Should You Accept a Promotion with No Raise?
You’ve been asked to take on more work—for the same money.
Should You Accept a Promotion with No Raise?Joey Guidone
Business Practice is a collaboration between Chicago Booth Review and Chicago Booth’s Harry L. Davis Center for Leadership. Tell us how you’d deal with the situation below; once you submit your answer, you’ll be able to read and evaluate other readers’ answers, and they’ll be able to read and evaluate yours. Shortly after we stop accepting new answers, we’ll post an analysis of the results by Chicago Booth professor of behavioral science George Wu, and if you like, we will follow up with a personalized email explaining how other readers responded to your answer. Check out analysis of past Business Practice scenarios here.
Your coworker Robert is a great guy and a very good analyst—you’ve known him since you started together at McFarland Media several years ago. He recently made a casual reference to his salary, and to your dismay it’s 20 percent higher than yours. He’s good, but as far as you're aware, his career path has more or less mirrored your own. You started at the same time, in the same role, and neither of you has received a formal promotion since.
This revelation is eating at you, so you’ve tried to divine some reasoning for it by comparing your performance to what you can observe of Robert's. But on any measure you can think of, your performance isn’t notably different. In fact, your manager recently gave you some encouraging feedback on your work. At wit’s end, you’ve requested a special one-on-one with her this afternoon. But what do you say? Write a script.
This Business Practice scenario is now closed to new responses. Thank you to everyone who offered their insights and helped evaluate answers. Check back soon for George Wu’s analysis of the responses we received.
You’ve been asked to take on more work—for the same money.
Should You Accept a Promotion with No Raise?Chicago Booth’s George Wu says that it’s true that some aspects of negotiation are easier in person than online—but for other aspects, the reverse is true.
Line of Inquiry: George Wu on Negotiating over ZoomChicago Booth’s John Paul Rollert considers whether contemporary companies can combine behavioral insights with enormous amounts of data to more effectively guide the actions of their labor forces.
Will App-Based Employment Make Workers Easier to Manipulate?Your Privacy
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