Labor Relations Commons^™

Trends In Labor Management Issues At Historically Black Colleges And Universities, Elizabeth K. Davenport

Journal of Collective Bargaining in the Academy

The mobilization of workers through unionization has deep historical roots within American society; more so in the northern regions thanin the southern region of this country.Despite these historical roots,some sectors of the American population (i.e., minorities in general and AfricanAmericans in particular) who have experienced various forms of discrimination have not fully participatedin the unionization movement. This is especially true of the faculty in historically

Black Colleges and Universities (HBCUs). As a result of thevarious forms of discriminationthat not only denied them meaningful participation in the labor market but restricted their economic success, and the segregation that resulted from the …

What Is Going On With The Aca? Do Universities Really Care About Your Wellness?, Howard Bunsis

Journal of Collective Bargaining in the Academy

This presentation focused on how universities are handling the Affordable Care Act (ACA, colloquially known as Obamacare).

The Effect Of Part-Time Faculty On Student Degree Or Certificate Completion In Two-Year Community Colleges, Hongwei Yu

Journal of Collective Bargaining in the Academy

No abstract provided.

The Delphi Project On The Changing Faculty And Student Success, Daniel Maxey

Journal of Collective Bargaining in the Academy

No abstract provided.

The California State University Bottleneck Courses Survey Report, Michelle Kiss

Journal of Collective Bargaining in the Academy

No abstract provided.

2014 Conference Program

Journal of Collective Bargaining in the Academy

This document is the program of the 41st annual conference of the National Center for the Study of Collective Bargaining in Higher Education and the Professions.

Negotiating For Curriculum & Class Size, 2011-13: One Faculty Union’S Perspective, Steve Hicks, Amy L. Rosenberger

Journal of Collective Bargaining in the Academy

The article walks the reader through the process of proposing, revising, and finally accepting by both sides of a new clause in the APSCUF-PASSHE collective bargaining agreement covering curriculum and class size. The clause took multiple forms over the course of over two years of negotiations and reveals the evolving priorities of the two sides over time.

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.

Collective Begging At Its Best: Labor-Management Relations In South Dakota, Gary Aguiar

Journal of Collective Bargaining in the Academy

Public employee labor unions in South Dakota possess a feeble set of bargaining rights, so weak it should be considered “collective begging.” However, our recent contract contains significant victories despite decades of playing defense. What lessons can be learned from this experience that might help other similarly situated faculty unions? What does this case study teach us about the disparity of power, especially where labor has fewer legal and political tools than management? I apply DiGiovanni’s (2011) typology of “intangible influences” on collective bargaining to explain our success. As DiGiovanni predicts, history and timing played a large role in influencing …

Organizational Culture, Knowledge Structures, And Relational Messages In Organizational Negotiation: A Systems Approach, Vincent P. Cavataio, Robert S. Hinck

Journal of Collective Bargaining in the Academy

This study examines a recent bargaining process between the Faculty Association and Central Michigan University. Taking a systems approach, we began with the assumption that a healthy organizational culture produces negative feedback which can help keep participants at the bargaining table despite disagreement. However, if organizational members’ relationships are threatened, organizational culture unravels as destructive messages provide positive feedback to disrupt the system and make impasse more likely. To understand how an university’s culture is impacted during contract negotiations we examined messages published in a university student newspaper, transcripts from the local NPR station, CMU’s press releases, a Facebook page, …

Shelter From The Storm: Rekindling Research On Collective Bargaining And Representation Issues, William A. Herbert

Journal of Collective Bargaining in the Academy

The National Center for the Study of Collective Bargaining in Higher Education and the Professions (National Center) is a four-decade old institution that is supported by and located at Hunter College, City University of New York. The National Center was founded in the wake of the granting of collective bargaining rights by various states and localities to public employees including higher education faculty members and shortly after the National Labor Relations Board (NLRB) asserted jurisdiction over private institutions of higher education.

