Bargaining and Inequality in the Labor Market

Layer 1 — Overview

Research Question. How prevalent is individual wage bargaining in the labor market, what determines firms’ bargaining strategies, how do bargaining encounters unfold for workers, and does heterogeneity in bargaining behavior translate into wage inequality—including the gender wage gap?

Data and Setting. The paper develops and validates novel linked survey data for Germany. A firm survey was fielded by the ifo Institute to senior HR professionals and managers in two waves (September 2021 and January 2022), yielding 772 complete responses across all major sectors and regions. These responses were linked—with consent obtained from 72% of firms—to German Social Security records (the Integrated Employment Biographies, IEB) covering 416,821 full-time employees at matched firms in 2020, and to Orbis balance sheet data for firm productivity proxies. A separate worker survey was fielded by the IAB to 135,000 full-time German workers, with 9,756 completing it; nearly 10,000 responses were used for analysis, with 7,079 workers employed at surveyed firms. The worker survey elicited detailed bargaining histories for workers who had received an outside offer in the prior six months, bargaining at the start of current employment (for workers with tenure of three years or less), and responses to a hypothetical salary expectation scenario.

Definition of Individual Bargaining. The authors define a firm as having a “bargaining strategy” if it differentiates pay between workers in the same position it perceives to have similar productivity—encompassing both variation in initial offers (which may reflect firms using information on workers’ salary expectations) and back-and-forth negotiation. Elicitation distinguishes four employee groups (recent labor market entrants, experienced non-managers, managers, and bottleneck-occupation workers) and two contexts (new external hires and incumbent workers who receive an outside offer).

Prevalence of Bargaining. Approximately 50% of surveyed firms are willing to differentiate base wages for recent labor market entrants, more than 80% for experienced non-managers and managers, and nearly all for workers in bottleneck occupations they are struggling to fill. For incumbent workers facing outside offers, 57% of firms would increase pay for recent entrants, and more than 80% for experienced incumbents, managers, and bottleneck workers. In total, 80% of workers in the sample are in positions where individual bargaining is possible.

Magnitude of Wage Differentiation. For new external hires, the typical firm expects a gap between the highest and lowest offers of 3% for recent entrants, 5% for experienced non-managers, and 10% for managers (conditional on a gap: 6%, 10%, and 12% respectively). For incumbent workers responding to outside offers, the typical firm will adjust pay by 3% for recent entrants, 6% for experienced non-managers, and 10% for managers (conditional on responding: 6%, 7%, and 14% respectively). Forty-four percent of firms report that variation in initial offers is at least as important as back-and-forth negotiation in determining workers’ final pay.

Predictors of Firm Bargaining Strategies. Contrary to models predicting more productive firms are more likely to bargain (Doniger 2015; Postel-Vinay and Robin 2004; Flinn and Mullins 2021), firms that bargain are not more productive—as proxied by firm age, size, or assets per employee—nor do they pay higher mean wages. A variance decomposition shows that employee-group dummies alone explain 33% of variation in bargaining strategies for new hires, comparable to more than 500 firm dummies. Labor market factors—particularly whether a position is hard to fill—are systematically associated with bargaining willingness. Collective bargaining agreement (CBA) coverage and East German location are negatively correlated with bargaining flexibility.

How Bargaining Unfolds. In 57% of worker-firm interactions, the worker provides salary expectations before the firm makes its initial offer; 29% of firms require this information. About one-third of applicants ask for more after the initial offer, requesting on average a 3% increase; conditional on asking, about half of firms raise the offer, but fewer than one-third match what was requested, with the typical worker improving the offer by 1.5%. The majority of outside offers are rejected: only 9% of workers who received an outside offer in the prior six months chose to move to a new firm. Of the 91% who remained at their incumbent firm, 13% successfully renegotiated their pay. Back-and-forth dynamics—where offers are accepted or rejected only after multiple rounds—are consistent with models of two-sided incomplete information.

