When threats and encouragements are effective in bargaining: The case of credit collectors

Gibson, Faison P.; Fichman, Mark

doi:10.1080/02699930500435722

Cited by 3 publications

(4 citation statements)

References 29 publications

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“…Further, self-efficacy is a component of the Meyer et al (see Figure 2, p. 998, 2004) model linking motivation to workplace commitment. For example, effective debt settlement negotiations are contingent on the emotions collectors displayed (e.g., threats vs. encouragements) in response to varying levels of debtor affect (Gibson & Fichman, 2006). For example, effective debt settlement negotiations are contingent on the emotions collectors displayed (e.g., threats vs. encouragements) in response to varying levels of debtor affect (Gibson & Fichman, 2006).…”

Section: Person-related Variables and Occupational Commitmentmentioning

confidence: 99%

“…As reflected both in the practitioner (Remley, 2011) and academic (Gibson & Fichman, 2006) literatures, post-entry training and development appear to be important to success in the debt collector occupation. As reflected both in the practitioner (Remley, 2011) and academic (Gibson & Fichman, 2006) literatures, post-entry training and development appear to be important to success in the debt collector occupation.…”

Section: Organizational Variables and Their Influence On Occupationalmentioning

confidence: 99%

“…The competence building potential of EI for debt collectors should be especially strong because the occupation requires substantial emotional labour-that is, the need to enhance, suppress, and/or to modify one's emotional expression (Grandey, 2000). For example, effective debt settlement negotiations are contingent on the emotions collectors displayed (e.g., threats vs. encouragements) in response to varying levels of debtor affect (Gibson & Fichman, 2006). Emotional labour can also come into play because debtors are more likely to be experiencing mental health issues (www.TherapyToday.…”

Section: Person-related Variables and Occupational Commitmentmentioning

confidence: 99%

“…Developmental human resource management practices. As reflected both in the practitioner (Remley, 2011) and academic (Gibson & Fichman, 2006) literatures, post-entry training and development appear to be important to success in the debt collector occupation. We expected organization-provided DHRPs to positively associate with AC because by enhancing occupationally relevant skills, feelings of self-efficacy should increase and contribute to a more satisfying work experience.…”

Section: Organizational Variables and Their Influence On Occupationalmentioning

confidence: 99%

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The role of person and organizational variables in the three component model of occupational commitment

et al. 2013

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We add to the small number of studies that have used the Meyer, Allen, and Smith (1993) three component model to better understand occupational commitment. A series of demographic (age, education), dispositional (emotional intelligence), and organizational variables (human resources practices and perceived organizational support) were examined for their relationship to occupational commitment. Our relatively small set of variables, from 431 debt-collection employees and their supervisors at 34 banks in Taiwan, accounted for substantial variance in each of the commitment facets. In the context of the entire set of variables, perceived organizational support was the strongest predictor across all three forms of occupational commitment. Other variables (e.g., age, emotional intelligence) were of predictive value for a subset of the components only.

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Section: Person-related Variables and Occupational Commitmentmentioning

confidence: 99%

Section: Organizational Variables and Their Influence On Occupationalmentioning

confidence: 99%

Section: Person-related Variables and Occupational Commitmentmentioning

confidence: 99%

Section: Organizational Variables and Their Influence On Occupationalmentioning

confidence: 99%

See 2 more Smart Citations

The role of person and organizational variables in the three component model of occupational commitment

et al. 2013

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Ups and Downs: Emotional Dynamics in Negotiations and Their Effects on (In)Equity

Griessmair

2017

Group Decis Negot

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Organizational scholars now acknowledge the relevance of emotions in virtually every aspect of organizational life, including negotiations and conflict resolution. Integrating negotiation phase model theory with social functional models of emotion, we test hypotheses about the development of emotions in negotiations and their effects on the degree of economic (in)equity of the counterpart's subsequent offer during the actual negotiation process. By comparing stalemate dyads with efficient settlement dyads, the study identifies emotional dynamics that characterize successful as opposed to unsuccessful negotiations. Results show that observed differences are primarily the result of impasse dyads spiraling into a negative emotional climate rather than efficient settlement dyads having overall higher levels of positive emotions or increasing them throughout the negotiation process. As predicted by social functional models, the study further confirms that emotions are not only a reaction to the economic (un)fairness of a proposed offer, but their display also influences the payoff (in)equity of the counterpart's subsequent offer. Whether a specific emotional expression increases or decreases the economic fairness of the counterpart's subsequent offer, however, differs across negotiation phases and between dyads that reached an agreement or not. Furthermore, the results show distinct differences between emotions that address individual goal realization in negotiations and emotions that focus on the

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Supporting Learning in Evolving Dynamic Environments

Gibson

2003

Computational & Mathematical Organization Theory

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In dynamic decision environments such as direct sales, customer support, and electronically mediated bargaining, decision makers execute sequences of interdependent decisions under time pressure. Past decision support systems have focused on substituting for decision makers' cognitive deficits by relieving them of the need to explicitly account for sequential dependencies. However, these systems themselves are fragile to change and, further, do not enhance decision makers' own adaptive capacities. This study presents an alternative strategy that defines information systems requirements in terms of enhancing decision makers' adaptation. In so doing, the study introduces a simulation model of how decision makers learn patterns of sequential dependency. When a system was used to manage workflows in a way predicted by the model to enhance learning, decision makers in a bargaining experiment learned underlying patterns of sequential dependency that helped them adapt to new situations. This result is rare if not unique in the study of dynamic decision environments. It indicates that a shift, away from substituting for short-term deficits and toward enhancing pattern learning, can substantially improve the effectiveness of decision support in dynamic environments. Based on the specific findings in this study, this shift has important implications for designing information system workflows and potential future applications in interface design.

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When threats and encouragements are effective in bargaining: The case of credit collectors

Cited by 3 publications

References 29 publications

The role of person and organizational variables in the three component model of occupational commitment

The role of person and organizational variables in the three component model of occupational commitment

Ups and Downs: Emotional Dynamics in Negotiations and Their Effects on (In)Equity

Supporting Learning in Evolving Dynamic Environments

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