Workforce Readiness: Competencies and Assessment

By Harold F. O'Neil Jr. | Go to book overview

APPENDIX: THE LAW FIRM SCENARIO

Subjects were instructed that the job contract negotiation centered on three issues: (a) the annual salary the law student would be paid, (b) the number of months to become a partner in the firm, and (c) the number of billable hours the law student would be required to log per year. Subject were told that they preferred a higher salary, fewer months to make partner, and fewer billable hours required, whereas the law firm preferred a lower salary level, a longer time to partnership, and more billable hours. Subjects were also instructed that the parties would exchange proposals in the negotiation in trying to reach agreement on one proposal level for each issue.

The subjects were also instructed with respect to their relative priorities on the three issues. The subjects were told that because the law student had incurred substantial student loans, salary was most important to him or her. Because the law student was willing to work hard and to earn a higher salary, billable hours was least important to him or her. The subjects were also instructed that the months to partnership was of intermediate importance. The issue chart presented on the computer screen, as seen in Table A.1, represented these relative preferences in that the highest points attainable were on the salary issue, followed by the months to partnership and the billable hours issues respectively. The law firm representative's priorities were offsetting, also shown in Table A.1.


TABLE A.1
Law Student and Law Firm Representative Issue Chart of Point Values
Issues
SalaryMonths to PartnershipBillable Hours
Law Student
A 120 A 80 A 40
B 105 B 70 B 35
C 90 C 60 C 30
D 75 D 50 D 25
E 60 E 40 E 20
F 45 F 30 F 15
G 30 G 20 G 10
H 15 H 10 H 5
I 0 I I 0
Law Firtn Representative
A 0 A 0 A 0
B 5 B 10 B 15
C 10 C 20 C 30
D 15 D 30 D 45
E 20 E 40 E 60
F 25 F 50 F 75
G 30 G 60 G 90
H 35 H 70 H 105
I 40 I 80 I 120

-254-

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