Worker Heterogeneity and Wage Inequality. Workers with better self-assessed outside options are 9 percentage points more likely to ask for an increase after the initial offer and 7 percentage points more likely to successfully negotiate a raise, relative to same-occupation coworkers with worse outside options. Women are 6 percentage points less likely to successfully negotiate their pay upward and show lower salary expectation provision rates, including in a hypothetical scenario in which pay range information is equalized. These gender differences in bargaining are not explained by women negotiating more over non-wage amenities; controlling for outside options and risk tolerance shrinks the female coefficient by at most 15%. Among surveyed workers, after controlling for occupation-establishment fixed effects, there is no gender wage gap at firms that do not bargain, but a 4–5 percentage point gender wage gap at firms that do bargain. Across specifications, firms that engage in individual bargaining have a 3 percentage point higher gender wage gap. A simple decomposition suggests that at surveyed firms, 44% of the residual gender pay gap can be attributed to bargaining. For workers at bargaining firms, a 10 percentage point higher pay premium at the prior firm is associated with 0.5 percent higher pay at the current firm, conditional on occupation-establishment fixed effects; this relationship is statistically insignificant for workers at non-bargaining firms.

Scope Conditions. Results apply to full-time private-sector workers in Germany between ages 25 and 50, with the firm sample over-representing medium and large firms (median size 50–249 employees). CBA coverage in the sample (41%) reflects Germany’s institutional context where firms retain the right to pay above CBA floors. Results are robust to re-weighting to match the overall distribution of German firm size and sector.

Layer 2 — Q&A

Q1. How do the authors define “individual bargaining” and why is this definition broader than standard labor economics usage? The authors define a firm as having a bargaining strategy if it differentiates pay between workers in the same position it perceives to have similar productivity, covering both tailoring of initial offers and back-and-forth negotiation. Standard labor economics definitions typically condition on wages being set ex post once outside options are revealed, and focus on back-and-forth negotiation alone. The authors’ definition is most analogous to standard definitions of price discrimination. Empirically, the vast majority of firms that differentiate initial offers (93%) are also willing to engage in back-and-forth negotiation.

Q2. How was the firm survey designed to elicit bargaining strategies reliably, and what is the “protocol question”? The protocol question asked: “How much more could a person maximally receive compared to the fixed compensation you would have offered based on the person’s qualification/fit for the position alone?” with options ranging from “0%/no adjustments possible” to “more than 40%.” Wording was developed through over 100 conversations with HR professionals; “qualifications and fit” was the phrase most closely aligned with HR professionals’ concept of productivity. The survey was fielded by the ifo Institute—an organization with decades of experience surveying this population—with a 51% response rate, 83% completion rate, and median response time of 11 minutes.

Q3. What validation exercises support the reliability of the elicited firm bargaining measures? Four exercises are reported. First, intra-respondent reliability: the cross-tabulations between the protocol and incidence questions show most mass on or below the diagonal (incidence-implied spread no greater than the protocol-implied flexibility). Second, inter-respondent reliability: among 37 firms with multiple respondents, there is significant overlap in independently provided answers. Third, external validity using publicly available data: for 90% of firms reporting no CBA, no CBA evidence is found; for 99% reporting no pay information in job ads, none is found in online postings; for 82% reporting no salary expectation elicitation, no evidence of it appears in online application forms. Fourth, the elicited firm strategies are highly correlated with the matching workers’ survey responses—e.g., workers at firms stating they elicit salary expectations are significantly more likely to report having provided these expectations.

Q4. Is firm productivity associated with whether a firm engages in individual bargaining? No. Firms that bargain and those that do not are similar with respect to firm size, firm age, and total assets per employee, and they also do not differ significantly in their AKM wage premium. These findings are inconsistent with theoretical models predicting that more productive firms are more likely to set pay via bargaining (Doniger 2015; Postel-Vinay and Robin 2004; Flinn and Mullins 2021). The result holds for both binary and continuous measures of bargaining, and is not overturned by machine learning prediction attempts.

Q5. What firm characteristics other than productivity predict bargaining strategies? CBA coverage is negatively correlated with wage flexibility—CBA-covered firms report less flexibility even for managers who are typically exempt from CBAs and for groups not covered by CBAs, suggesting institutional norms or culture matter. Firms headquartered in East Germany are less likely to bargain with workers in all groups. Publicly traded firms (stock-based corporations) are more likely to set wages flexibly. These correlations are consistent with the view that managerial style and firm culture (rather than productivity) shape wage-setting strategies.