Consistent with its mission, the National Center intends to be an engine for rekindling, incubating and promoting research and …

Positive Collaboration: Beyond Labor Conflict And Labor Peace, Richard Boris

Journal of Collective Bargaining in the Academy

Institutions of higher education collectively constitute a major economic concentration that ranks—by whatever measure: resources, budgets, endowments, employees, constituencies—among the major industries in the United States. The unionized academic U.S. workforce ranks sixth among organized labor. Yet, when compared to the top-tier manufacturing industries of steel or automobile or to national unions such as the UAW or the Teamsters, both the public institutions of higher education and their academic unions lack national visibility, lack influence on national debates, and, most tellingly, lack major successes in the quest for public monies. Health care, the environment, energy policies, and the current global …

Unions And Democracy: When Do Nonmembers Have Voting Rights?, Melanie Stallings Williams, Dennis A. Halcoussis

Journal of Business & Technology Law

No abstract provided.

The Great Regression’S Impact On Construction Training Programs: Multi-Level Analyses Of Recruiting & Retention Concepts, John S. Gaal Edd

Online Journal for Workforce Education and Development

The intent of this practitioner-based research study is to determine if there is a difference in the attitudes of construction industry professionals—at local and international levels—towards various training-related recruiting and retention concepts. In light of the global economic malaise, training programs are being held to higher standards and, thusly, different metrics than in the past. In today’s environment, outcomes-based designs (versus outputs-based) have gained attention from both private and public funders of such training programs. Thusly, programs must adapt to the needs of the industry rather than rely on outdated materials and methods. To this end, a survey was designed …

The Impact Of Unionization On University Performance: A Cross-Sectional Time Series Analysis, Mark K. Cassell

Journal of Collective Bargaining in the Academy

In 1968 the union movement in higher education was launched on the CUNY campuses in New York when CUNY held the first academic labor union election on an “integrated, heterogeneous, multi-campus system” (Ladd and Lipset 1973). In the nearly five decades since that historic election, unionization has grown to cover more than a third of all public four-year institutions and 40 percent of faculty at those public institutions (see Figure 1). While unionization is more common at larger institutions, Figure 1 illustrates that even among the smallest public institutions, unionization has increased over time.

The Fiscal Crisis Of The Campus: The View From California, R. Jeffrey Lustig

Journal of Collective Bargaining in the Academy

The significance of the disinvestment in American baccalaureate, Ph.D. and community college institutions in recent years can hardly be exaggerated. The quandary posed by the attendant reduced funding goes beyond issues of crowded classrooms and dilapidated facilities; ultimately it questions whether our higher education will continue to be a gateway to equality and guarantor of opportunity, a path to broader horizons for citizens—or if it will be transformed into a bulwark of social inequality and vehicle for narrow vocational instruction.

Determining how to successfully grapple with this decline in funding is hindered, however, by the ways in which policy-makers and …

Financing Higher Education: Privatization, Resistance And Renewal, Gerald Turkel

Journal of Collective Bargaining in the Academy

The fiscal crisis of higher education currently is being resolved largely through a financing policy of privatization, a pattern that increasingly shifts responsibility to individual students and their families. The politics of privatization makes it ever more difficult for lower-income students to attend college and has become a major financial burden for middle-income people. Beyond the direct financial consequences, privatization has increasingly subordinated the research and educational missions of higher education to the countervailing imperatives of economic growth and competitiveness. Privatization has enhanced the entrepreneurial and corporate features of universities and colleges, increasingly shifting the values of higher education away …

The Fiscal Crisis Of The Campus: The View From California, R. Jeffrey Lustig

Journal of Collective Bargaining in the Academy

Over the last generation, state governments have undertaken a major disinvestment in higher education. The questions raised by these funding reductions go beyond matters of crowded classrooms, dilapidated facilities, and altered pedagogies to challenge the basic function of college and university education in the United States. Will higher education continue to be the gateway to equality and provider of broad horizons for citizens, or will it be transformed into a bulwark of social privilege and narrow conveyor of vocational skills for private consumers? These are the ultimate questions posed by the funding priorities of the state legislatures in America today.

