Retaining and Motivating International Staff

Retaining & Motivating Retaining & Motivating International StaffInternational Staff

And And Bargaining Behavior & Bargaining Behavior & Negotiation strategyNegotiation strategy

PRESENTED BY:RITU RANI

MBA 4th sem

Retaining StaffRetaining Staff“Attracting new staff costs

80%more than retaining existing staff”

Costs:◦Staffing costs – costs to hire◦Vacancy costs – lost productivity

◦Training costs – to prepare new employee

To Retain staffTo Retain staff√ The expense of cheap labor

√ Poaching of key subsidiary staff

Staff attrition and absenteeism cause significant costs for most local Indian organizations . Almost every sector in India is facing high rates of attrition.

-Different hierarchy level

-Method of Motivation

-Long-term perspective including the family

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Why Employees StayWhy Employees Stay

A feeling of connectionFeeling valuedPersonal and professional growth

Continuous learningGood managementCan’t afford to leaveFair pay and benefits

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Obstacles to RetentionObstacles to Retention

Competition for the tech savvy, interpersonally skilled

Declining supply of library & information professionals

Low compensationRetirements Freezes

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Fine-Tuning Retention Fine-Tuning Retention StrategiesStrategies

Analyze turnover - address any problems

Do exit interviews and USE the dataSurvey incumbents

◦Paper/pencil, online◦Town hall meetings◦Meetings with senior management

Not one size fits all! Target to individual needs

Motivating EmployeesMotivating Employees• Motivation starts with good employee morale,

the mental attitude of employees toward their employer and jobs.

• High morale = sign of a well-managed organization

• Poor morale shows up through absenteeism, employee turnover, strikes, falling productivity, and rising employee grievances.

Bargaining Bargaining

An agreement between parties fixing obligations that each promises to carry out.

Negotiate for better price, working conditions etc…

© 2005 Prentice Hall Inc. All rights reserved. 14–9

Bargaining Bargaining Distributive Bargaining

Negotiation that seeks to divide up a fixed amount of resources; a win-lose situation.Integrative Bargaining

Negotiation that seeks one or more settlements that can create a win-win solution.

Distributive Versus Distributive Versus Integrative BargainingIntegrative Bargaining

Bargaining Distributive IntegrativeCharacteristic Characteristic Characteristic

Available resources Fixed amount of Variable amount ofresources to be divided resources to be divided

Primary motivations I win, you lose I win, you win

Primary interests Opposed to each other Convergent or congruentwith each other

Focus of relationships Short term Long term

Bargaining BehaviorBargaining Behavior

Verbal and nonverbal behaviors

√ Use of Extreme Behaviors

√ Promises,Threats & Other Behaviors

√ Nonverbal Behaviors

Use of Extreme BehaviorsUse of Extreme BehaviorsSome negotiations begin by making

offers or requests.Research shows that extreme

positions tend to produce better results.

Reasons of Extreme Bargaining positions

√ Shows the other party that the bargainer will not be exploited

√ Allow more room for concessions.

Promises, Threats & Other Promises, Threats & Other BehaviorsBehaviors

Research shows that Americans and Japanese make greater use of promises than Brazilians.

The Brazilians use a discussions of rewards, commands & self-disclosure more than Americans & Japanese

Nonverbal BehaviorsNonverbal Behaviors

These behaviors refer to what people do rather than what they say. Sometimes called “silent language”

Silent Periods, Facial Gazing, Touching & Coversational Overlaps.

√ Bargaining effect from Culture to Culture, Age, Sex and Experimental Conditions.

NegotiationNegotiationA process in which two or more parties exchange goods or services and attempt to agree on the exchange rate for them.

BATNA

The Best Alternative To a Negotiated Agreement; the lowest acceptable value (outcome) to an individual for a negotiated agreement.

Approaches to Approaches to StrategyStrategy

Unilateral: One that is made without active involvement of the other party

Bilateral: One that considers the impact of the other’s strategy on one’s own

The Dual Concerns The Dual Concerns ModelModel

Avoidance: Don’t negotiateCompetition: I gain, ignore relationshipCollaboration: I gain, you gain, enhance relationshipAccommodation: I let you win, enhance relationship

Factors that Facilitate Factors that Facilitate Successful NegotiationSuccessful Negotiation

Common objective or goal.Faith in your problem solving

ability.Motivation to commitment to work

together.TrustClear and accurate communication

7 Elements of Good 7 Elements of Good NegotiationNegotiation

Clarify Interest not positionsOpen for mutual gainsKnow your alternatives(BATNA)Use standards of LegitimacyCommunicationRelationship BuildingMake commitments with care

Distinctive Negotiation Distinctive Negotiation BehaviorsBehaviors

Japan- Least aggressive, more positive promises, recommendations, and commitments, Silent periods.

Korea- Use the word no and interrupted more than three times as frequently as the Japanese, No silent periods.

France- Most aggressive, they used the highest percentage of threats and warnings, interruptions, facial gazing, and No.

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THANK YOU!THANK YOU!