Q6. What does the variance decomposition say about the relative importance of firm versus market factors in predicting bargaining strategies? Employee-group dummies alone explain 33% of the variation in bargaining strategies for new hires. After adjusting for the number of fixed effects used, four employee-group dummies explain as much variation as more than 500 firm dummies. Adding firm characteristics or coarse industry dummies does not significantly improve the adjusted R-squared relative to a model containing only group dummies. This supports models emphasizing market-level factors (worker replaceability, labor market tightness) over firm-level factors.

Q7. How common is it for workers to provide salary expectations before receiving an initial offer, and what do firms do with this information? In 57% of worker-firm interactions, the worker provides salary expectations before the firm makes its initial offer. Twenty-nine percent of firms require this information; most ask for it. Forty-four percent of firms report that variation in initial offers is at least as important as subsequent back-and-forth negotiations in determining workers’ final pay. HR professionals and prior research indicate firms interpret variation in stated expectations as reflecting outside options rather than productivity.

Q8. What fraction of outside offers are rejected, and what happens when workers stay at the incumbent firm? Only 9% of workers who received one or more outside offers in the prior six months chose to move to a new firm. Of the 91% who remained at the incumbent firm, 13% successfully renegotiated their pay at the incumbent. A follow-up survey fielded in spring 2024 corroborates this finding, showing approximately 80% of workers who received an outside offer remained at the incumbent firm; even recoding all job-to-job transitions as accepted offers implies no more than 26% of offers lead to a transition.

Q9. What do the back-and-forth dynamics imply for appropriate theoretical models of wage bargaining? That many offers are accepted or rejected only after multiple rounds of negotiation is difficult to rationalize with models assuming either firms or workers have perfect information, which typically predict immediate acceptance or rejection. The patterns are consistent with models of two-sided incomplete information (Perry 1986; Chatterjee and Samuelson 1983). Sixty-nine percent of HR professionals in the survey report that decision-makers at their firm only have market-level information on wages, not specific information on what competitors pay.

Q10. How do outside options predict worker bargaining behavior and outcomes, controlling for occupation-establishment fixed effects? Workers who rated it “easy” or “very easy” to obtain a better outside offer are 9 percentage points more likely to ask for an increase after the initial offer and 7 percentage points more likely to successfully negotiate a raise relative to same-occupation-establishment coworkers who rated it “difficult” or “very difficult.” The same pattern persists during the employment spell: workers with better outside options are 9 percentage points more likely to initiate and 8 percentage points more likely to succeed in renegotiation. These workers are not more likely to receive raises without asking.

Q11. How does risk tolerance predict bargaining, and how does it compare to outside options? Workers with greater risk tolerance (those rating themselves 7 or above on a 10-point scale) are more likely to engage in wage negotiations and more likely to succeed both at the start of and during employment spells. Gaps in successful negotiations are somewhat larger than gaps in attempted negotiations, suggesting risk-tolerant workers also negotiate more effectively. However, outside options explain more of the between-worker variation in bargaining behavior than risk tolerance does.

Q12. What are the gender differences in bargaining behavior, and can they be explained by differences in outside options or risk tolerance? Women are less likely to engage in back-and-forth negotiations and are 6 percentage points less likely to successfully negotiate pay upward during an employment spell. Women are also less likely to provide salary expectations and provide lower expectations as a fraction of their current salary in the hypothetical scenario, including when the salary range is provided—women are 6 percentage points less likely to provide expectations above the top of the stated range. Controlling for outside options and risk tolerance shrinks the female coefficient by at most 15%. There is no evidence that women substitute toward negotiating for non-wage amenities. The pattern is most consistent with women finding negotiation uncomfortable, not with a belief that it will not pay off or fear of backlash.

Q13. What is the estimated gender wage gap attributable to individual bargaining? Among surveyed workers, after controlling for occupation-establishment fixed effects, there is no gender wage gap at firms without individual bargaining (coefficient closes to zero), while a 4–5 percentage point gender wage gap persists at firms with individual bargaining. This difference is robust across measures of pay (total daily pay, base pay, pay conditioning on hours worked), alternative fixed effect specifications, and to including non-surveyed workers at surveyed firms. A simple decomposition suggests 44% of the residual gender pay gap at surveyed firms can be attributed to bargaining. Across the interaction specifications, bargaining firms have a 3 percentage point higher gender wage gap and—in one key specification—a 6 percentage point difference between the gender gaps at bargaining and non-bargaining firms.