Financing Higher Education: Privatization, Resistance, And Renewal, Gerald Turkel

Journal of Collective Bargaining in the Academy

Higher education’s financial crisis is being resolved largely through a politics of privatization, changing patterns of financing that increasingly shift responsibilities to individual students and their families. The politics of privatization makes it ever more difficult for low income students to attend college and has become a major financial burden for middle income people. Beyond cost shifting, privatization has increasingly subordinated the research and educational missions of higher education to imperatives of economic growth and competitiveness. Privatization has enhanced the entrepreneurial and corporate features of universities and colleges, changing the values of higher education away from notions of common property …

Social Networking And Faculty Discipline: A Pennsylvania Case Points Toward Confrontational Times, Requiring Collective Bargaining Attention, James Ottavio Castagnera, John Lanza Iv

Journal of Collective Bargaining in the Academy

While social-networking sites like Facebook are still relatively new to the working world, employers monitoring their employee’s activities and conduct outside the workplace is not. The most alluring aspects of social-networking sites is the ease in which an account can be created and maintained, the personalization options they present to the user, and a uniquely 21st century way of keeping in contact with friends and family. Social-networking sites are truly a wonder of the modern age, where by typing out a few sentences, uploading some photographs, videos and making some friend requests, one can present his or her entire life …

Conflict Management Education In Medicine: Considerations For Curriculum Designers, Jeffery Kaufman

Online Journal for Workforce Education and Development

It is important to address conflict in the medical field for a variety of reasons ranging from reducing turnover to increasing the quality of care received by patients. One way to assist with the management of medical conflict is by teaching resolution techniques to medical personnel. There is an opportunity for conflict management curriculum to address many of the issues facing physicians, administrators, staff and patients, however, it is also necessary for those developing that curriculum to understand the nature of the environment and appropriate conflict management tools to be used in that environment as part of the design process. …

Identifying Training Challenges In Hospitality Industry: An Exploratory Approach , Valentini Kalargyrou, Robert H. Woods

Hospitality Review

The current study investigated the effects of job satisfaction and organizational commitment on organizational citizenship behavior and turnover intentions. The study also examined the effect of organizational citizenship behavior on turnover intentions. Frontline employees working in five-star hotels in North Cyprus were selected as a sample. The result of multiple regression analyses revealed that job satisfaction is positively related to organizational citizenship behavior and negatively related to turnover intentions. Affective organizational commitment was found to be positively related to organizational citizenship behavior. However, the study found no significant relationship between organizational commitment and turnover intentions. Furthermore, organizational citizenship behavior was …

Effects Of Management-Development Practices On Hospitality Management Graduates' Job Satisfaction And Intention To Stay, Edwin Torres, Howard Adler

Hospitality Review

Companies have long recognized the importance of training and developing their managers to prepare them for their short- and long-term careers. Formal management-development programs and other less formal means of management development abound in the hospitality industry. Therefore, one may ask whether the entry-level managers for whom these programs are designed perceive them to be effective. The present study explores management-development practices, procedures, and techniques, and their effects on job satisfaction and organizational commitment

Multvariate Analysis Of The Inter-Relationship Among Organisational Culture, Commitment And Change, S. Kaliyamoorthy, R. Mohankumar

Management Dynamics

No abstract provided.

In Defence Of Australian Academic Unionism, Grahame Mcculloch

Australian Journal of Teacher Education

This paper does not aspire to be an objective account of academic unionism. It is written from my perspective as a committed union activist, and comes at a time when there is a real prospect of a substantial erosion of the role and authority of Australia's academic unions. I refer, of course, to the well publicised plans to developed a model of academic industrial relations in which working conditions would be radically deregulated, and in which unions would be given only a limited role. Unionism is seen as responsible for the debasement of collegial life in our universities, and the …

Labour Management, D Blesing

Journal of the Department of Agriculture, Western Australia, Series 4

labour management is more than ensuring the tractor has a driver when the soil is right. It is more than a simple excersise of matching man to machine, more than the simple arithmetic of hiring and firing to suit a short-term budget. Labour management needs to be wise, sensitive, prsctical and system-orientated.