their needs are met.

Part 2: Mediation and Negotiation

• Mediation or negotiation techniques to use as an HR professional to address the situation.

One mediation technique that would be applicable in the situation above is compromise. This technique includes determining a common ground that benefits both parties (Birch, 2013). This technique would be ideal in the current situation because all the parties have their interests, and the success and continuity of the organization rely on meeting these needs. Therefore, it is important to determine the conditions that each party can willingly give up to resolve the conflict. For instance, the employees may give up the increase in hourly wage and accept a reduction in working hours, while the company gives up its need for high productivity and allows workers to work for fewer hours or increase salaries to maintain the required level of production. The second technique is accommodating. The technique includes giving in to the other party’s wishes (Lewicki & Hiam, 2011). It would be better for the employer to give in to the workers’ demands to avoid a strike because that would disrupt the supply chain and increase worker turnover, forcing the company to incur more costs in hiring other workers.

• Insights gained from working through this scenario about the knowledge and skills HR professionals need to lead/guide mediation or negotiation in the workplace.

One of the insights gained about the skills and knowledge HR professionals need to lead or guide negotiation or mediation in the workplace is that communication is important in conflict resolution because it facilitates the sharing of information hence making it easier to understand the demands of every party and resolve the conflict effectively (Dwyer, 2012). The second insight is that HR professionals require critical thinking skills to select the best negotiation strategy that effectively resolves the dispute without placing any party in a disadvantaged position. Hutson & Lucas (2010) argues that critical thinking is also important because it enables the HR professional to evaluate the consequences and causes of every conflict and determine alternative suggestions that can be considered to create common ground.

References

Birch, K. (2013). Managing conflicts: A practical resource for resolution and reconciliation. Andrews UK.

Dwyer, J. (2012). Communication for business and the professions: Strategies and skills. Pearson Higher Education AU.

Hutson, D., & Lucas, G. H. (2010). The one-minute negotiator: Simple steps to reach better agreements. Berrett-Koehler Publishers.

Lewicki, R. J., & Hiam, A. (2011). Mastering business negotiation: A working guide to making deals and resolving conflict. John Wiley & Sons.

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Hiring executives, compensating employees, and situations related to managing vendors are examples of situations in which the parties are exchanging something of value, which often requires HR professionals to utilize effective negotiation skills and strategies. For this assignment, in addition to drawing on what you have learned about mediation, consider some of the key negotiation concepts, including BATNA (best alternative to a negotiated agreement), integrative versus distributive negotiations, collaborative versus competitive strategies, and collaborating versus compromising.

To complete this Assignment, review the Case Studies in Chapter 9 (pages 186, 190, and 193) in the Liddle text, as well as the other resources provided for this week. Take time to note HR’s roles and contributions in the scenarios. Then, address the following key points in a 2- to 3-page academic paper.

Begin by thinking about the case studies you read and considering similar workplace situations in which you have been involved, heard about, and/or read. Conceptualize your own example of a situation in an organization that might require an HR professional to be involved in mediation or negotiation.

Part 1: Describe Your Mediation or Negotiation Scenario
Provide a 1-page summary of this situation, including the following information:
The setting
The parties involved and each person’s role within the setting and in the conflict
The sequence of events that led up to the possible need for mediation or negotiation and the actions and motivations of each of the parties involved
The stage within the lifecycle of conflict is at which the parties are at this point.

Part 2: Mediation and Negotiation
Depending on the situation you have chosen for your scenario, explain at least two mediation or negotiation techniques you would use as an HR professional to address the situation you described.
Include your rationale for choosing each of the two mediation or negotiation techniques.
Share at least two new insights you gained from working through this scenario about the knowledge and skills HR professionals need to lead/guide mediation or negotiation in the workplace.