סמינר בהתנהגות ארגונית

 

Most social settings, from work environments to family life, involves negotiating. A vast literature examines negotiation strategies and outcomes, yet the criteria for the quality and outcome of negotiations have remained essentially unchanged in several decades. Research focuses on value creation and value claiming. The literature has been surprisingly silent on what happens after negotiations conclude. Here we examine how negotiations affect the parties' relationship, and their motivation to work with and for one another after negotiating. Across several studies, we find that negotiating wage decreased employees' productivity. Subjects exerted less effort, and were less accurate, in real-effort tasks after negotiating their wage than after being told of a non-negotiable wage. We find evidence that perceived conflict underlies this effect. Negotiations turned the relationship more contentious, thus diminishing employees' desire to work harder. Lay-people did not anticipate the detrimental effect of negotiations on motivation and productivity. Results imply that negotiations have harmful long-term consequences, and should be entered with caution. We challenge current prescriptions regarding when, and how, people should negotiate.