Q14. How does a worker’s prior firm wage premium affect current wages, and does bargaining status matter? In a regression of log current wages on the AKM wage premium of the prior firm (conditional on occupation-establishment fixed effects), a 10 percentage point higher pay premium at the prior firm is associated with 0.5 percent higher pay at the new firm for workers at bargaining firms. For workers whose pay is not set via individual bargaining, the relationship between the prior firm’s pay premium and current pay is statistically insignificant. The result is consistent with the idea that during negotiations with a new firm, workers use their prior firm’s pay policy as an outside option.

Q15. How do AKM person effects relate to bargaining behavior? Higher-person-effect individuals are more likely to have provided salary expectations when applying to their current firm and ask for a larger fraction of their current salary in the hypothetical scenario (conditional on their wage). These differences persist when controlling for occupation-establishment fixed effects and age and experience. Higher-person-effect workers are not more likely to receive raises without asking. These results are inconsistent with AKM person effects reflecting only productivity differences and instead suggest that fixed differences in individual bargaining behavior contribute to the variance in person effects—which Card, Heining, and Kline (2013) estimated explains a large share (40%) of the growth in German wage inequality.

Q16. Are the bargaining patterns found at surveyed firms representative of bargaining more broadly? Two robustness exercises support broader representativeness. First, similar bargaining dynamics are found when including a random sample of German workers employed at non-surveyed firms. Second, re-weighting the sample to match the overall distribution of firm size and sector in Germany yields similar results. Because medium and large firms are over-represented in the firm sample, and because small firms hire infrequently and are less likely to have formal bargaining strategies, the true prevalence of individual bargaining among all German firms may be somewhat lower.

Key Concepts

Individual Bargaining Strategy (firm-level). A firm has an individual bargaining strategy if it differentiates pay between workers in the same position that it perceives to have similar productivity. This definition encompasses both tailoring of initial offers (based on, e.g., workers’ stated salary expectations) and back-and-forth negotiation. It is analogous to price discrimination rather than to the standard labor economics distinction between wage posting and Nash bargaining.

Protocol Question. The main survey measure of firm bargaining strategies: firms are asked the maximum percentage by which pay could be increased for a new hire above the fixed compensation the firm would have offered based on qualifications and fit alone, with response bins from “0%/no adjustments” to “more than 40%.” A zero response is used to classify a firm as not bargaining.

Incidence Question. A supplementary survey measure eliciting the expected spread (between highest and lowest offers) that the firm would make to ten candidates with identical qualifications and fit but differing stated salary expectations and competing offers. Used to validate the protocol question and to quantify the importance of initial-offer differentiation relative to back-and-forth negotiation.

Bottleneck Occupation. A firm-defined category of workers in positions that are particularly difficult to fill, drawing on an official German Federal Employment Agency designation. In the paper, bargaining willingness is systematically higher for workers in these positions than for other workers at the same firm, providing evidence that labor market tightness drives bargaining strategies.

Outside Offer Renegotiation. Wage renegotiation at the incumbent firm triggered by a worker receiving an outside offer, without a change in job tasks. The paper documents this is empirically more common than actual job-to-job transitions: of workers receiving outside offers, 91% remain at the incumbent firm, and 13% of those who remain successfully renegotiate their pay.

AKM Person Effect. A worker fixed effect estimated from a two-way fixed effects regression of log wages on worker and firm fixed effects (following Abowd, Kramarz, and Margolis 1999). In this paper, AKM person effects are taken from Bellmann et al. (2020), estimated over 2010–2017 German population data. The paper provides evidence that these effects capture, in part, fixed differences in individual bargaining behavior rather than solely differences in productivity.

AKM Firm Effect (Wage Premium). The firm fixed effect from the same two-way fixed effects regression, representing the pay premium a firm pays relative to what would be expected given its workforce composition. The paper uses the prior firm’s AKM effect as a measure of a worker’s outside option quality when testing whether prior-firm pay policy influences current pay under individual bargaining.

Salary Expectations (Gehaltsvorstellungen). The wage figure a worker provides to a prospective employer, typically before the firm’s initial offer. Legally, German firms (like most US states) cannot ask for salary history but can ask for salary expectations. In the paper, 57% of worker-firm interactions begin with the worker providing expectations; firms report using these to tailor initial offers, interpreting variation in stated expectations as reflecting outside options rather than productivity.