Business Commons^™

From Ivory To Babel To A New Foundation, Richard Boris

Journal of Collective Bargaining in the Academy

During my 12 years at the NationalCenter for Collective Bargaining in Higher Education and the Professions, I observed with increasing frustration the inability of administration and faculty leaders—union and governance—to fully grasp, analyze, and find pathways out of public higher education’s current existential crisis.

My many years of observing leaders of public higher education lead me to the inescapable conclusion that together the leaders share a culture that shorts strategic planning, thinking, and boldness and instead favors ad-hoc, incremental acceptance of the ever-changing, slimmed-down state of affairs. The rarified bubbles of presidential cabinets and union boards symbiotically promote policies that, …

Bargaining Market Equity Adjustments By Rank And Discipline, Jonathan P. Blitz, Jeffrey F. Cross

Journal of Collective Bargaining in the Academy

Faculty contract negotiations generally include wages, hours, and other conditions of employment as well as mutually agreed non-mandatory subjects of bargaining. Negotiators typically address wages in terms of across-the-board increases, promotion in rank, merit increases, and one-time signing bonuses. Less typically, faculty salary negotiations include various forms of equity adjustments and salary increases linked to the underlying market and social forces and to salary compression that may, or may not, be related to these forces. The authors describe how they negotiated differential discipline-specific target salaries based in part on College and University Personnel Association faculty salary data.